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Seattle-area startup Included acquired by Phenom in HR software deal

Seattle-area startup Included announced Wednesday that it has been acquired by Phenom, a global human resources company based in Pennsylvania. Terms of the deal were not disclosed.
Included launched five years ago in the wake of George Floydโs murder and the widespread move by companies nationwide to better support racial and ethnic diversity throughout their operations. The startup initially focused its data analytics on DEI-related efforts, but expanded to support employee retention and engagement, faster hiring timelines, and managing performance evaluations.
Raghu Gollamudi, Includedโs co-founder and CEO, called the acquisition โa major accelerator for our vision.โ
โBy integrating Included into Phenomโs Applied AI platform, weโll bring more Native AI and Agentic AI into people analytics โ so teams can move from static dashboards to insights that are timely, actionable, and embedded in how work actually happens,โ Gollamudi said on LinkedIn.
Included has less than 15 employees, according to LinkedIn data. Jennifer Lyons, spokesperson for Phenom, said via email that โa majority of Included employees have become Phenom employees.โ
She added that Included will not continue as a standalone brand. โPhenom has a successful history of natively integrating acquisitions into our broader Applied AI platform,โ she said. โThis approach helps existing customers of both companies succeed.โ
Included was created by a trio of co-founders:
- Gollamudi, who won Startup CEO of the Year at the 2022 GeekWire Awards, previously co-founded privacy tech startup Integris Software, which sold to OneTrust in 2020. Earlier in his career, he was a principal development lead at Microsoft for nine years.
- Chandan Golla, the companyโs chief product and customer officer, was vice president of products at Integris and worked at eBay for more than a decade.
- Laura Close, the startupโs chief business development officer, previously worked in career consulting and in support of labor organizations. Close is now CEO ofย Close Cohen, a job search and executive coaching firm.
Included raised $7.3 million from investors that include FlyingFish, SignalFire, Ascend, Trilogy Equity Partners and Alumni Ventures.
While Phenom would not provide details on the deal, Lyons said, โInvestors are pleased.โ
Editorโs note: Story updated Jan. 15 to correct the funding total and include comments from Phenom regarding the status of former Included employees, Includedโs integration and investor response.
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์ก์ผ์ถ์ด, ์๊ตญ AI ๊ธฐ์ ํจ์ปฌํฐ ์ธ์ยทยทยท400๋ช AI ์ ๋ฌธ๊ฐ ํ๋ณด ๋ฐ CTO ์ฒด์ ๋ณํ
์ก์ผ์ถ์ด๊ฐ ์๊ตญ AI ์คํํธ์ ํจ์ปฌํฐ(Faculty)๋ฅผ ์ธ์ํ๊ธฐ๋ก ํฉ์ํ๋ค๊ณ 6์ผ ๋ฐํ๋ค. ์ธ์ ๊ธ์ก์ ๊ณต๊ฐ๋์ง ์์๋ค. ์ปจ์คํ ์ ๊ณ ์ ๋ฐ์ด AI ์ ๋ฌธ์ฑ์ ๋น ๋ฅด๊ฒ ๊ฐํํ๋ ค๋ ์ํฉ์์ ์ด๋ฒ ๊ฑฐ๋๋ ์ฃผ๋ชฉํ ๋งํ ์์ง์์ผ๋ก ํ๊ฐ๋๋ค.
์ก์ผ์ถ์ด์ ๋ฐ๋ฅด๋ฉด ์๊ตญ์ ๊ธฐ๋ฐ์ ๋ ํจ์ปฌํฐ์ ์ง์ 400๋ช ์ โAI ๋ค์ดํฐ๋ธ ์ ๋ฌธ๊ฐโ๋ก, ํฅํ ์ก์ผ์ถ์ด์ ์ปจ์คํ ์กฐ์ง์ ํตํฉ๋๋ค. ์ด๋ฅผ ํตํด ์ก์ผ์ถ์ด๋ ๊ณ ๊ฐ์๊ฒ โ๋์ ์์ค์ AI ์ญ๋โ์ ์ ๊ณตํ ๊ณํ์ด๋ค. ์์ธ๋ฌ ํจ์ปฌํฐ์ AI ์์ฌ๊ฒฐ์ ์ธํ ๋ฆฌ์ ์ค ํ๋ซํผ์ธ โํ๋ฐํฐ์ด(Frontier)โ๋ ์ก์ผ์ถ์ด ๋ด๋ถ ์๋น์ค์ ํตํฉํ ๊ณํ์ด๋ค.
์ก์ผ์ถ์ด ํ์ฅ ๊ฒธ ์ต๊ณ ๊ฒฝ์์ ์ค๋ฆฌ ์ค์ํธ๋ โํจ์ปฌํฐ์ ํจ๊ป ์ ๋ขฐํ ์ ์๊ณ ๊ณ ๋ํ๋ AI๋ฅผ ๊ณ ๊ฐ ๋น์ฆ๋์ค์ ํต์ฌ์ผ๋ก ๊ฐ์ ธ์ค๋ ค๋ ์ ๋ต์ ํ์ธต ๋ ๊ฐ์ํ ๊ฒโ์ด๋ผ๊ณ ์ค๋ช ํ๋ค.
์ด๋ฒ ์ธ์์์ ์ด๋ก์ ์ธ ์ ์ผ๋ก ๊ผฝํ๋ ๋ถ๋ถ์ ํจ์ปฌํฐ์ ํ CEO์ธ ๋งํฌ ์๋๊ฐ ์ก์ผ์ถ์ด ๊ธ๋ก๋ฒ ๊ฒฝ์์์ํ์ ์ต๊ณ ๊ธฐ์ ์ฑ ์์(CTO)๋ก ํฉ๋ฅํ ์์ ์ด๋ผ๋ ์ ์ด๋ค. ์ด ๋ด์ฉ์ด ํ์ ๋ ๊ฒฝ์ฐ, ์๋ฐฑ ๋ช ๊ท๋ชจ์ ๊ธฐ์ ์ด ์ ์ธ๊ณ ์ฝ 80๋ง ๋ช ์ ์ง์์ ๋ ๋ํ ์ปจ์คํ ๊ธฐ์ ์ ํต์ฌ ์ด์ฌํ ์ง์ฑ ์ ๋งก๊ฒ ๋๋ ์ ์ด๋ค.
ํ์ฌ ์ก์ผ์ถ์ด๋ CTO๋ก ๋ผ์ ๋๋ผ ํ๋ผ์ฌ๋๋ฅผ ๊ณต์์ ์ผ๋ก ๊ธฐ์ฌํ๊ณ ์๋ค. ํ๋ผ์ฌ๋๋ ๊ทธ๋ฃน ์ต๊ณ ๊ฒฝ์์โ๊ธฐ์ ๋ถ๋ฌธ์ด๋ผ๋ ๋ ๋ค๋ฅธ ์ง์ฑ ์ ์ง์คํ๊ธฐ ์ํด CTO ์ญํ ์์ ๋ฌผ๋ฌ๋ ๊ฐ๋ฅ์ฑ์ด ์๋ ๊ฒ์ผ๋ก ๋ณด์ธ๋ค. CIO๋ท์ปด์ ์๋ก์ด ์ญํ ์ ๋ํด ์ก์ผ์ถ์ด์ ํจ์ปฌํฐ์ ํ์ธ์ ์์ฒญํ์ง๋ง, ๊ธฐ์ฌ ์์ฑ ์์ ๊น์ง ๋ต๋ณ์ ๋ฐ์ง ๋ชปํ๋ค.
AI ์ค์ฌ ์ฌํธ
์ ํต์ ์ธ ๊ธฐ์ ๊ธฐ์ ์ธ์๋ ๋๊ฐ ํนํ, ์ ํ, ๊ณ ๊ฐ์ด ์ง๋ ๊ฐ์น์ ์ํด ๊ฒฐ์ ๋๋ค. ๊ทธ๋ฌ๋ AI ๊ธฐ์ ์ ๊ฒฝ์ฐ ํ์ฌ๋ ์ธ์ ์ ๋ฌธ์ฑ ์ญ์ ๊ทธ์ ๋ชป์ง์๊ฒ ์ค์ํ ์์๋ก ๋ถ๊ฐ๋๊ณ ์๋ค.
ํจ์ปฌํฐ๋ ์ด๋ฌํ ์์๋ฅผ ๋ชจ๋ ๊ฐ์ถ ๊ธฐ์ ์ผ๋ก ํ๊ฐ๋๋ค. ํจ์ปฌํฐ๋ 2014๋ ๋น์ ํ๋ฒ๋๋ ์์๋ฌผ๋ฆฌํ ์ฐ๊ตฌ์์ด๋ ๋งํฌ ์๋๊ฐ ASI ๋ฐ์ดํฐ ์ฌ์ด์ธ์ค๋ผ๋ ์ด๋ฆ์ผ๋ก ๊ณต๋ ์ค๋ฆฝํ๋ค. ์ดํ 2019๋ ์ฌ๋ช ์ ํจ์ปฌํฐ๋ก ๋ณ๊ฒฝํ๋ค. ์ด๋ ์ค์บ๋ค๋ก ๋ ผ๋์ด ๋ ์ผ์๋ธ๋ฆฌ์ง ์ ๋๋ฆฌํฐ์นด์ ๋ชจ๊ธฐ์ SCL ๊ทธ๋ฃน์ ํตํด ๋์ผํ ์ธํด์ญ ํ๋ก๊ทธ๋จ์ ์ฐธ์ฌํ๋ค๋ ์ํน๊ณผ ๊ฑฐ๋ฆฌ๋ฅผ ๋๊ธฐ ์ํ ์๋์๋ ๊ฒ์ผ๋ก ํด์๋๋ค. ํจ์ปฌํฐ ์ธก์ ํด๋น ์ํน์ ๊ฐํ๊ฒ ๋ถ์ธํด ์๋ค.
์ดํ ํจ์ปฌํฐ๋ ์๊ตญ ์ ๋ถ์์ ํ์ ์ ํตํด ๊ณต๊ณต ๋ถ๋ฌธ์์์ ํ๋ก์ ํธ ์ํ ๊ฒฝํ์ ์ถ์ ํ๋ค. ๋ํ์ ์ผ๋ก ์ฝ๋ก๋19 ํฌ๋ฐ๋ฏน ๊ธฐ๊ฐ ๋์ ๋ณ์ ์ ์ ์์์ ์ธ๊ณตํธํก๊ธฐ ํ์๋์ ์์ธกํ๋ ๋ฐ ํ์ฉ๋ NHS ์กฐ๊ธฐ๊ฒฝ๋ณด์์คํ (EWS) ๊ตฌ์ถ์ ์ฐธ์ฌํ๋ค.
์ด ๊ฐ์ ์ด๋ ฅ์ ์ต๊ทผ ์ก์ผ์ถ์ด์ ๋ฐฉํฅ์ฑ๊ณผ๋ ๋ง๋ฌผ๋ฆฐ๋ค. ์ก์ผ์ถ์ด๋ ์ง๋ 1๋ ๊ฐ AI ์ค์ฌ์ ์กฐ์ง ๊ฐํธ์ ์งํํด ์๋ค. ์ง๋ 6์์๋ ๋ค์ฏ ๊ฐ ์ฌ์ ๋ถ๋ฅผ โ๋ฆฌ์ธ๋ฒค์ ์๋น์ค(Reinvention Services)โ๋ผ๋ ๋จ์ผ ์กฐ์ง์ผ๋ก ํตํฉํ๋ฉฐ โAI ์๋๋ฅผ ์ํ ์์ฌ ์ฌ์ฐฝ์กฐโ ์ ๋ต์ ์ถ์งํ๋ค. ์ด์ ๋์์ ์ง์๋ค์ โ๋ฆฌ์ธ๋ฒคํฐโ๋ผ๊ณ ๋ถ๋ฅด๊ธฐ ์์ํ๋ค.
์ก์ผ์ถ์ด๋ ์คํAI์ ์คํธ๋กํฝ๊ณผ์ ํ๋ ฅ๋ ๊ตฌ์ถํ๋ค. ์ด๋ฅผ ํตํด ์๋ง ๋ช ์ ์ง์์ด ๋ ๊ธฐ์ ์ ์ฑ๋ด๊ณผ ์์ด์ ํธํ ๊ธฐ์ ์ ํ์ฉํ๊ณ ์ด๋ฅผ ํ์ฐํ๋ ๊ต์ก์ ๋ฐ๊ฒ ๋ ์์ ์ด๋ค.
์ค์ํธ๋ ์ด๋ฒ ์ธ์ ๋ฐํ์ ํจ๊ป โ์ฐ๋ฆฌ๋ ์ธ๊ณ์์ ๊ฐ์ฅ AI์ ๊ธฐ๋ฐํ, ๊ณ ๊ฐ ์ค์ฌ์ ์ ๋ฌธ ์๋น์ค ๊ธฐ์
์ด ๋๊ธฐ ์ํ ํ๋ ์ด๋ถ์ ๋ง๋ค์ด๊ฐ๊ณ ์๋คโ๋ผ๊ณ ์ธ๊ธํ๋ค.
dl-ciokorea@foundryco.com

Accenture to acquire UK AI startup Faculty
Accenture has announced that it has agreed to acquire UK AI startup Faculty for an undisclosed sum, a potentially significant move in a consultancy sector currently scrambling to add greater artificial intelligence expertise.
According to Accenture, Facultyโs UK-based workforce of 400 โAI native professionalsโ will be integrated with its consulting teams, allowing the company to offer its customer base โworldโclass AI capabilities.โ The company will also integrate Facultyโs AI decision intelligence platform, Frontier, into its services.
โWith Faculty, we will further accelerate our strategy to bring trusted, advanced AI to the heart of our clientsโ businesses,โ commented Accenture chair and CEO, Julie Sweet.
One detail that marks the acquisition as unusual is that Facultyโs current CEO, Marc Warner, will reportedly join Accentureโs Global Management Committee as chief technology officer (CTO). If confirmed, this means that a company employing a few hundred people will take a key board position in a huge consulting outfit with nearly 800,000 employees worldwide.
Accenture still lists its CTO as Rajendra Prasad, who will presumably step back from this role to focus on his other day job as the companyโs Group Chief Executive โ Technology. CIO.com contacted Accenture and Faculty to confirm the new roles, but had no response by publication time.
AI reinvention
Traditional tech acquisitions are usually motivated by the value offered by a companyโs patents, products and customers. With AI companies, just as important right now is human expertise.
Faculty offers all of these. Co-founded in 2014 as ASI Data Science by then Harvard quantum physics research fellow Warner, it was renamed Faculty in 2019. This might have been an attempt to disassociate it from allegations, which it strenuously denied, that it was part of the same internship program as scandal-hit company Cambridge Analytica, through the latterโs parent company, SCL Group.
Since then, Faculty has established a solid reputation through its work with the UK government, including the creation of an NHS Early Warning System (EWS) system used to predict hospital admissions and ventilator requirements during the Covid pandemic.
This dovetails well with Accentureโs direction; it has spent the last year undergoing an AI makeover. In June, the company folded five business units into a single division, Reinvention Services, as part of a plan to โre-invent Itself for the Age of AI.โ At the same time, it started calling its employees โreinventorsโ.
The company has also formed alliances with OpenAI and Anthropic which will see tens of thousands of its employees trained to use and promote both companiesโ chatbot and agentic technologies.
โWe are writing the playbook for how to be the most AI-enabled, client-focused professional services company in the world,โ said Accenture CEO Sweet in this weekโs announcement of the acquisition.

Every M&A deal has a cyber delta: Close it before hackers do
When mergers and acquisitions grab headlines, the cybersecurity posture of the involved organization is rarely scrutinized, unless one of the parties suffers a breach. But once the deal is done, a key factor that determines how well two companies become one is the gap between what they believe is the state of their security posture and what actually holds up under scrutiny.
We call this the cyber delta.
The unique attributes of a deal, such as compressed timelines, regulatory hurdles and political and market factors, make it virtually impossible to reduce that gap to a single risk score or cyber delta metric. But we can pinpoint the common risk vectors that occur in cases where the companies envision some level of IT consolidation and/or governance.
In a world where adversaries are opportunistic and regulations unforgiving, cyber due diligence canโt remain a late-stage checkbox. It needs to be a strategic pillar of how deals are evaluated, structured and executed.
While every transaction is different, here are some common problems.
Legacy risk
Legacy systems often carry the highest risk โ not because theyโre old or broken, but because no one truly understands them anymore. Unpatched servers, outdated middleware, forgotten databases and unsupported operating systems often become liabilities after the deal closes.
Traditional due diligence frequently overlooks this kind of technical debt.
To surface it, security teams need configuration-level visibility to determine key issues such as whether critical systems are running end-of-life software, administrative interfaces are exposed externally or if patches can be applied without breaking core dependencies.
This level of scrutiny canโt wait for post-merger integration. It must be baked into early risk modeling before the deal is done.
Risk assessment misalignment
A large organization buying a much smaller one or a highly regulated company buying one in a less regulated space will have very different risk profiles, so the goal isnโt necessarily parity, itโs unification. But even if you donโt unite all the technologies, you still need a unified view of risk.
Establishing open lines of communication across teams is essential to establishing measurable baselines for both sides. That provides a framework for measuring progress and spotting where the biggest gaps are. The goal is to agree on what โgoodโ looks like, what needs fixing and where the priorities are.
Security scores or shared risk indexes can help, especially when youโre trying to compare two environments that work differently. Itโs less about having one perfect KPI and more about knowing what youโve got, what itโs going to take to secure it and how youโll track that over time.
Security maturity misalignment
Another common risk is the mismatch in security maturity between the acquiring organization and its target. One company might have rigorous asset inventories, patch SLAs and automated detection; the other may be operating with ad hoc response plans and minimal logging. This misalignment creates serious friction โ and risk โ during integration.
Each security team should understand the other companyโs threat modeling, incident response and vulnerability triage processes. They also need to identify where alignment is mandatory (e.g., access controls, endpoint protection) and where temporary coexistence is acceptable.
While every deal has a different integration blueprint, most can be split into two broad categories. First is full integration, which requires collaboration across each companyโs security teams to map interdependencies between systems, understand identity sprawl and simulate interconnectivity to identify points of weakness that could ripple through both environments.
Second is partial integration or a standalone operation. In these cases, the focus shifts to interface points. Are APIs between the two firms secured and rate-limited? Are shared systems โ like CRMs or collaboration tools โ properly monitored and segmented? Security diligence should also reflect the business function of the acquired entity. A dev teamโs cloud environment presents different risks than a customer service platform handling PII.
Compliance by inheritance
Youโre not just acquiring infrastructure โ youโre inheriting obligations. A targetโs security program may be sufficient to avoid breaches but still fall short of current regulatory standards. To avoid latent compliance risk:
- Map systems to relevant regulatory frameworks (e.g., GDPR, HIPAA, CCPA, SEC cybersecurity disclosure rules)
- Review how sensitive data is classified, encrypted and audited
- Flag high-risk areas such as weak authentication, unmonitored data transfers, legacy encryption, etc.
These issues often stay hidden until audits, legal inquiries or customer complaints surface. Addressing them proactively avoids painful surprises.
Technology culture clash
When a cloud-native company is acquired by a company that is less so, the due diligence process must align with the velocity and architecture of modern development. Risks often lie in the operational details, such as cloud infrastructure concerns around over-permissive IAM roles and misconfigured storage buckets.
CI/CD pipelines require examination to ensure build processes are secure and secrets arenโt stored in plain text or version control. APIs and integrations need assessment to confirm tokens are properly scoped and revocable, with endpoints protected by rate limiting and authentication. For IoT and edge devices, critical considerations include whether firmware updates are available and signed and whether remote management ports are exposed.
Security culture clash
When two companies come together, youโre not just dealing with different tools โ youโre dealing with different ways of thinking about risk. One team might have a solid process for tracking and prioritizing issues. The other might be in constant firefighting mode, just trying to keep up.
Trying to force everyone into one framework right away usually doesnโt work. A better move is to start with shared visibility. Get both sides looking at the same data and using the same language when they talk about risk. The next step is to focus on the areas where the two environments actually touch โ things like identity, access and shared infrastructure. Thatโs where misalignment causes the most problems.
Security leaders donโt need to have it all figured out on day one. They just need people to see the same picture and be willing to work on it together.
Global deals, local risk
Cross-border M&A introduces another layer of complexity. Different regions carry distinct legal, technical and cultural definitions of risk. A European company may prioritize data sovereignty and breach notification timelines; a U.S. firm may focus more on operational resilience and insurance coverage.
Smart security teams build region-specific exposure profiles that account for local laws and regulatory disclosure requirements, threat actor activity by regions and technical norms and enforcement capacity. Global harmonization isnโt always possible, but understanding the landscape in advance helps prevent surprises down the road.
Gaining an advantage by reducing the cyber delta
There will always be some level of uncertainty in M&A cybersecurity. But the organizations that work actively to shrink the cyber delta will have an operational edge.
Donโt let a breach become part of the deal.
This article is published as part of the Foundry Expert Contributor Network.
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Cybersecurity M&A Roundup: 30 Deals Announced in December 2025
Significant cybersecurity M&A deals announced by Akamai, Red Hat, Checkmarx, Silent Push, and ServiceNow.
The post Cybersecurity M&A Roundup: 30 Deals Announced in December 2025 appeared first on SecurityWeek.
8 Cybersecurity Acquisitions Surpassed $1 Billion Mark in 2025
The total disclosed value for all the cybersecurity M&A deals announced in 2025 exceeded $84 billion.
The post 8 Cybersecurity Acquisitions Surpassed $1 Billion Mark in 2025 appeared first on SecurityWeek.
Seattle-area tech company sues New York acquisition advisor, alleging botched $5.2M deal

A Kirkland, Wash.-based tech company is suing its New York-based acquisition advisor, alleging it was pushed into a $5.2 million acquisition that was supposed to generate $1 million annually but has instead required ongoing cash infusions just to stay afloat.
The lawsuit, filed on behalf of SmarTek21, a longtime technology consulting services firm, accuses TGP GP Management of โegregiously defective due diligenceโ in its May 2025 acquisition of IT Avalon, another U.S.-based tech consulting company.
According to the complaint, Tortuga Growth Partners, a New York-based private equity firm, acquired a minority stake in SmarTek21 in 2024. Its affiliate, TGP GP Management, a management and acquisition advisory firm, entered into an agreement to advise SmarTek21 on acquisitions and related matters.
TGP responded in a statement: โTGP strongly disputes the allegations in this complaint and stands by the comprehensive due diligence process conducted for the IT Avalon acquisition.โ
The lawsuit was filed Dec. 18 in King County Superior Court in Seattle by Totem Lake Investments II, the majority owner of SmarTek21. Totem Lake Investments is led by SmarTek21 CEO Alkarim Lalji. The suit seeks at least $6 million in damages, plus punitive damages and other relief.
According to the complaint, TGP almost immediately began pressuring SmarTek21 to acquire IT Avalon, as a complementary business that would augment SmarTek21โs existing model and diversify its customer base. The suit says TGP represented that IT Avalon would generate at least $1 million annually in free cash flow, before other benefits from the combination.
The complaint alleges that TGPโs principal Ashray Prasad dismissed concerns raised by SmarTek21 executives about IT Avalonโs deteriorating finances in the days before closing. According to the suit, Prasad repeatedly called Lalji urging him to close the deal โ placing many of these calls while Lalji was undergoing treatment for a serious medical condition.
The lawsuit alleges TGP pursued the IT Avalon acquisition out of โenthusiasm for transaction fees, publicity, and the appearance of quick deal-making.โ
According to the suit, IT Avalonโs revenue had been declining since 2022, and its operating income had dropped significantly, while its vendor relationships deteriorated.
TGP structured the deal so that any working capital shortfall would be offset against future earnout payments to IT Avalonโs sellers. But that proved worthless, the suit alleges, because IT Avalon had almost no chance of hitting the revenue targets that would trigger those payments.
In its statement, TGP disputed these claims.
โIT Avalon is a strong technology business with valuable client relationships,โ it said. โThe combined entity now benefits from an expanded client base, talented personnel, and a robust pipeline of opportunities. We intend to vigorously defend against these baseless claims.โ
The dispute illustrates the complicated nature of private equity-led technology roll-up strategies, in which smaller companies are combined to create larger platforms.
The acquisition of IT Avalon in May was the second in six months for SmarTek21, following its earlier combination with Retro Rabbit, a South Africa-based product design firm, according to a press release by Tortuga Growth Partners announcing the IT Avalon deal at the time.
โWe are building a category-defining platform,โ said TGPโs Prasad, who is also a member of SmarTek21โs board of managers, in the press release. He added that the completion of the second acquisition over that time frame reflected โthe momentum behind SmarTek21โs growth.โ
According to the companyโs public materials, SmarTek21 provides product engineering and enterprise software services to Fortune 250 clients in industries including financial services, healthcare, and telecom. It says it has more than 650 associates across the U.S., India, and South Africa.
IT Avalon, founded in 2012, provides technology consulting services to clients in financial services, healthcare, gaming, and hospitality. The May press release announcing the deal described the company as having a 95% client retention rate.
Lalji and SmarTek21 did not respond to requests for comment. See the full complaint below.
Joon Care, a Seattle-based mental health startup serving youth, acquired by Handspring Health

Seattle-based mental health startup Joon Care has been acquired by Handspring Health, a New York-based health tech company. Terms of the deal were not disclosed.
โThe acquisition is a major step toward building the most clinically rigorous and digitally engaging platform for youth and family mental healthcare in the country,โ said Sahil Choudhry, co-founder and CEO of New York-based Handspring, in a LinkedIn post.
Joon launched in 2019 to provide online care for teens and young adults, pairing digital tools with virtual therapy sessions. The company serves patients 13- to 26-years-old who need help with anxiety, depression, disordered eating, sexual and gender identity, academic problems and other challenges. The course of therapy typically runs 16 weeks. The companyโs program emphasizes its use of evidence-based care strategies and patient assessments to track progress.
Joon spun out of Seattleโs Pioneer Square Labs (PSL) and raised an initial $3.5 million round in 2020. Two years ago, it announced an additional $6 million investment, which would provide two to three years of operations, CEO Emily Pesce said at the time.
Handspring said in a press release that it would be integrating the companiesโ โexpert teams,โ but did not say if all of Joonโs employees would be retained. The company has roughly 50 employees, based on information on LinkedIn.
GeekWire reached out to Pesce and will update the story if we hear back.
Handspring launched in 2021 and has raised $18.2 million, according to PitchBook. It also provides virtual therapy and online support, serving a slightly larger demographic with patients from 8- to 29-years-old.
Both companies operate multi-state platforms. Joon is licensed to provide care in Washington, Oregon, California, Texas, New York, Delaware and Pennsylvania. Its treatment is covered by 16 insurance companies, according to its website, and includes national giants Aetna and UnitedHealthcare.
Joon also launched a partnership in 2023 with the City of Seattle to provide free care to clients who are referred to the startup through the cityโs human services programs. The collaboration appears to be ongoing, and Handspring said it would continue serving families under Joonโs existing contracts with government agencies, as well as treatment covered by insurance companies.
Pesce was a finalist for Startup CEO of the Year at the 2023 GeekWire Awards.
Bitsight buys dark web security specialist Cybersixgill for $115M
3 Approaches to Security Testing for Third Parties
What You Should Consider Before Launching a Security Test for Your Third Parties and Vendor
A paradox of cybersecurityโs function in business is that businesses provide value by creatively sharing and using information, but cybersecurity benefits from less sharing and access to data.ย
This holds doubly true in the area of third-party security for large organizations that must adhere to stricter regulations, such as banks and government agencies. It is nearly impossible to conduct business without frequently and openly sharing valuable information with, or via, third parties.ย
Drug developers rely on clinical research partners for essential data. Banks exchange information with credit agencies, other banks, regulators and more. All of this drives software development and infrastructure changes constantly, and some percentage of those changes introduce security vulnerabilities that are detected late in the process, which poses risk for the organizations.ย
Many feel that they get more security โbang-for-the-buckโ through third-party testingโtesting the software of others. A 2022 study by the Ponemon Institute found that while 75% of respondents are concerned about the risk of ransomware linked to third parties, only 36% of organizations evaluate their own security and privacy practices. An earlier 2019 Ponemon study found that if it were a third party that caused a data breach, the cost increased by more than $370,000 (raising it to $4.3 million). Shoring up third-party defenses clearly has benefits for multiple parties (and your customers).
How Synack Customers Test Third Parties
Synack has seen customers try different approaches for testing third parties. Tests are either 1) encouraged, 2) required or 3) coordinated.ย
In the first model, third parties are strongly encouraged to get a security test from Synack and share the results with their partner, usually the larger of the two companies. Itโs not forced; ultimately, itโs up to the third party to decide if their relationship benefits from a security test.ย
In the second model, security testing is a requirement for a relationship to be contractually completed. Finally, the Coordinated Testing model is the one Synack sees growing the fastest. In this model, the larger company with several third parties to test purchases tests on behalf of other companies and mandates testing. Usually, they specify the testing intensity as well, by choosing a basic Synack test or a more comprehensive offering. This secures testing resources and makes it easier to share data via a testing platform built for it.ย
Issues to Consider when Testing Third Parties
Whichever model you prefer, there are several things to consider. First, what is the chargeback model, if any, for security tests? Does the third party pay, the first party or someone else? Does the payment happen up front or in a later, internal accounting?ย The latter helps execute testing faster, which is ultimately what many companies want to reduce risk earlier.
Next, what legal agreements need to be in place? All Synack customers have clear contracts with Synack that cover testing. In some cases, an identical contract is needed with a third party, but more frequently, itโs a simpler agreement. Consult with your legal team to find the simplest but most effective way to expand testing on your assets, regardless of where they reside.ย
Finally, there is information sharing. Do vulnerabilities found on a third party get reported to the primary party? In most cases, the primary party simply wants to know that vulnerabilities are not present, which can be done with patch verification reports. Synackโs robust role-based access control system and reporting allow for any choice along this spectrum to be securely shared according to the wishes of the companies. Information can be shared via a final report, access to the Synack Portal (with real-time information about testing efforts and results) or both.
Whatever you choose, third-party security testing to clean up potential vulnerabilities advances the ultimate goal for many companies: safer users and data.ย
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