About

Malt connects businesses with freelancers, helping them find the right talent for their projects. The platform allows companies to browse and hire from a large pool of over 700,000 freelancers across various fields. Businesses can post their project needs, and freelancers can showcase their skills and experience, making it easier for both parties to find a suitable match. Malt stands out from its competitors by not only offering a wide range of freelance services but also by expanding its offerings to include management consultants and interim executives through its acquisition of Comatch. The goal of Malt is to empower individuals to take control of their careers while providing businesses with the talent they need to succeed.

Simplify's Take

What believers are saying

• The €80 million funding round enables Malt to scale its operations and invest in new technologies, potentially leading to more job opportunities and platform improvements.
• The acquisition of Comatch can lead to a more diverse and comprehensive service offering, attracting a wider client base and providing more opportunities for freelancers and consultants.
• Malt's growing network of 250,000 freelancers and 30,000 companies offers extensive networking and collaboration opportunities for users.

What critics are saying

• The integration of Comatch may present challenges in aligning company cultures and systems, potentially causing operational disruptions.
• The competitive nature of the freelancer market means Malt must continuously innovate to maintain its market position.

What makes Malt unique

• Malt's acquisition of Comatch allows it to expand its footprint in the German market, enhancing its competitive positioning in Europe.
• The platform's focus on both freelancers and consultants provides a unique blend of talent, catering to a broader range of corporate needs compared to competitors.
• Malt's significant funding from prominent investors like Goldman Sachs and Eurazeo underscores its financial stability and growth potential.

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