ClearJet Raises $25M Series B for Airline Parcel Network

ClearJet raised a $25M Series B led by Edison Partners, giving the Austin logistics company fresh capital to expand a parcel network built on airline capacity it does not own. Venture53, Origin Ventures, SaltVC, and SpringTime Ventures returned for the round, which brings ClearJet's total funding to approximately $40M.

The financing matters because ClearJet is not trying to build another national fleet of trucks and planes. It is building the connective layer between unused commercial-flight cargo space, airport sortation, and final-mile carriers, turning fragmented logistics capacity into infrastructure a shipper can program.

That is a different capital story from the familiar logistics playbook of buying assets, adding depots, and hoping route density eventually behaves. ClearJet's bet is that orchestration can create more leverage than ownership when airlines and delivery networks already have capacity moving through the country every day.

What Happened

Edison Partners led ClearJet's $25M Series B, joined by returning investors Venture53, Origin Ventures, SaltVC, and SpringTime Ventures. Earlier backers include SKY VC, formerly JetBlue Ventures, and Tandem Ventures. ClearJet did not disclose its valuation.

The round follows a $13.4M Series A in 2024 and an earlier seed financing in 2023. Founder and CEO Chris Guggenheim told Crunchbase News that ClearJet is profitable, revenue has more than tripled year over year, and annual top-line revenue is approaching 9 figures. Those financial metrics are company-reported because ClearJet is private and does not publish audited results.

ClearJet was founded in 2022 and formally launched in May 2023. The company is headquartered in Austin and has just under 50 full-time employees, supported by hundreds of contractors operating across its network.

How ClearJet's SuperCarrier Model Works

ClearJet connects retailers and other shippers to unused cargo space on commercial passenger flights already traveling between U.S. cities. Packages are picked up, screened, sorted, placed on aircraft, recovered at the destination, and injected into final-mile networks through a single operating layer.

The company calls that layer a SuperCarrier, although ClearJet is not a carrier in the traditional asset-owning sense. Its network spans 95 U.S. airports, according to Chris Guggenheim, and can route parcels into providers that include national carriers, regional delivery companies, and gig-driver networks. Shippers connect through an API rather than rebuilding their software around each individual operator.

ClearJet says its models choose parcel paths based on cost, speed, and geography. The company is also developing AI agents for rating, booking, tracking, and exception management, including the ability to reroute a shipment when weather or capacity disrupts the expected path.

Why This Matters for Parcel Logistics

The parcel market has trained shippers to treat speed, cost, and flexibility as a three-way negotiation where someone always leaves annoyed. Traditional national carriers gain reliability from owning networks, but that ownership also creates fixed routes, fixed economics, and a strong preference for volume that fits the machine.

ClearJet is approaching the problem from above the machine. By coordinating commercial-flight capacity, sort centers, and multiple last-mile providers, the company can offer shippers more ways to move a parcel without forcing one carrier to own the entire journey. ClearJet says the model can cut shipping costs by as much as 35% while accelerating delivery by 1–3 days, although those results vary by customer and remain company-reported.

The architecture also creates a resilience argument. A network connected to multiple airlines, airports, and delivery providers can redirect volume when one route becomes expensive or unavailable. Logistics rarely fails on a PowerPoint schedule, so the ability to move around disruption is worth more than a clean demo.

The Operating Evidence Behind the Round

ClearJet's website reports more than 30M shipments delivered, 99.3% Air Zone Skip on-time delivery, 98.5% door-to-door on-time delivery, and 99.8% sort accuracy. The company has not disclosed customer names, but Crunchbase News described its users as including major multibillion-dollar retailers, e-commerce platforms, third-party logistics providers, and marketplaces.

One customer example supplied by Chris Guggenheim involved goods arriving from Asia through Los Angeles. ClearJet sorted the parcels and flew them into 14 airports before final-mile handoff, reducing factory-to-customer delivery from 7 days to 5 and producing a reported $35M in savings. It is a company-supplied case study, but it demonstrates the economic logic Edison Partners is underwriting.

The defensibility is not just an algorithm. ClearJet has had to assemble airline relationships, regulatory permissions, airport operations, sortation systems, packaging suited to narrow-body aircraft, and final-mile connections. Software can route a parcel, but the parcel still has to clear the airport and arrive at someone's door without becoming an expensive mystery.

What the Series B Changes

ClearJet's next stated priorities include returns, international shipping, additional airport coverage, and better consumer visibility into each shipment. The company has not published a detailed proceeds allocation, so those priorities should be read as its growth plan rather than a dollar-by-dollar budget for the round.

For Edison Partners, the larger thesis is that delivery can become programmable infrastructure. Ryan Ziegler, the Edison general partner who leads the firm's Enterprise Software and Vertical SaaS practice, has focused on supply chain and logistics businesses where software controls complex physical operations. ClearJet fits that pattern, even if the physical work still involves airport ramps, sort centers, and a great many packages that do not care about anyone's software valuation.

The Series B gives ClearJet more room to prove that an asset-light orchestrator can become a durable national logistics layer. If the company succeeds, the important contest will not be air versus ground or startup versus incumbent. It will be fixed networks versus configurable networks, and whether shippers decide the freedom to choose every leg of a parcel's journey is worth rebuilding how delivery gets bought.