Superlogic Raises $13.7M to Reimagine Reward Points

Superlogic Secures $13.7 Million in Funding

Superlogic, a company focused on enhancing consumer rewards programs, has successfully completed a funding round, raising $13.7 million. This investment results in a company valuation of $200 million, as exclusively reported to TechCrunch.

Expanding Rewards Options for Consumers

According to Lin Dai, CEO and co-founder of the Miami-based Superlogic, the core function of their technology is to increase the perceived value of rewards points. They achieve this by providing consumers with a wider array of redemption choices.

The platform integrates seamlessly with pre-existing loyalty programs utilized by major credit card issuers, airlines, and retail businesses.

A Catalog of Unique Experiences

Superlogic collaborates with various brands to curate what Dai terms “a catalog of experiences” for consumers. These alternatives to conventional rewards, like hotel accommodations or airline tickets, offer unique opportunities.

Examples of these experiences include access to NBA Finals games, exclusive passes to music festivals, behind-the-scenes access to Broadway shows, and private dining engagements with renowned chefs.

White-Label Technology and Comprehensive Management

The technology operates on a white-label basis, meaning consumers may not be aware they are utilizing Superlogic’s services when redeeming rewards through companies like American Express, Mastercard, Visa, and Warner Music.

Superlogic also manages the experience inventory, negotiates terms with providers, and processes payments on behalf of its partner brands.

Revenue Growth and Market Opportunity

While specific revenue details were not disclosed, Dai indicated that the company generated “eight-figure-plus” revenue in 2024, demonstrating substantial year-over-year growth.

A key aspect of the rewards landscape is that unredeemed points represent a financial liability for credit card companies.

The Liability of Unredeemed Points

Dai explains that when a consumer earns points, those points represent funds technically owed by the credit card company.

“For every 100 points, approximately $1 must be reserved to cover this obligation to customers,” he stated. “Furthermore, in the event of a large company’s bankruptcy, these points would still need to be honored.”

Therefore, it is advantageous for companies to encourage consumers to redeem their accumulated points.

Superlogic’s Business Model

Superlogic generates revenue by taking a “small margin percentage” on each transaction when a consumer redeems points for an experience facilitated by the platform.

Dai highlighted the significant market potential, stating, “Currently, there are $25 billion in unredeemed points held on user accounts and credit card program balance sheets.”

Investment Details and Future Plans

Powerledger spearheaded the funding round, with participation from Sangha Capital, 10SQ, Nima Capital, Actai Unicorn Fund, Hyla Liquid Venture Fund, and Liquid 2 Ventures.

Existing investors, including Amex Ventures, Warner Music, Galaxy Interactive, Mirabaud Lifestyle Impact and Innovation, Recharge Capital, Dispersion Capital, and Sanctor Capital, also contributed.

This latest funding brings Superlogic’s total equity funding to over $21 million since its founding in 2017.

Powerledger’s Perspective

Jemma Green, executive chairman of Powerledger, explained that their investment was driven by Superlogic’s ability to help brands circumvent “exorbitant” sponsorship costs.

She further noted the platform’s capacity to “establish thousands of partnerships with experiential providers, delivering VIP experiences at scale to their most valued customers.”

“The power to engage consumers effectively with minimal cost and complexity is a true innovation,” she added.

Team Size and Growth Strategy

Superlogic currently employs just under 40 individuals.

The newly acquired capital will be allocated towards launching approximately half a dozen new programs this year, expanding the team, enhancing operational capabilities, and refining the product to accommodate anticipated growth, according to Dai.

Note: An earlier version of this article contained a reference to SAFEs, which has been removed.

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