Much of the current discussion surrounding online education centers on professional advancement for skilled professionals, K-12 instruction, and accessible, affordable higher education. However, reflecting a shift in focus, a new company concentrating on e-learning and related employment opportunities within a distinct sector – home maintenance services – has recently secured funding to further develop its operations.

Nana, which provides a tuition-free academy for training individuals in appliance repair and subsequently offers students the chance to join its marketplace connecting them with customers needing repairs, has received $6 million in investment.

This seed funding round is spearheaded by Shripriya Mahesh of Spero Ventures, with participation from Next Play Ventures (the new fund established by former LinkedIn CEO Jeff Weiner), Lachy Groom, Scott Belsky, Geoff Donaker of Burst Capital, and Michael Staton of Learn Capital, among others.

To date, Nana has raised a total of $10.7 million, with previous investments from Alpha Bridge Ventures, Bob Lee, and the Uber Syndicate, a venture dedicated to supporting former Uber employees in their new endeavors. While Founder and CEO David Zamir does not have a background at Uber, his first employee, VP of Engineering Oliver Nicholas, is an early Uber engineer, and the company has experienced significant growth in attracting Uber drivers this year, many of whom were impacted by the reduced demand for ridesharing during the pandemic.

Nana – formally known as Nana Technologies (and distinct from Nana Technology, which focuses on technology for seniors) – represents a multifaceted opportunity, encompassing the future of work, education, technology/IoT, and environmental sustainability, according to Zamir, who previously operated a successful appliance repair business in the Bay Area before transforming it into a training platform and marketplace.

“The United States generates 5.9 million tons of municipal solid waste [including numerous electronics such as washing machines and blenders], and only half of this waste is recyclable,” he explained. “We are caught in a cycle with appliances, largely because there is a shortage of qualified repair technicians. But imagine if there were a way to facilitate those repairs? This is about creating employment opportunities while also protecting the environment.”

Nana’s approach begins with offering complimentary courses on repairing a variety of appliances – including dishwashers, refrigerators, ovens, stoves, washers, and dryers – and addressing common malfunctions. These courses are open to anyone, whether they are simply interested in learning a new skill or seeking to acquire expertise for potential income generation.

Upon completing and passing a course – currently delivered remotely – individuals have the option, though are not obligated, to register on Nana’s platform as a repair technician and receive job assignments related to the specific issues covered in the course. Nana has established partnerships with leading appliance and warranty companies, such as GE, Miele, Samsung, Assurant, Cinch, and First American Home Warranty, which provide a significant portion of its work. The platform also accepts direct repair requests from consumers for dishwashers, refrigerators, ovens, stoves, washers, and dryers.

Looking ahead, Zamir stated that the company’s vision extends beyond simply dispatching technicians in an Uber-like model. The plan is to incorporate support for the latest generation of appliances, utilizing IoT diagnostic monitoring and integrating these devices into smart home ecosystems. Nana is also gradually expanding into other home services, in addition to its core appliance repair business.

Nana has currently registered hundreds of technicians across 12 U.S. markets and anticipates expanding to 20 markets by the close of 2021.

Nana’s founding story is a testament to the resourcefulness and opportunity identification that characterize much of the tech industry.

Founder and CEO David Zamir is originally from Israel, but unlike many individuals who relocate to the Bay Area tech scene from there, he lacks a formal background in technology through education, training, or professional experience. He previously owned clothing stores in Tel Aviv and had a general interest in becoming involved in a tech business – Israel is often referred to as “startup nation,” and this aspiration resonated even with those without degrees in computer science or engineering – but he was unsure how to proceed.

“The clothing business wasn’t particularly profitable,” he noted. Consequently, Zamir and his American wife decided to move to the United States to explore new opportunities.

Initially residing near her family on the east coast and considering potential career paths, Zamir consulted with a friend in Toronto who worked as an independent appliance repair technician. His friend suggested this as a viable option, at least temporarily.

“I traveled to shadow my friend,” he recounted. “It was an epiphany. I realized I should pursue this in San Francisco,” where he had long desired to move to break into the tech world. “I planned to start with appliance repair while I explored ways to enter the tech industry.”

This endeavor proved to be more than a temporary solution. As his business flourished, Zamir recognized that technology would be crucial for its growth.

His progress was aided by a chance encounter. Josh Elman, a prominent tech investor, posted on Twitter in April about a broken dryer and asked for advice on whether to replace it or attempt a repair. Someone directed the question to Zamir, who contacted Elman and connected him with one of Nana’s online training technicians. Within twelve hours, Elman’s dryer was diagnosed (by Elman himself) and scheduled for repair, and Elman subsequently joined the company as an advisor.

Move fast and fix things

The technology sector prioritizes innovation and problem-solving, where “breaking” often signifies positive disruption and a willingness to take risks – a concept famously embraced by Facebook in its early days. However, there’s a notable contrast between this tech-centric understanding of “broken” and the reality of physical objects failing in the everyday world.

For many, interacting with applications and digital interfaces has become routine, yet most individuals lack the knowledge or inclination to repair or maintain even fundamental electronic devices. Typically, the response is to abandon the item, deem it uneconomical to fix, and purchase a replacement from online retailers.

Considering the broader implications, this pattern presents a significant challenge.

While electronic devices are recyclable, only approximately half of the materials are effectively reused. Nana estimates the appliance repair industry represents a $4 billion market, with around 80 million appliances requiring servicing each year in the United States. Currently, there are roughly 31,000 qualified technicians available. Nana projects that an additional 28,000 technicians will be necessary by 2025 to meet increasing demand.

Concurrently, the increasing automation of skilled labor positions is leading to job displacement; research from the Brookings Institution suggests approximately 30 million people may lose their jobs in the coming years due to this trend.

The core concept behind Nana is to connect individuals affected by job automation with retraining opportunities to become appliance technicians, simultaneously extending the lifespan of appliances, reducing landfill waste, and empowering individuals with valuable repair skills.

Zamir explained that Nana’s name honors his mother, who raised him as a single parent after his father’s passing, symbolizing hard work and practicality.

This personal connection appears to deeply motivate him; Zamir demonstrates a strong emotional investment in his startup’s mission. When informed of an experience where both the manufacturer (Siemens) and a repair technician recommended replacing a malfunctioning dishwasher, he expressed considerable frustration during their video conversation, viewing the situation as a serious matter.

“I strongly disagree with that advice,” he stated emphatically. “It is deeply concerning to me.” (I was able to somewhat reassure him by explaining that I personally removed and installed a replacement dishwasher due to COVID-related circumstances.)

Zamir confirmed that the academy courses will be offered without charge and that completion of a course will not obligate participants to work with Nana. The platform’s job opportunities attract a substantial number of graduates – between 40% and 60% of those completing in-person courses continue with Nana, while current online course completion rates are between 15% and 35%.

“It is still in the early stages,” he noted, “but we are seeing impressive participation… The majority are interested in joining the marketplace.” He added that while other service platforms exist, Nana’s technology creates a more efficient system, resulting in improved earnings for technicians.

These factors have resonated positively with Nana’s investors. Jeff Weiner, formerly CEO of LinkedIn, oversaw the acquisition of Lynda.com, recognizing the importance of skills training and education. He believes there is a need for a similar platform catering to individuals in manual trades.

“We are enthusiastic about Nana’s vision of providing training, access, and opportunities for fulfilling work while simultaneously addressing a critical need in the economy,” stated Shripriya Mahesh of Spero Ventures. “Nana has developed a novel, scalable approach to empowering individuals with the skills, tools, and support necessary to acquire new abilities and pursue rewarding career paths.”

The funding round was oversubscribed, suggesting Nana should be well-positioned to secure further investment if it remains on course and the market continues its growth trajectory. However, Zamir emphasized that this is not his primary focus.

“Our main goal is to build Nana for the benefit of the people,” he concluded.