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Founded Year



Series C | Alive

Total Raised




Last Raised

$60M | 1 yr ago

Mosaic Score

+20 points in the past 30 days

What is a Mosaic Score?
The Mosaic Score is an algorithm that measures the overall financial health and market potential of private companies.

About Vouch Insurance

Vouch Insurance offers startups with the technology, advice, and risk-mitigating tools they need to thrive. The company offers an insurance product that integrates with business tools.

Vouch Insurance Headquarters Location

831 Montgomery St.

San Francisco, California, 94133,

United States


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Vouch Insurance's Products & Differentiation

See Vouch Insurance's products and how their products differentiate from alternatives and competitors

  • Work from Anywhere

    Within our business property insurance umbrella, we offer a “Work From Anywhere” coverage, which helps startups protect their business property in the hybrid work environment. This coverage affords our insureds the peace of mind that their business property is covered, regardless of location, when in the possession of their distributed workforce.


    Nobody does it. 

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Expert Collections containing Vouch Insurance

Expert Collections are analyst-curated lists that highlight the companies you need to know in the most important technology spaces.

Vouch Insurance is included in 5 Expert Collections, including SMB Fintech.


SMB Fintech

1,591 items



3,651 items

Companies and startups that use of technology to improve core and ancillary insurance operations. Companies in this collection are creating new product architectures, improving underwriting models, accelerating claims and creating a better customer experience



7,547 items

US-based companies


Fintech 250

500 items

250 of the top fintech companies transforming financial services


Insurtech 50

50 items

Latest Vouch Insurance News

Female founders smashed funding records in 2021 — but there’s still a widening gap

Nov 3, 2021

Sam Hodges is co-founder and CEO of Vouch. At Vouch, Sam is focused on providing startups and growing technology companies with better business insurance tailored to their needs, helping them build risk-averse businesses that last. Previously, Sam co-founded and led the U.S. arm of Funding Circle, the world’s leading marketplace for business loans. He has held numerous operating and investing roles in financial services and insurance technology. Sam received his MBA and MS from Stanford University and graduated magna cum laude from Brown University. November 3, 2021 Sam Hodges is co-founder and CEO of Vouch. When the COVID-19 pandemic emerged in the U.S., founders had to consider our worst-case scenarios, develop contingency plans and act quickly to keep our employees safe, and also to respond to a dramatic change in how we worked. In many ways, what we're dealing with today feels like a regression to parts of 2020: How do we adapt and respond to an ever-changing risk environment? As a founder, I wanted to show our team members that we hear their concerns and we're working to address them. So, when it came to developing a plan going forward, it was important to hear from our people. Did our team members want to come back? Did they have fears? Did remote work give everyone greater flexibility, or did it further isolate people from each other? Taking a proactive approach to the "great resignation" After employees worked from home for a year and a half—grinding harder, producing more and performing under stressful conditions — many top performers at tech companies are considering what's being referred to as the " great resignation " because they prefer to work from home. One study found that 61% of employees would prefer a hybrid work model , while 27% would prefer to work from home full time. Coming out of COVID, our leadership team at Vouch thought through different ways we could go above and beyond what employers "need to do" to do right by our employees. We talked frankly to our board and investors and had internal debates within the leadership team. We discussed with our general counsel about safeguards we could put in place to create a safe environment for our employees, including implementing the latest compliance measures. At the same time, we instituted a monthly company-wide wellness day and had managers discuss with their direct reports the need to take vacation. We made it clear to team members that if you needed to make an appointment or take care of your family's health while juggling work-from-home demands, you could take that time by letting a manager know you were unavailable — no questions asked. Additionally, to see what Vouch employees preferred, we conducted periodic employee surveys around COVID work conditions. During our third and most recent survey, I was surprised to find that a majority of our workers — about 70%! — had a strong preference to get back into the office, at least part of the time. We also had some precedent from which to draw. Andreessen Horowitz surveyed 226 of their portfolio companies and found 25.4% planned to go remote, while 66.8% are embracing hybrid models. Of the latter, 38.8% were aiming for 1-2 days in the office per week, with another 28.6% requiring in-person work only for off-sites. Let employee data inform your decisions Ultimately, what we came to is this: From a talent availability perspective, in order for us to hire the very best people, supporting some remote work gave us a much broader and deeper talent pool from which to choose. We also concluded that a balance was needed. Teams that benefit greatly from being together in person, such as our partnerships and sales teams, could operate in person — while roles in departments that benefit from more quiet time and fewer interruptions made more sense to be remote. After weighing multiple factors, we determined Vouch's ideal solution was opening a remote HQ3, a fully remote headquarters that is team specific. Develop your in-person, hybrid, or remote strategy We made our decisions on a team-by-team basis based on two criteria: 1) Can people be successful working remotely? 2) Are there particular types of talent that will have a preference in one direction or the other? For example, not only is it notoriously very difficult to hire engineers , but a June 2021 LinkedIn analysis listed software engineer as the most in-demand job. With this new work environment , many engineers also consider it a requirement that they're either remote or at least partly remote, among other perks . A January 2021 Terminal study found 80% of engineers wanted to work remotely 60-100% of the time. From a company's perspective, you need to be much more open-minded about supporting remote work — and also, frankly, the talent base has an expectation that you can support some degree of remote work , or at least hybrid work. With these roles, work can be done independently and remotely. We also looked at all of the empirical, independent research we could find around the impact of remote work on productivity, and the ups and downs of productivity in different types of roles, and then debated the relative trade-offs of those different paths. The human side of a hybrid model But in addition to business-related challenges, we also faced an important set of human-related challenges. Many remote employees don't feel separation between work and non-work. Others have living situations that aren't conducive to being in work mode — perhaps because they are three 20-somethings jammed into a small apartment, or they have little kids who are running around the house creating havoc. Many of us also look to work as being a source of important human connection. The January 2021 PwC U.S. Remote Work Survey found that employees considered collaboration the main purpose of an office. It makes sense: People enjoy going to work not just for the job, but also for community, mentorship and the ability to have water cooler chat. Those things are much harder to effectuate in work over Zoom and Slack. Being fully remote also puts a lot more pressure on coordination, and requires being very clear in communication about decisions and direction. Working remotely puts pressure on the need for documentation, and managers have to be more proactive in gauging how their employees are doing. Are they engaged, or are they checked out? Being clear about intentions — and your evolution We approached opening HQ3 the way we'd approach any other evolution in the company's strategy or plans. First, we shared with our team and our board that we were thinking about potentially making a change. Then, we told them the methodology by which we made the decision. Finally, we were very clear about what we wanted to accomplish, and the specific guidelines we were following in making our decisions. Thanks to what Vouch itself was going through, we also refined our product and created "work from anywhere" insurance policies for our clients. We saw startups adopting remote work, and they needed different insurance coverage that was relevant to them, in terms of covering personal and property risk exposure. This evolution of our product ultimately helped us come full circle and live our company value: Put people first. Whatever you've decided to do in regards to your approach to the new work environment, be explicit to your team and board about what you're doing, and then have a set of routines, practices and tactics that allow you to be successful with that approach. Being mindful and deliberate with this framework upfront will ensure you're nimble enough to weather any future challenges — and stay firmly on the path to success. Keep ReadingShow less Issie Lapowsky ( @issielapowsky ) is Protocol's chief correspondent, covering the intersection of technology, politics, and national affairs. She also oversees Protocol's fellowship program. Previously, she was a senior writer at Wired, where she covered the 2016 election and the Facebook beat in its aftermath. Prior to that, Issie worked as a staff writer for Inc. magazine, writing about small business and entrepreneurship. She has also worked as an on-air contributor for CBS News and taught a graduate-level course at New York University's Center for Publishing on how tech giants have affected publishing. November 3, 2021 In her testimony before Congress last month, whistleblower Frances Haugen told lawmakers Facebook has conducted experiments where it withholds certain protections from a subset of users to see how they'll react. Facebook refers to this experimental group internally, she said, as "integrity holdouts." "These are people who don't get protections from integrity systems to see what happens to them," Haugen said . "And those people who deal with a more toxic, painful version of Facebook use Facebook less." Internal documents reveal a more complex story. According to one internal report from April 2019, Facebook has studied the impact of removing some protections against problematic content like clickbait and untrustworthy news for some users, but the results, at least in that report, were decidedly mixed. The report showed that during one March 2019 test, when the company rolled back some protections from millions of users' News Feeds, their exposure to some of the worst forms of harmful content, like graphic violence, barely changed. As the report's author wrote, referring to the company's news feed protections at the time, "We are likely having little (if any) impact on violence." The report also suggested that far from using Facebook less, integrity holdouts actually commented more and had more sessions on the app. "Given that Integrity is changing a ranking algorithm that is optimized for engagement, it is not surprising that integrity has some negative engagement impact," the report read. A spokesperson for Haugen said that other documents she collected showed that retention is stronger among regular users than holdouts, but those findings were not included in this report. The report was included in disclosures made to the Securities and Exchange Commission and provided to Congress in redacted form by Frances Haugen's legal counsel. A consortium of news organizations, including Protocol, has reviewed the redacted versions received by Congress. They offer a glimpse at how Facebook has analyzed the efficacy of its user protections — and weighed them against their impact on other company priorities like growth. "Testing product and safety features is an important part of improving our platform and something that's standard in tech and many other industries," Facebook spokesperson Drew Pusateri told Protocol, noting that the holdout affected about 2% of Facebook users. "It helps us build the tools to reduce the prevalence of hate speech and other types of problematic content on our platform." 'High-harm spaces' Facebook conducts holdout experiments for a range of business goals, not just its integrity work. Holdouts are effectively control groups that Facebook can compare to its larger pool of users. As former Facebook data scientist Sophie Zhang recently told Protocol, Facebook has also studied the impact of withholding ads from users. "The company wants to know the very long-term impacts of advertising on retention and usage for Facebook," Zhang said. "The argument was usually that we need to know what the impact of this is. We need to know if people like it or not. But this is also motivated by wanting to know the impact for growth." By early 2019, it appears, the company had begun applying this approach to integrity protections. The report, published in late April 2019, detailed the initial findings from an experiment that tinkered with certain integrity protections in News Feed. Some of the findings were encouraging: The report showed, for instance, that regular users got substantially less clickbait and ad-farm content than the holdouts did, something the author notes is "not surprising," given that the company was demoting clickbait and ad farms "quite a bit." The report showed that regular users' exposure to what the company considers "low quality news" was down about 18% compared to the holdouts. The company also found it was boosting content from major publishers more when integrity protections were in place. Holdouts, by contrast, were more likely to click the dislike button and report the posts they saw, and they were also more likely to see content from public pages than regular users were. But the main takeaway from the report, the author wrote, was that the News Feed protections that were in place at the time weren't having an equally significant effect on more severe types of harm, like graphic violence. "I believe strongly that this needs to change," the author wrote. During the experiment, the company continued to demote hate speech and graphic violence in at-risk countries, the report said. But for holdouts who weren't in at-risk countries, those demotions didn't exist. And yet, the report found no impact on regular users' exposure to violence compared to the holdouts. "11% of users see content that has been marked as disturbing every day; 16% of users see content that is likely to be bullying; 39% of users see hateful content (i.e. borderline hate); 32% of users see borderline 3+ nudity content," the author wrote. "These are significant proportions of [daily active users] and we have effectively no ranking interventions in place to mitigate this." The author added, however, that those particular numbers "should be taken with a grain of salt," as measuring bad experiences on the platform was still a work in progress. The report also made no secret of the negative impact of News Feed integrity protections on engagement. "By definition, Integrity is going to cause some engagement regression," the author wrote, noting that there are "tradeoffs between Integrity and Engagement." Integrity efforts, the report found, were a blow to the company's " meaningful social interactions " metric, which emphasizes interactions between friends over public-facing content. One reason for that, the author proposed, was that holdouts commented more than regular users did. While regular users were more likely to like posts on Facebook compared to holdouts, the author wrote, it was "not enough to make up for the decline in comments." The report also showed that content views and time spent on the app were down slightly among regular users compared to holdouts. The report's limitations It would be easy to construe the findings from this report as a total contradiction of Haugen's claims and a condemnation of integrity work's impact on the worst types of content in general. But that would be a misread, said Sahar Massachi, a former member of Facebook's integrity team and co-founder of the new Integrity Institute think tank. It's important to note, he said, that this document appears to be only looking at integrity protections that existed in News Feed rankings at the time, and doesn't take into account other integrity interventions that other teams at Facebook might have been working on. It also only looks at the integrity interventions that the News Feed team had already deployed, not the full range of possible interventions that may have been proposed but were shot down. "Their view on what 'integrity' covers is likely scoped to whichever team they're on," Massachi said of the report's author. "I read this as: Integrity interventions that were allowed to ship — in the scoped set that this person considered — didn't affect views of that kind of content." The report itself isn't clear on exactly what protections were being withheld from the holdouts, but a comment posted along with the document suggests that the experiment affected protections related to clickbait, ad farms, engagement bait and news trustworthiness, among other things. Given that fact, it shouldn't be all that surprising that exposure to graphic violence wasn't impacted by the experiment. But what the report is calling attention to is the fact that, at the time at least, Facebook's integrity protections for News Feed weren't designed so they would capture more severe harms. The company had only begun demoting what it called " borderline " content that nearly violated its policies a few months before the report was published, and the rollout of those demotions was slow. "This document says: We should expand the definitions more," said one current Facebook employee who has worked on News Feed ranking and reviewed the report. And according to that employee, the message stuck. "This person's argument was successful in that the program was expanded in various dimensions." The employee said, however, that some of those expansions were rolled back before Facebook published a public list of content it demotes. "The story of integrity is you try to do the good thing and you go to the execs, and they shoot you down, and you come back with something more conservative, and you realize you didn't do anything, so you try again," the employee said. "What you're seeing [in this document] is that middle part." Facebook wouldn't comment on whether the company changed its demotions before publishing its list, but Pusateri said the demotions included on that list are still in place today. Both Zhang and Massachi — as well as Facebook's own public relations team — cautioned Protocol not to cast Facebook's decision to withhold these protections at all as a scandal in and of itself. Measuring the effectiveness of these interventions, they said, is critical to strengthening them. As Massachi put it: "In the vaccine trials, some people have to get the placebo." [Editor's note: Below, OCQ stands for "objective content quality," which refers to clickbait and ad-farm content. A high OCQ score means likely clickbait.] November 2, 2021 Yahoo announced Tuesday that it was leaving China, becoming the third U.S. tech company within just weeks to have announced pullout plans from the People's Republic. Yahoo's move followed Epic Games' Monday announcement that it is shuttering Fortnite in China on Nov. 15 and Microsoft-owned LinkedIn's mid-October exit declaration. The string of tech companies' departures from China underscores the grave challenges global firms face in China as the country's tech industry undergoes rapid regulatory shifts. Yahoo cited an "increasingly challenging business and legal environment" as the reason for its withdrawal. LinkedIn also acknowledged "a significantly more challenging operating environment and greater compliance requirements in China." Epic Games did not specify why it was ending its two-year-old partnership with Chinese gaming giant Tencent. A variety of factors might have prompted these transnational companies to exit the lucrative China market, but the timing is intriguing: China's national privacy law, the Personal Information Protection Law (PIPL) , went into effect this Monday. The law provides comprehensive data protection for consumers and requires additional compliance from tech companies — Chinese and non-Chinese — that process consumer data in China. And the law's approach to data transfer is more heavy handed than the European Union's General Data Protection Regulation, from which the PIPL drew inspiration. "Transnational technology companies or businesses similar to LinkedIn and Yahoo face strict regulations (on reporting, access, etc.) under Chinese law while PIPL adds an additional layer of complexity to data protection," JoHannah Harrington, chief legal officer of Elements Global Services, a HR technology and services company that focuses on global business strategies, told Protocol. On the gaming front, China's National Press and Publication Administration handed down strict rules back in August stating gamers under 18 will only be allowed to play games for up to three hours a week — specifically, between 8 p.m. and 9 p.m. on Friday, Saturday and Sunday. This rule came down after the recent revisions to China's Minors Protection Law became effective in June, and they synchronized with other rules aimed at preventing Chinese youth's internet addiction. More broadly, Beijing has made good on its promise to rein in the tech industry this year, launching strikes against tech titans like Alibaba, DiDi and Meituan to tackle problems including unfair competition, lax cybersecurity and privacy protection. China's homegrown tech heavyweights are facing the same legal and regulatory compliance issues. But they are addressing those challenges in ways far different than shutting down their businesses or exiting the country. Instead, Chinese tech companies have by and large been compliant, racing to implement data localization and censorship rules and to parrot the latest Party agenda: common prosperity . Keep ReadingShow less Benjamin Pimentel ( @benpimentel ) covers fintech from San Francisco. He has reported on many of the biggest tech stories over the past 20 years for the San Francisco Chronicle, Dow Jones MarketWatch and Business Insider, from the dot-com crash, the rise of cloud computing, social networking and AI to the impact of the Great Recession and the COVID crisis on Silicon Valley and beyond. He can be reached at or via Signal at (510)731-8429. November 2, 2021 The quirkiness of the crypto world developed a price tag this week. The shiba inu coin passed dogecoin in total value, which means a token that started life as a meta joke beat the original, itself a parody of crypto mania. Then there's squid coin, the once-hot new currency based on the Netflix hit , which suddenly collapsed in an apparent scam. The twin developments underlined the perils of crypto hype, but also the power of community, even with offerings that weren't meant to be taken seriously. And they showcased the perplexing challenges faced by businesses hoping to tap into crypto enthusiasm as more and more investors demand it be taken seriously as an asset class. Shiba inu coin was "the joke of a joke, the meme of a meme," said Tad Park, CEO of the crypto investment fund Volt Equity. Yet heavy trading pushed the coin to become the ninth-largest cryptocurrency with a total value of more than $37 billion, moving past dogecoin which slipped to 10th at roughly $36 billion. It was an impressive rally for a token that launched just last year as a "dogecoin killer," according to its creator, who's known only as Ryoshi. While it didn't "kill" dogecoin, the shiba inu coin exploded in popularity "largely due to its community-driven price appreciation," Jesse Proudman, CEO of crypto robo adviser Makara, told Protocol. "The more people that learn about it, the more people buy it, and the network effect holds. It's the perfect example of how reflexive these markets are." Where dogecoin still holds an edge is in mainstream acceptance. Robinhood, Coinbase and even SoFi allowed trading in dogecoin as that token gained popularity. It's been harder to find crypto exchanges and brokers that support shiba inu coin, but a wave of pressure from fans has led some to add it.

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Vouch Insurance Rank

  • When was Vouch Insurance founded?

    Vouch Insurance was founded in 2018.

  • Where is Vouch Insurance's headquarters?

    Vouch Insurance's headquarters is located at 831 Montgomery St., San Francisco.

  • What is Vouch Insurance's latest funding round?

    Vouch Insurance's latest funding round is Series C.

  • How much did Vouch Insurance raise?

    Vouch Insurance raised a total of $188.35M.

  • Who are the investors of Vouch Insurance?

    Investors of Vouch Insurance include Ribbit Capital, Sound Ventures, SiriusPoint, SVB Capital, Allegis Group and 8 more.

  • Who are Vouch Insurance's competitors?

    Competitors of Vouch Insurance include Founder Shield and 7 more.

  • What products does Vouch Insurance offer?

    Vouch Insurance's products include Work from Anywhere and 3 more.

  • Who are Vouch Insurance's customers?

    Customers of Vouch Insurance include OssoVR and Cloud Trucks.

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