Multiverse Computing Raises $215M to Scale Ground-Breaking Technology that Compresses LLMs by up to 95%

Technology breakthrough attracts international investment. Quantum AI leader to turbo charge AI proliferation, reduce power concerns and bring the technology to the edge
Multiverse Computing's Founding Team
SAN SEBASTIAN, Spain , June 12, 2025 (GLOBE NEWSWIRE) -- Multiverse Computing, the global leader in quantum-inspired AI model compression, has developed CompactifAI, a compression technology capable of reducing the size of LLMs (Large Language Models) by up to 95% while maintaining model performance. Having spent 2024 developing the technology and rolling it out to initial customers, the company today announces a €189 million ($215 million) investment round.
The Series B will be led by Bullhound Capital with the support of world-class investors such as HP Tech Ventures, SETT, Forgepoint Capital International, CDP Venture Capital, Santander Climate VC, Quantonation, Toshiba and Capital Riesgo de Euskadi - Grupo SPRI. The company has brought on widespread support for this push with a range of international and strategic investors. The investment will accelerate widespread adoption to address the massive costs prohibiting the roll out of LLMs, revolutionizing the $106 billion AI inference market.
LLMs typically run on specialized, cloud-based infrastructure that drives up data center costs. Traditional compression techniques—quantization and pruning—aim to address these challenges, but their resulting models significantly underperform original LLMs. With the development of CompactifAI, Multiverse discovered a new approach. CompactifAI models are highly-compressed versions of leading open source LLMs that retain original accuracy, are 4x-12x faster and yield a 50%-80% reduction in inference costs. These compressed, affordable, energy-efficient models can run on the cloud, on private data centers or—in the case of ultra compressed LLMs—directly on devices such as PCs, phones, cars, drones and even Raspberry Pi.
'The prevailing wisdom is that shrinking LLMs comes at a cost. Multiverse is changing that,' said Enrique Lizaso Olmos, Founder and CEO of Multiverse Computing. 'What started as a breakthrough in model compression quickly proved transformative—unlocking new efficiencies in AI deployment and earning rapid adoption for its ability to radically reduce the hardware requirements for running AI models. With a unique syndicate of expert and strategic global investors on board and Bullhound Capital as lead investor, we can now further advance our laser-focused delivery of compressed AI models that offer outstanding performance with minimal infrastructure.'
CompactifAI was created using Tensor Networks, a quantum-inspired approach to simplifying neural networks. Tensor Networks is a specialized field of study pioneered by Román Orús, Co-Founder and Chief Scientific Officer at Multiverse. 'For the first time in history, we are able to profile the inner workings of a neural network to eliminate billions of spurious correlations to truly optimize all sorts of AI models,' said Orús. Compressed versions of top Llama, DeepSeek and Mistral models are available now, with additional models coming soon.
Per Roman, Co-founder & Managing Partner, Bullhound Capital, said: 'Multiverse's CompactifAI introduces material changes to AI processing that address the global need for greater efficiency in AI, and their ingenuity is accelerating European sovereignty. Román Orús has convinced us that he and his team of engineers are developing truly world-class solutions in this highly complex and compute intensive field. Enrique Lizaso is the perfect CEO for rapidly expanding the business in a global race for AI dominance. I am also pleased to see that so many high-profile investors such as HP and Forgepoint decided to join the round. We welcome their participation.'
Tuan Tran, President of Technology and Innovation, HP Inc., commented: 'At HP, we are dedicated to leading the future of work by providing solutions that drive business growth and enhance professional fulfillment. Our investment in Multiverse Computing supports this ambition. By making AI applications more accessible at the edge, Multiverse's innovative approach has the potential to bring AI benefits of enhanced performance, personalization, privacy and cost efficiency to life for companies of any size.'
Damien Henault, Managing Director, Forgepoint Capital International, said: 'The Multiverse team has solved a deeply complex problem with sweeping implications. The company is well-positioned to be a foundational layer of the AI infrastructure stack. Multiverse represents a quantum leap for the global deployment and application of AI models, enabling smarter, cheaper and greener AI. This is only just the beginning of a massive market opportunity.'
Multiverse Computing extends its sincere gratitude to its current investors for their continued trust and support, as well as to the European institutions whose backing has been instrumental in achieving this milestone.
For more information about Multiverse Computing and CompactifAI, visit multiversecomputing.com.
About Multiverse Computing
Multiverse Computing is the leader in quantum-inspired AI model compression. The company's deep expertise in quantum software and AI led to the development of CompactifAI, a revolutionary AI model compressor. CompactifAI compresses LLMs by up to 95% with only 2-3% precision loss. CompactifAI models reduce computing requirements and unleash new use cases for AI across industries. Multiverse Computing is headquartered in Donostia, Spain, with offices across Europe, the US, and Canada. The company won DigitalEurope's 2024 Future Unicorn award and was recognized by CB Insights as one of the Top 100 Most Promising AI Companies in 2025. With over 160 patents and 100 customers globally, including Iberdrola, Bosch, and the Bank of Canada, Multiverse Computing has raised c.$250M to date. For more information, visit multiversecomputing.com.
About Bullhound Capital
Bullhound Capital is the investment management arm of GP Bullhound, building with founders creating category-leading technology companies. Launched in 2008 with over €1 billion deployed, it has invested in global leaders like Spotify, Klarna, Revolut, Slack, Unity, ConnexAI and EcoVadis. Operating from 13 offices worldwide, its platform delivers hands-on, founder-focused support across strategy, growth, and execution. From quantum to entertainment, Bullhound Capital backs global leaders applying Artificial Intelligence to solve real-world problems.
About SETT
The Sociedad Española para la Transformación Tecnológica, Entidad Pública Empresarial, SETT, attached to the Ministry for Digital Transformation and Public Function, is a public entity dedicated to the financing and promotion of advanced and transformative digital technologies. The operation is carried out through the Next Tech fund, whose objective is to encourage private investment and improve access to financing in strategic Spanish sectors such as disruptive technologies. The implementation of the Next Tech, foreseen in the Recovery, Transformation and Resilience Plan, is among the functions of SETT, which also manages two other financial instruments to boost the technological business ecosystem: PERTE Chip, dedicated to microelectronics and semiconductors, and Spain Audiovisual Hub, which promotes the digitization of the audiovisual sector.
Contact InformationLaunchSquad for Multiverse Computingmultiverse@launchsquad.com
A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/c2711b9d-f2d3-418d-878d-fac90c5b9311Sign in to access your portfolio

Try Our AI Features

Explore what Daily8 AI can do for you:

Learn with AIFact CheckingText to SpeechAI Summary

Related Articles

Yahoo

32 minutes ago

• Yahoo

VivoPower Closes First Phase of US$121 Million Private Placement

LONDON, June 20, 2025 (GLOBE NEWSWIRE) -- VivoPower International PLC (NASDAQ: VVPR) ('VivoPower' or the 'Company') today announced that it has closed the first phase of the previously announced US$121 million investment round led by His Royal Highness Prince Abdulaziz bin Turki bin Talal Al Saud, and including a consortium of non-U.S. investors pursuant to Regulation S under the U.S. Securities Act of 1933. This first phase is equivalent to gross proceeds of US$60.5 million. The closing was completed within existing authorized share capital parameters. The remaining 50% is expected to close shortly subject to shareholder approval to increase authorized share capital. Proceeds will support VivoPower's Ripple and XRP-focused treasury and decentralized finance solutions strategy and broader transformation initiatives. The private offering was made only to persons other than 'U.S. persons' in compliance with Regulation S under the Securities Act of 1933, as amended (the 'Securities Act'). Any securities described in this press release have not been registered under the Securities Act and may not be offered or sold in the United States or to U.S. persons (as defined in Regulation S under the Securities Act) except in transactions registered under the Securities Act or exempt from, or not subject to, the registration requirements of the Securities Act and applicable U.S. state securities laws. Any share issuance under Regulation S cannot be sold for at least 40 days post registration and consummation of the transactions contemplated hereby are conditioned upon the sale and purchase agreements (Subscription Agreements) not having been validly terminated in accordance with their terms, which include but are not limited to material adverse change for the Company including in relation to its securities, delisting or suspension of the Company's shares and non-performance of obligations by either the Company or the investors. This press release does not constitute an offer to sell, or a solicitation of an offer to buy, any securities in the United States or any other jurisdiction. About VivoPower VivoPower International PLC (NASDAQ: VVPR) is undergoing a strategic transformation into the world's first XRP-focused digital asset enterprise. The Company's new direction centers on the acquisition, management, and long-term holding of XRP digital assets as part of a diversified digital treasury strategy. Through this shift, VivoPower aims to contribute to the growth and utility of the XRP Ledger (XRPL) by supporting decentralized finance (DeFi) infrastructure and real-world blockchain applications. Originally founded in 2014 and listed on Nasdaq since 2016, VivoPower operates with a global footprint spanning the United Kingdom, Australia, North America, Europe, the Middle East, and Southeast Asia. An award-winning global sustainable energy solutions B Corporation, VivoPower has two business units, Tembo and Caret Digital. Tembo is focused on electric solutions for off-road and on-road customized and ruggedized fleet applications as well as ancillary financing, charging, battery and microgrids solutions. Caret Digital is a power-to-x business focused on the highest and best use cases for renewable power, including digital asset mining. Forward-Looking Statements This communication includes certain statements that may constitute 'forward-looking statements' for purposes of the U.S. federal securities laws. Forward-looking statements include, but are not limited to, statements that refer to projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions. The words 'anticipate,' 'believe,' 'continue,' 'could,' 'estimate,' 'expect,' 'intends,' 'may,' 'might,' 'plan,' 'possible,' 'potential,' 'predict,' 'project,' 'should,' 'would' and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements may include, for example, statements about the achievement of performance hurdles, or the benefits of the events or transactions described in this communication and the expected returns therefrom. These statements are based on VivoPower's management's current expectations or beliefs and are subject to risk, uncertainty, and changes in circumstances. Actual results may vary materially from those expressed or implied by the statements herein due to changes in economic, business, competitive and/or regulatory factors, and other risks and uncertainties affecting the operation of VivoPower's business. These risks, uncertainties and contingencies include changes in business conditions, fluctuations in customer demand, changes in accounting interpretations, management of rapid growth, intensity of competition from other providers of products and services, changes in general economic conditions, geopolitical events and regulatory changes, and other factors set forth in VivoPower's filings with the United States Securities and Exchange Commission. The information set forth herein should be read in light of such risks. VivoPower is under no obligation to, and expressly disclaims any obligation to, update or alter its forward-looking statements whether as a result of new information, future events, changes in assumptions or otherwise. Contact Shareholder Enquiries media@

Forbes

33 minutes ago

• Forbes

Silicon Valley's Leadership Lessons

Leadership lessons from Silicon Valley for future readiness Mature organizations lose their vitality. Complex organizations lose their responsiveness. Successful incumbent market leaders, because they are typically both mature and complex, lose their charm, and become endangered. Not surprisingly, there has long been a search for ways to restore vigor and zest to such organizations. Inevitably, when such discussions arise, the success of Silicon Valley is cited as an alternative example of both energy and imagination; of being able to move fast and change things in a big way. The recent DOGE (Department of Government Efficiency) initiative is one such effort. The advertised idea was to learn from the 'new economy,' and apply those lessons learned to large, bureaucratic, government agencies. That this does not appear to have happened is probably due more to chaotic execution and the mischief of ideologues than to a failure in the promise of Silicon Valley as an organizing inspiration for the rest of us. Not entirely coincidentally, the UK's Advanced Research and Invention Agency (ARIA) is another example. Inspired, in part, by the American Defense Advanced Projects Research Agency (DARPA), which, established in 1958 in response to the Soviet Union's Sputnik, has continually played an influential role in Silicon Valley successes, ARIA's American born Ilan Gur sees his organization as a means of supporting UK innovation, which he refers to as a 'tightly wound spring that's ready to release'. What is it, then, about Silicon Valley that leads it to be seen as a source of managerial lessons for organizational success, and what might those lessons be? To answer these questions, I took the opportunity to interview an old friend and IMD colleague, Jim Pulcrano, engineer, entrepreneur, academic, and who for over 25 years has been an observer of Silicon Valley's inner workings, leading more than 80 executive explorations of the Valley in search of such lessons. What follows is a sense of what leadership lessons Silicon Valley might offer those of us who work in mature, old-economy, industries, and especially those of us associated with successful, incumbent, market-leaders, in such industries: Thinking Differently Jim Pulcrano: I think that the Silicon Valley lessons all begin with one word: '"urgency." Mature firms often become comfortable—they've grown strong, built moats, have big balance sheets. But that comfort is a trap. Silicon Valley thrives on discomfort. Everyone there is asking, 'What's next?' and 'How fast can I disrupt myself before someone else does?' Bill Fischer: And how does that urgency manifest itself? Pulcrano: Through relentless questioning. The best innovators don't start with answers—they start with better questions. What if we made a 10X improvement, not 10%? What if we killed our core product before someone else did? What if our future doesn't look like our past? Fischer: This is a dramatically different way of thinking than we typically see in more traditional organizations. Pulcrano: Revitalization requires daring and courage. Mature companies often cling to what worked in the past; the leaders usually built their legacies on products and systems that have outlived their utility and should be disrupted. In contrast, Silicon Valley is all about 'dream big or stay home.' It teaches us that innovation isn't about fine-tuning yesterday's model—it's about asking bold, even uncomfortable, questions. That culture of relentless curiosity that we hear about so often; it's gold. Fischer: So, it's about more than simply having a flashy R&D team? Pulcrano: Exactly. You need a network that nourishes innovation—not just exploits it. One important lesson is that in the Valley geographic proximity makes a difference. Everything is tightly packed together: venture capital, prototyping labs, universities, and legal experts. Ideas bounce around fast. That 'proximity stew' keeps innovation alive. For incumbents, the question becomes: how do we recreate that bubbling ecosystem internally? In a mature company, you've got to mimic that intensity. Create idea collisions. Flatten silos. Interest engineers in talking to marketers, finance to R&D. In Silicon Valley, the network is the superpower. People move freely—from startup to corporate, from VC to academia, then back. The real learning happens in the spaces between. Incumbents need to stop thinking in organizational charts and start thinking in ecosystems. Who do your innovators know outside your organization? What cross-pollination is happening? Who is the go-to person on X? Are you one of them? Leadership lessons Fischer: how different is the practice of leadership in such organizations? Pulcrano: First, leaders must normalize failure. In the Valley, failing fast and moving on is a badge of honor. Max Levchin, Elon Musk's Paypal cofounder, struggled with his first four startups struggled (and mostly failed). The fifth was PayPal. Most legacy firms? They'd have fired him after the second flop. Fischer: Failure becomes data? Pulcrano: Exactly. In the Valley, failure isn't the opposite of success—it's part of the process. That's a cultural shift. Leaders must model that by sharing their own missteps. Celebrate intelligent risk-taking, not just polished outcomes. Nobody wants to fail, it's f**king awful, but if you're trying to do something new, whether it be the technology, the business model or some combination, failure is likely, so learn from it. Second, diverse thinking isn't a bonus—it's a baseline. The best decisions in VC firms often come after heated debates. The VC firm Greylock Partners has even studied this—their biggest wins were investments that triggered the fiercest internal arguments. So if your executive team always agrees, you're in trouble. Fischer: That's quite a departure from many boardrooms; it reminds me of the adage: 'polite teams get polite results.' Pulcrano: It is. And that leads to another principle: permissionless innovation. In the Valley, junior people prototype without asking for five layers of approval. Those prototypes could be products or sales models. Leaders should ask themselves: "Am I enabling action, or am I an obstacle?" Fischer: What does that look like in practice? Pulcrano: One example is Google X. When a moonshot project failed—after years and millions invested—the team that shut it down got a bonus. Why? Because they made the right call. They stopped something that wasn't going to work and freed resources for better bets. Does Culture Really Eat Strategy for Breakfast? Fischer: Peter Drucker famously told us that 'culture eats strategy for breakfast,' so I'm interested in what you think about organizational culture, and how important it is for success in Silicon Valley? Pulcrano: A few things about culture: First: optimism. Even when Silicon Valley Bank [SVB] collapsed, in 2023, the Valley shrugged and poured money into AI startups the next week. That attitude? 'What if it works?'—it's infectious. Second: role models. Everyone in the Valley knows someone who built something, or at least tried. That proximity to success makes ambition feel doable. Third: constructive promiscuity. At a typical Valley barbecue, people swap business cards before burgers. It's not impolite—it's expected. Fischer: Am I right in thinking that the way you see it in Silicon Valley is that a lot of culture is tactical? Pulcrano: In the Valley, it's curiosity and opportunity rolled together. Everyone is 'on the make' always, but everyone is also looking to help, invest, and collaborate. That ethos is powerful. But it can fade—especially as wealth accumulates, risk aversion creeps in, and firms become protectionist. What does the Future of Silicon Valley Look Like? Fischer: I'm in interested in how durable these lessons might be? Silicon Valley has dominated for over fifty years. But can it continue? What might the next fifty look like? Pulcrano: That's a provocative question. I'm optimistic, but cautiously so. Silicon Valley's strength has always been reinvention. Semiconductors, personal computing, the internet, biotech, social media, AI—wave after wave. Each time, it adapted. But now? Fischer: You're not convinced? Pulcrano: I'm seeing signs of incumbent behavior. Some of the giants—Google, Meta, Apple—are acting like the very firms they once disrupted. Risk-averse. Bureaucratic. More lawyers than engineers. That's worrying. Fischer: So, what would it take to stay relevant? Pulcrano: It needs fresh blood. And that's under threat. Immigration policies, visa restrictions—they're slowing down the global talent pipeline. Remember, 60% of the Valley's tech workforce isn't U.S.-born. Choke that off, and the Valley stops breathing. Fischer: So, the magic is in the mix? Pulcrano: Always has been. People come not just from Harvard and MIT, but from India, China, Nigeria, Slovenia. They bring their ambitions, the chips on their shoulders. That stew of dreams and hunger—that's Silicon Valley's secret sauce. Fischer: Can other regions replicate the magic of Silicon Valley? Pulcrano: Not exactly, but they can recreate parts of it. You need three ingredients: talent, money, and ideas, and they must come together efficiently. But it's the efficiency with which you mix them that makes the difference. Fischer: That efficiency being? Pulcrano: Access. In the Valley, the customer, the VC, the tech shop, the legal expert—they're all accessible within 30 minutes. You pitch an idea at breakfast, and prototype it by dinner. That's hard to reproduce in sprawling ecosystems or hierarchical, process-driven multinationals. Fischer: How can incumbents inside large firms imitate that? Pulcrano: Start small. Create internal innovation hubs where people are free to experiment. Kill bureaucracy. Protect intrapreneurs. Build a real network of mentors. Most importantly, ensure sharing and success are incentivized. If ideas stay locked in departments, or behind IP walls, you've already lost. Final Thoughts Fischer: This has all been very interesting! If you could leave our readers with one challenge—especially leaders in mature firms—what would it be? Pulcrano: Ask yourself: 'Am I creating a space where innovation is possible, or merely tolerated?' Then look around. If your team is afraid to disagree, if failure is punished, if new ideas die in PowerPoint—your culture needs rewiring. And, if you are wondering whether you need to go to California to do this: you don't. The Valley isn't a place—it's a mindset. You just need to think like a rebel—and surround yourself with others who will, too.

Yahoo

2 hours ago

• Yahoo

Week in Review: Meta reveals its Oakley smart glasses

Welcome back to Week in Review! Lots in store for you today, including Wix's latest acquisition, Meta's new smart glasses, a look at the new Digg, and much more. Have a great weekend! Smart specs: Meta and Oakley have teamed up on a new pair of smart glasses that can record 3K video, play music, handle calls, and respond to Meta AI prompts. They start at $399 and have double the battery life of Meta's Ray-Bans. A $499 limited-edition Oakley Meta HSTN model will be available starting July 11. Unicorn watch: Wix bought 6-month-old solo startup Base44 for $80 million in cash after it quickly gained traction as a no-code AI tool for building web apps. Created by a single founder and already profitable, Base44's rapid rise made scooping it up irresistible. Sand to the rescue: Finland just turned on the world's largest sand battery — yes, actual sand — which stores heat to help power the small town of Pornainen's heating system and cut its carbon emissions. The low-tech, low-cost system is built from discarded fireplace soapstone, is housed in a giant silo, and can store heat for weeks, proving you don't need fancy lithium to fight climate change. You just need a pile of hot rocks. This is TechCrunch's Week in Review, where we recap the week's biggest news. Want this delivered as a newsletter to your inbox every Saturday? Sign up here. We're back, baby: VanMoof is back from the brink with the S6, its first e-bike since bankruptcy — and it's sticking to its signature custom design, despite that being what nearly killed the company. Backed by McLaren tech and a beefed-up repair network, the new VanMoof promises smoother rides, smarter features, and (hopefully) fewer stranded cyclists. Space lasers: Baiju Bhatt, best known for co-founding Robinhood, is now building lasers in space. His new startup, Aetherflux, has raised $60 million to prove that beaming solar power from orbit isn't a fantasy, with a demo satellite set to launch next year and early backing from the Department of Defense. Oh no: One of SpaceX's Starship rockets exploded during a test in Texas, likely pushing back the vehicle's next launch, which had been tentatively set for June 29. SpaceX says the blast, caused by a pressurized tank failure, didn't injure anyone, but it's yet another setback in a rocky year for the company's ambitious mega-rocket program. That lossless feeling: Spotify's long-awaited lossless audio tier still hasn't launched, but fresh hints buried in the latest app code suggest that it's under active development and could be closer than ever. But with years of delays and no official timeline, fans might want to temper their excitement until Spotify confirms the rollout. I can Digg it: Digg's reboot has entered alpha testing with a fresh iOS app aimed at becoming an AI-era Reddit alternative. The app offers a clean, simple design with curated communities, AI-powered article summaries, and gamified features like 'Gems' and daily leaderboards. We want you: The U.S. Navy is speeding up how it works with startups, cutting red tape and zeroing in on real wins like saved time and better morale. Department of the Navy CTO Justin Fanelli says it's leading with problems, hunting for game-changing tech in AI, GPS, and system upgrades. And with Silicon Valley finally paying attention, the Navy's becoming a go-to partner for innovators ready to shake things up. Cash ain't king: Mark Zuckerberg is throwing out massive cash — up to $100 million — to lure top AI talent from OpenAI and DeepMind. But OpenAI's Sam Altman says none of his key people have bitten, praising his team's mission over money. Meanwhile, OpenAI keeps pushing ahead with new AI models and even hints at launching an AI-powered social app that could outpace Meta's own shaky attempts. San Francisco's latest startup saga? Cluely's after-party for YC's AI Startup School blew up on Twitter, drawing 2,000 party crashers, but it became the 'most legendary party that never happened' after getting shut down by cops before a single drink was spilled. Founder Roy Lee's viral marketing may have promised chaos, but the real party's waiting. Maybe once the weather warms up?