
FlatClub
Short-term accommodation rental.
Date | Investors | Amount | Round |
---|---|---|---|
investor | €0.0 | round | |
investor investor investor | €0.0 | round | |
investor | €0.0 | round | |
* | N/A | Early VC | |
Total Funding | 000k |
USD | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|
Revenues | 0000 | 0000 | 0000 | 0000 |
% growth | - | - | (43 %) | - |
EBITDA | 0000 | 0000 | 0000 | 0000 |
Profit | 0000 | 0000 | 0000 | 0000 |
EV | 0000 | 0000 | 0000 | 0000 |
EV / revenue | 00.0x | 00.0x | 00.0x | 00.0x |
EV / EBITDA | 00.0x | 00.0x | 00.0x | 00.0x |
R&D budget | 0000 | 0000 | 0000 | 0000 |
Source: Dealroom estimates
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FlatClub was established in 2011 by Nitzan Yudan and Tomer Kalish, who met while pursuing their MBAs at London Business School. The venture originated as a marketplace focused on medium-term accommodation, catering to stays ranging from a few weeks to several months. Its initial concept centered on creating a trusted network by connecting members of specific communities, such as university alumni, to rent and let properties. This model aimed to provide peace of mind for both hosts and guests.
The founders' backgrounds were complementary to the business. Nitzan Yudan brought experience in tourism, IT, and finance from roles at InterContinental Hotels, Bank Hapoalim, and American Express. Tomer Kalish provided a decade of real estate expertise, having founded funds specializing in property acquisition. Their shared experience at London Business School was pivotal in identifying the market gap for trusted, medium-length stays, particularly for students and corporate clients.
FlatClub's business model monetized rentals by charging a commission of 6-15% to the tenant, while hosts could list their properties for free. The platform served a diverse clientele, including university students, such as those in the Erasmus program, and corporate clients like Google, Skype, and Microsoft, who purchased VIP subscriptions for their employees. A key feature was the creation of exclusive 'clubs' for universities and companies, allowing hosts to limit who could see their listings, thereby enhancing trust. In 2014, the company introduced a "LiveDemand" feature, which reversed the traditional rental dynamic by allowing potential renters to post their requirements, for which property owners could then bid.
Facing intense competition from rapidly growing platforms like Airbnb, the company pivoted. A significant deal with Google to streamline payments and provide a digital experience for its relocating employees marked a turning point. This shift led to a rebrand in 2015, with the company becoming Benivo, an HR technology firm focused on managing employee relocation and mobility. While FlatClub as a rental marketplace is no longer the primary focus, its evolution into Benivo demonstrates a strategic pivot towards a corporate B2B model, addressing the global mobility needs of large enterprises.
Keywords: FlatClub, Benivo, Nitzan Yudan, Tomer Kalish, medium-term rentals, corporate housing, employee relocation, accommodation marketplace, peer-to-peer rentals, London Business School alumni, trusted networks, corporate travel, student accommodation, HR technology, global mobility, rental platform, London startup, LiveDemand, university housing, relocation management