Who owns wunderlist
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While, Microsoft missed the first wave of mobility a decade ago with too much PC OS polarisation had given significant headroom for Apple and Google to dominate the mobility market. Microsoft in the recent times is going all out expanding its mobile capabilities as well as deepening its developer base. “If you are one of Wunderlist’s 13 million+ customers who have created more than one billion to-dos to get stuff done in smarter, more intuitive ways, you understand why, in 2014, The Verge ranked Wunderlist as the best to-do list app. If you haven’t tried Wunderlist yet, you have a great opportunity to make the most of your time with its brilliant design and ease of use,” added Magiddo. Building on momentum for Microsoft Office, OneNote and Skype for Business, as well as the recent Sunrise and Acompli acquisitions, it further demonstrates Microsoft’s commitment to delivering market leading mobile apps across the platforms and devices our customers use – for mail, calendaring, messaging, notes and now tasks.” Reflecting on the buy, Eran Megiddo – General Manager, OneNote said in a blog post that: “The addition of Wunderlist to the Microsoft product portfolio fits squarely with our ambition to reinvent productivity for a mobile-first, cloud-first world. "As a founder who is starting companies more frequently, I feel like it's never been better to raise.While the actual deal size is not yet known, but is believed to be in the neighbourhood of $100 mn. "I think it's incredibly easy to raise funding for technology companies right now because it's like there's more money than companies on the market," Reber said.
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The four-year-old business, which employs around 160 people, has raised a little over $130 million and it was most recently valued at $600 million. He added: "Think of it as like PowerPoint combined with SlideShare and Docs." "The reason we started this company is because we felt like presentations as a medium are really driving the world and influence the biggest decisions in business and politics," Reber said. Reber has co-founded another company called Pitch, which competes with Microsoft's PowerPoint. He doesn't have all his eggs in one basket though. "I am dreaming of building my own Salesforce, my own Microsoft, my own Atlassian," Reber said. So far, the company employs around 20 people and has raised $3 million, with another funding round coming soon. It's designed to help users scale a project from one person to 100 or 200 people. Superlist is intended to be the "perfect bridge" between personal to-do apps and enterprise collaboration software. "You either get like very cluttered software that is basically optimized for project managers, or you get like these very personal to-do apps that make it impossible to collaborate."
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"I feel like nothing really nailed the bridge between both," Reber said. There are either enterprise products like Asana and Trello or personal to-do list apps like Things or To Do. "What we wanted to do was build the de facto standard application to collaborate on personal projects and in business," he said. One of the main reasons Reber felt frustrated when Microsoft shut down Wunderlist was because he felt that the app never became the product he wanted to build. In 2021, he founded a new to-do list app called Superlist, which he describes as the "unofficial successor to Wunderlist." So there's really no reason to be frustrated about it." Plea to Satya It was a great product and lots of great people got amazing jobs at Microsoft. "I built something that had a really positive impact. "I got financially independent, which is awesome," he said. Reber said it took him a year or two to start to come to terms with the sale. There were moments where I was holding my child and I asked my wife to take him because I felt so sad that I didn't want him to see daddy being sad." I just like muted every email and felt like I was sad. "When I sold it I never celebrated it, I didn't party, didn't go for fancy dinners. "I was completely burnt out and I was tired and I felt like it was the best decision for everyone involved to sell the company," Reber said, adding that he had to put on a "poker face" as he did it. Reber and Prevot eventually decided to step off the start-up rollercoaster, which had almost seen their business crash and burn on several occasions.