OTTO Motors raises $29M to fill factories with autonomous delivery robots
When Clearpath Robotics CEO and co-founder Matthew Rendall looks at the “miles” of roads inside industrial factories, he sees them filled with autonomous vehicles.
And in the past five years, the company has inched toward that goal through its industrial division OTTO Motors. The division, which launched in 2015, has landed a number of customer contracts to bring its autonomous mobile robot platform into factories, including GE, Toyota, Nestlé and Berry Global.
OTTO Motors is preparing to expand with a fresh injection of $29 million in funding. The Series C funding round announced this week was led by led by Kensington Private Equity Fund, with participation from Bank of Montreal Capital Partners, Export Development Canada (EDC) and previous investors iNovia Capital and RRE Ventures . To date, the company has raised $83 million in funding.
OTTO Motors’ autonomous mobile robot platform, or AMRs, are used to handle materials within warehouses and factories. These robots, which were once viewed as a luxury, are now a necessity, according to Rendall, who believes the COVID-19 pandemic and the need for companies to enhance work safety will only accelerate the trend toward robots.
Robots, and more broadly automation, are often viewed as job killers in manufacturing. But Rendall argues that AMRs help fill roles that are currently sitting vacant and allow humans to take on the higher-skilled and higher-paid jobs.
“We tend to see more situations where the operation is not at peak output, not operating peak performance because they just can’t find the people,” Rendall said in a recent interview, noting that one of its customer shut down an entire wing of its facility because they just can’t get people.
Factories are often located near smaller towns or sprawling communities with a limited labor pool, a shortfall that can be compounded when Amazon opens up a facility nearby.
“There’s a kind of vacuum that pulls qualified talent out of the established manufacturing or warehouse base,” he said.
A 2018 study by Deloitte and The Manufacturing Institute forecast that a skills gap is projected to leave 2.4 million positions unfilled between 2018 and 2028 in the United States. The skills gap has popped up in other countries where OTTO Motors is now focused, including Japan, where the aging population is larger than the younger generation. Even China, which has historically been viewed as a place with an expanding labor pool, now has a national robotics strategy, Rendall said.
The company developed its AMRs to help manufacturers outsource the lower-value tasks to robots. “One of the least valuable things you can pay your people to do is walk from Point A to Point B,” Rendall said. “If you’re strapped for talent you want to have that team focused on what is at Point A or at Point B, like assembling an automobile. Walking to a warehouse with a part is something that can be outsourced to a machine.”
OTTO Motors’ initial customer base grew out of the automotive and transportation industries. It now works with six of the 10 OEMs. But Rendall says it has also seen success in the medical device and healthcare sector, as well.
COVID-19 has spurred demand, Rendall said, as essential businesses in the food, beverage and medical device industries attempt to lessen risks associated with the disease.