May
24

Trump contradicts himself on Huawei in a single sentence; says firm is huge security threat but could also be bargaining chip in China trade war

US President Donald Trump has made his first meaningful remarks on the Huawei firestorm since his administration blacklisted the Chinese tech giant last week.

The president was speaking at a news conference announcing a $16 billion aid package for farmers caught up in the China trade war when he addressed Huawei, which has been placed on a list that means US firms need permission to do business with the Chinese company.

Trump started out by saying that Huawei poses a huge security threat to the US. US officials have long floated suspicions that Huawei acts as a conduit for Chinese surveillance.

"Huawei is something that's very dangerous. You look at what they've done from a security standpoint, from a military standpoint, it's very dangerous," the president told reporters.

Read more: Here are all the companies that have cut ties with Huawei, dealing the Chinese tech giant a crushing blow

He then immediately switched gears to suggest that Huawei could form part of a trade deal with America and China. "So it's possible that Huawei even would be included in some kind of a trade deal. If we made a deal, I could imagine Huawei being possibly included in some form," he said.

Trump: "Huawei is something that's very dangerous. You look at what they've done from a security standpoint, from a military standpoint, it's very dangerous. So, it's possible that Huawei even would be included in some kind of a trade deal. If we made a deal, I could imagine Huawei being possibly included in some form of, or some part of a trade deal."

Journalist: "How would that look?"

Trump: "It would look very good for us."

Journalist: "But the Huawei part, how would you design that."

Trump: "Oh it's too early to say. We're just very concerned about Huawei from a security standpoint."

Trump did not explain how Huawei can go from being a "very dangerous" national security threat, to then potentially having its restrictions lifted so that it can become a key cog in a trade settlement between the US and China.

Russell Brandom, the policy editor for tech news site The Verge, said the two remarks are "incompatible." In an op-ed, he added: "They only make sense if the security threat is a bluff. You can't negotiate away a security threat as part of a trade deal."

Trump's remarks also represent a doubling down on an intervention he made in the Huawei dispute in December last year. His administration had been trying to treat the arrest of Huawei CFO Meng Wanzhou and the US-China trade talks as two separate issues, but Trump then suggested Meng could be used as a bargaining chip in the trade talks. His comments on Thursday linked the issues of Huawei and the China trade war even more directly.

Original author: Jake Kanter

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Mar
07

Wyoming works to make some crypto tokens exempt from regulation

In many large cities across Africa, motorcycle taxis are as common as yellow cabs in New York.

That includes Lagos, Nigeria, where ride-hail startup Gokada has raised a $5.3 million Series A round to grow its two-wheel transit business.

Gokada has trained and on-boarded more than 1,000 motorcycles and their pilots on its app that connects commuters to moto-taxis and the company’s signature green, DOT– approved helmets.

The startup has completed nearly 1 million rides since it was co-founded in 2018 by Fahim Saleh — a Bangladeshi entrepreneur who previously founded and exited Pathao, a motorcycle, bicycle and car transportation company.

For Gokada’s Series A, Rise Capital led the investment, joined by Adventure Capital, IC Global Partners and Illinois-based First MidWest Group. Coinciding with the round, Nigerian investor and Jobberman founder Ayodeji Adewunmi will join Gokada as co-CEO.

Gokada will use the financing to increase its fleet and ride volume, while developing a network to offer goods and services to its drivers. “We’re going to start a Gokada club in each of the cities with a restaurant where drivers can relax, and we’ll experiment with a Gokada Shop, where drivers can get things they need on a regular basis, such as plantains, yams and rice,” Saleh told TechCrunch.

The startup differs from other ride-hail ventures in that it doesn’t split fare revenue with drivers. Gokada charges drivers a flat-fee of 3,000 Nigerian Naira a day (around $8) to work on their platform. The company is looking to generate a larger share of its revenue from building a commercial network around its rider community.

“We don’t do anything with the fares. We want to create an Amazon Prime-type membership…and ecosystem around the driver where we’re going to provide them more and more services, such as motorcycle insurance, maintenance, personal life-insurance and micro-finance loans,” Saleh said.

“We’re trying to provide a network of great services for our drivers that makes them stick with us, and not necessarily see a reason to switch to other platforms,” said Saleh.

Competition among those platforms is heating up, as global players enter Africa’s motorcycle taxi market and local startups raise VC and expand to new countries.

Uber began offering a two-wheel transit option in East Africa in 2018, around the same time Bolt (previously Taxify) started motorcycle taxi service in Kenya.

Rwanda has motorbike taxi startups SafeMotos and Yegomoto. Uganda-based motorcycle ride-hail company SafeBoda expanded into Kenya in 2018 and this month raised a Series B round of an undisclosed amount, co-led by the venture arms of Germany’s Allianz and Indonesia’s Go-Jek.

SafeBoda will use the round to further expand in East Africa and Nigeria in the near future, the startup’s co-CEO Maxime Dieudonne confirmed to TechCrunch.

In Nigeria, Gokada faces a competitor in local startup MAX.ng, which offers mobile-based passenger and logistics delivery services.

Overall, Africa’s motorcycle taxi market is becoming a significant sub-sector in the continent’s e-transport startup landscape. Two-wheel transit startups are vying to digitize a share of Africa’s boda boda and okada markets (the name for motorcycle taxis in East and West Africa) — representing a collective revenue pool of $4 billion and expected to double to $9 billion by 2021, according to a TechSci study.

“There is a formalization of an informal sector play here…to make it safer and higher quality,” Gokada investor Nazar Yasin of Rise Capital told TechCrunch.

The appeal to passengers is the lower cost of motorbike transit compared to buses or cabs ($1.85 is Gokada’s average fare) and the ability of two-wheelers to cut through the heavy congestion in cities such as Lagos and Nairobi.

A notable facet of motorcycle ride-hail companies in Africa is better organizing a space with a reputation for being somewhat chaotic and downright dangerous (see Nigeria’s past bans on the sector entirely due to safety).

For Gokada that includes training courses and certification of riders, the ability to track trips and safety stats from the app, and quality control for motorcycles — something that’s been lacking in East and West Africa’s non-digital moto-taxi space.

The company’s rider program offers a way for drivers to buy, own and maintain their motorcycles as they earn. Gokada has entered into partnership with Indian motorcycle maker TVS Motors to create a custom version of the company’s TVS Apache motorcycles for Gokada drivers.

Gokada is also experimenting with adding sensors to its fleet to better track safety standards. “We’re looking at seat sensors and another GPS sensor to track things like ‘did this driver add more than one passenger on the bike’ and all that data will feed back into our servers,” Saleh said.

The company won’t enter any new countries in Africa in the near future. “We plan to expand all over Nigeria. We think it’s a large enough market for now,” said Saleh. Nigeria is Africa’s most populous nation (190 million) and largest economy.

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Jun
02

Thursday, June 4 – 488th 1Mby1M Mentoring Roundtable for Entrepreneurs - Sramana Mitra

Mark Zuckerberg says Facebook shouldn't be broken up. AP Photo/Andrew Harnik

Good morning! This is the tech news you need to know this Friday.

Mark Zuckerberg says Chris Hughes' suggestion of breaking up Facebook would actually "make it a lot harder" to solve election and privacy problems. The Facebook CEO said the company has plenty of competitors and Facebook's scale helps it tackle abuse. Mark Zuckerberg personally made the decision that Facebook would keep running political ads, even though the ads were weaponized in 2016. Internally the company is dealing with the fallout from reports that its platforms were used to manipulate voters in elections around the world. Amazon is reportedly working on a new wearable gadget that would be able to recognize your emotional state using just the sound of your voice. If Amazon does release such a device, it could add to the vast data the company knows about its consumers, potentially raising privacy concerns. Multiple Snap employees reportedly accessed user data improperly — including location information, phone numbers, and saved Snaps. According to a report from Motherboard, multiple Snap employees abused their access to user data "several years ago." Facebook banned a whopping 2.2 billion fake accounts in Q1 2019, almost twice as much as the previous quarter. VP of Integrity Guy Rosen wrote of this trend: "The amount of accounts we took action on increased due to automated attacks by bad actors who attempt to create large volumes of accounts at one time." A Huawei exec said the company's homemade operating system could be ready to replace Android by early 2020. Google cut off Huawei's access to its Android operating system after the US government blacklisted the company — although a 90-day license means Google has put that suspension on hold. Salesforce CEO Marc Benioff reportedly scandalized Cisco's board by video-calling in to meetings from an elliptical machine in Hawaii. Through the video screen, Cisco's other board members could see Benioff exercising on an elliptical in a tanktop, according to a report from Bloomberg. Elon Musk dunked on Jeff Bezos' vision to build floating space colonies. In a tweet on Thursday, Musk said that building them would be "like trying to build the USA in the middle of the Atlantic Ocean." SpaceX just unleashed its first 60 Starlink high-speed internet satellites and recorded a "weird" video of the maneuver. Elon Musk, the company's founder, previously said the Starlink satellites would "look kind of weird" as they floated away from their rocket and into space. People are going crazy for a tiny $150 video game console with a black-and-white screen and a hand crank. Panic, a company best-known for software development, will release a new portable video game console called Playdate.

Have an Amazon Alexa device? Now you can hear 10 Things in Tech each morning. Just search for "Business Insider" in your Alexa's flash briefing settings.

You can also subscribe to this newsletter here — just tick "10 Things in Tech You Need to Know."

Original author: Isobel Asher Hamilton

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Mar
07

Billion Dollar Unicorns: Will Apptio Expand Internationally? - Sramana Mitra

SpaceX, the rocket company founded by Elon Musk, successfully launched its first five dozen Starlink telecommunications satellites on Thursday night.

If all goes according to plan in the coming weeks, the new fleet of experimental spacecraft may pave the way for a global and lucrative high-speed internet revolution— and possibly within a couple of years.

SpaceX live-broadcasted the inaugural Starlink mission, which launched aboard a Falcon 9 rocket at 10:30 p.m. ET from Cape Canaveral, Florida. A little more than an hour after liftoff — somewhere over the ocean about halfway between Australia and Antarctica — the rocket's upper stage deployed the 30,000-lb (13,600-kilogram) stack of satellites all at once. (Video of the maneuver is shown below.)

SpaceX stuffed a fleet of 60 Starlink internet-providing satellites into the nosecone of a Falcon 9 rocket for launch in May 2019.Elon Musk/SpaceX via Twitter

Elon Musk, the rocket company's founder, previously described it as an odd yet efficient way to get five dozen spacecraft off a rocket.

"This will look kind of weird compared to normal satellite deployments," Musk told reporters during a call on May 15.

When a rocket launches many satellites at once, typically a device at the top of the rocket's uppermost stage deploys them, one by one, with complex and heavy spring-loaded mechanisms. SpaceX launched one such mission in December, deploying a cornucopia of 64 satellites with one rocket.

But SpaceX eschewed that approach for unusual one: It slowly spun the rocket's upper stage, then let the stack of Starlinks float off into space.

"There are no deployment mechanisms between those spacecraft, so they really are slowly fanning out like a deck of cards into space," Tom Praderio, a SpaceX software engineer, said while hosting the mission's webcast.

Praderio quickly added: "You can kind of see one breaking away from the pack right now. Those spacecraft will slowly disperse over time."

The video below shows the Starlink deployment 360% faster than it actually happened.

Each Starlink satellite is roughly the size of an office desk and weighs about 500 pounds (227 kilograms), comes with a single solar panel, and a suite of internet antennas.

The spacecraft also have a weak but highly efficient Hall thruster (or ion engine) for avoiding other satellites, dodging known space junk, and eventually deorbiting and destroying themselves. But most immediately, the engines will shoot out krypton gas ions to slowly ascend from 273 miles (440 kilometers) to 342 miles (550 kilometers) above Earth.

SpaceX's first 60 Starlink satellites lack a critical component, though: laser beams.

Such lasers would connect each Starlink satellite to four others, forming a robust mesh network above Earth that can move internet traffic at close to the speed of light in a vacuum. That's nearly 50% faster than fiber-optic cables can transmit data on the ground, and it'd grant Starlink a huge advantage in cutting lag.

With this first batch, though, Musk said SpaceX will test the Starlink internet concept by talking to the spacecraft from ground stations and routing data from one satellite to another.

SpaceX's goal with Starlink is to launch up to 12,000 similar satellites — nearly seven times the number of operational spacecraft in orbit now — before a 2027 deadline established by the US Federal Communications Commission. To achieve that amount, SpaceX would have to launch more than one Starlink mission per month over the next eight years.

But not nearly that many are required to make the concept work and bring global internet access.

An illustration of Starlink, a fleet or constellation of internet-providing satellites designed by SpaceX. This image shows the shortest path in the network between New York and London.Mark Handley/University College London

Musk said SpaceX had "sufficient capital" to get Starlink operational and suggested the Starlink project could start making money long before the full constellation maxes out.

"For the system to be economically viable, it's really on the order of 1,000 satellites," Musk said, "which is obviously a lot of satellites, but it's way less than 10,000 or 12,000."

The pervasiveness of the overhead satellites also means Starlink could bring almost lag-free broadband internet to most regions of Earth, as well as airplanes, ships, and even cars (perhaps Tesla electric vehicles to start). Musk has said multiple times that he'd like to make such internet access affordable, particularly in areas with little to no web service.

Mark Handley, a computer-networking researcher at University College London who has studied Starlink, previously told Business Insider that the project could affect the lives of "potentially everybody" by bringing high-speed and pervasive broadband to most parts of the world.

"This is the most exciting new network we've seen in a long time," Handley said.

Original author: Dave Mosher

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Mar
20

477th Roundtable Recording on March 19, 2020: With Elly Truesdell, Almanac Insights - Sramana Mitra

Investors have already started to worry that Apple may get caught in the crossfire of the Trump administration's attacks on Huawei and the broader US-China trade war.

But the iPhone maker may not be the only tech giant that suffers collateral damage in the conflict, warns Gregor Berkowitz, a longtime tech-industry consultant. The administration's moves against Huawei could end up giving a leg up to the Chinese competitors to US behemoths such as Google and harm those tech giants' ability to compete, particularly in the developing world, he said.

"There are many secondary effects" of the attack on Huawei "that are maybe more significant than the primary effect," Berkowitz said.

US officials have charged that units of Huawei have conspired to steal trade secrets from T-Mobile, and have cautioned that the company's equipment could be used to spy on people and companies on behalf of the Chinese government.

Last week, as part of its targeting on Huawei, the administration issued an order barring US companies from supplying Huawei with their products and services. That move not only barred smaller component makers from dealing selling their products to the Chinese company, but it also will prohibit Google and other tech companies from offering their software to Huawei. On Monday, the US government gave Huawei a temporary repreive from the restrictions, allowing it to continue to work with US companies to serve current customers.

Read this:President Trump's national emergency likely won't stop you from buying a Huawei phone, much less an iPhone. Here's what it means for you.

As part of the restrictions, Huawei will no longer be able to use the Google-supplied version of the Android operating system, nor will it be able to offer its phone users access to the Google Play app store. The company has said that it is working on its own homegrown alternatives to both.

Chinese alternatives to Google and Facebook could get a boost

Huawei is the second largest smartphone maker. Although its phones haven't gotten much traction in the US, they're popular in China and in many other countries around the world.

Ren Zhengfei, CEO of Huawei, which has been targeted by the US government. Kyodo News via Getty Image Inside China, Huawei already offers local alternatives to US tech services, because Google's Play store and many US apps and services — such as Facebook and Uber — are unavailable there. But now that it's unable to work with US companies, Huawei will likely start promoting those Chinese alternatives outside of China, Berkowitz said.

"People like Google begin to lose out, because Huawei will point its search [box] at Baidu, not at Google," Berkowitz said. He continued: "As the conflict or trade war between the US and China [heats up] ... we're going see that set of Chinese suppliers begin to spread throughout the world."

Many US tech companies have struggled to gain traction in China or, finding themselves in untenable positions due to the country's censorship and domestic surveillance policies, have abandoned the market. Now, they may find themselves in losing out to Chinese firms in developing countries also, Berkowitz said. Huawei could promote Didi's ride hailing services instead of Uber's, or Chinese messaging service WeChat instead of Facebook's WhatsApp, he said.

US tech companies may find themselves not just facing trouble in China, but also "that Baidu becomes the default search engine for India and for consumers in Africa and the email provider and online transaction provider," Berkovitz said.

In the developing world, price trumps all

At least right now, the US tech services in general tend to be better known and more popular outside of China than their Chinese rivals. But that brand strength may not matter all that much in developing countries.

Much of Huawei's success in the smartphone market has come from offering devices with top-end features at prices that are significantly lower than their rivals. If a Huawei phone is selling in a developing country at a steep discount to the price of an iPhone or Samsung phone there — but is perceived to offer similar features — it's going to be attractive to consumers in those countries, regardless of whether it has the Google Play store or Google's search app, Berkowitz said.

What's going to matter to such customers is "more pure economics and the cost of the phone," he said.

Original author: Troy Wolverton

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May
28

Truthset raises $4.75M to help marketers score their data

Amazon is aggressively growing its private label business, but at the same time, it's trying to compete with Facebook and Google for advertising. Those two goals can conflict — causing headaches for some advertisers.

Over the past couple of years, Amazon has pushed into its own brands in areas like packaged goods, fashion and electronics and has used splashy ad formats on its own site to promote the products. That makes some advertisers uneasy and frustrated that Amazon gets preferential treatment in its own advertising network.

"Amazon is a huge threat to CPGs because any time Amazon decides to look at a category, they're going to own it," said Jon Reily, VP and global commerce strategy lead at Publicis Sapient. "It's difficult to have a conversation about those products when the main avenue for selling things is also your main competitor."

In fact, Amazon is under growing scrutiny from regulators for selling its own items in a marketplace that it manages. In March, Sen. Elizabeth Warren proposed splitting up Amazon for competitive reasons.

Amazon says about 1% of its sales come from private labels. Private label brands represent 25% or more of sales for other retailers, Amazon said in April.

Amazon's savviest advertiser is Amazon

Amazon routinely uses prominent ad formats on Amazon.com to advertise its private label and exclusive brands.

One is sponsored brands, a large display ad that appears at the top of search results. Another is called hero quick promo that shows a product image and how many review stars it has next to it on product pages where consumers read reviews and add items to the shopping carts. Occasionally Amazon's retail team will take over prominent placements and they'll be unavailable to other advertisers, said Joshua Kreitzer, founder and CEO of Channel Bakers, an agency that helps marketers advertise on Amazon.

Earlier this year, Amazon tested a feature that promoted its own products as pop-up windows when consumers clicked on search listings for a competitor. Amazon said at the time that the test was not an advertisement but a way to show browsers cheaper product options.

"When they're [advertising] on the actual detail page where the consumer is ready to buy, they're closer to the bottom of the funnel and making purchase decisions," Kreitzer said.

An Amazon spokesperson pushed back on the idea that it gets first dibs on advertising on its platform.

"Our ad policies work back from customers to provide them the best experiences in our store," the spokesperson told Business Insider. "Both our selling partners and private brands can bid on sponsored ads. Our advertising algorithms optimize for the best possible customer experience, starting with relevance to the shopping query, and treat all bids equally when determining which ad to show."

Read more: Amazon wants to take on OTT heavyweights like Roku for advertising dollars. Here's the pitch deck it's using to sell marketers video ads.

Amazon vets ad creative for competitors

Advertisers also have run into creative and messaging challenges on Amazon.

Most of Amazon's ad revenue comes from ads that run on its own properties, but the company also programmatically places ads on publishers' sites. The catch is that these programmatic ads can appear on Amazon's own site, making them subject to vetting by Amazon's policy team, said a manager who buys Amazon ads at a large programmatic agency.

The policy team also analyzes the copy and color schemes on ads to determine if an advertiser's message looks too similar to Amazon's own ads and products, and if it does, Amazon can stop campaigns from running, said the same agency executive.

Asked about the policy team's role in vetting ads, the Amazon spokesperson said its ad policies are geared towards giving customers the best experience.

Amazon's own advertising policy states that advertisers must include borders around ads with a white or off-white background to show the placement was paid for by an advertiser, for example. And if an ad campaign includes the names of both an advertiser and Amazon, "your brand name or logo must be the largest and most prominent," the policy reads.

"Amazon wants any display creative that appears on Amazon.com to conform to its brand guidelines and not be a disruptive user experience," said the agency exec.

When asked what a disruptive ad campaign looks like, the agency exec said that based on his understanding of Amazon's policy, an ad with bright colors and a neon box on it because the colors could be considered distracting. Amazon also doesn't allow advertisers to use rich media ads that use animated graphics to show a product or expand across the page when clicked on, according to its policy.

As Amazon expands into new business lines like delivery, it can be difficult to keep up with which advertisers Amazon deems competitors, the person said.

The same agency exec worked with a fast-food chain on a campaign that promoted a delivery service. While the fast-food chain itself was not a competitor to Amazon, the delivery service was a competitor to Amazon's same-day delivery service, Prime Now. The agency had to tweak the creative to focus on the fast-food chain. The campaign ultimately ran, but the exec was unclear on what change ultimately led Amazon to run the campaign.

In another example, coupon sites — which could lead to non-Amazon websites — are not allowed to advertise on Amazon's properties, according to the company's policy.

"Because Amazon has so many business units, there's not a hard and fast rule or a pre-existing list [of banned advertisers,]" the agency exec said. "It's really difficult for us to know beforehand which advertisers will be competitive."

Brands are creating their own keywords to get around Amazon's brands

Amazon is known for buying up its own search ads targeted at generic keywords like "coffee" or "batteries." Roughly 70% of Amazon searches are for these types of generic words.

One way advertisers are responding is by bidding on highly specific keywords that match people's searches, like "dark-roast coffee" or "long-lasting batteries," said multiple agencies.

These more niche keywords convert better, are cheaper, and less competitive, said John Ghiorso, CEO of Amazon-focused ad agency OrcaPacific. But brands need to bid against thousands of niche keywords to get the same scale as a generic keyword, he said.

Established brands may not have that much to fear from Amazon

Amazon's move into private label and exclusive brands is similar to the practices of physical retailers like Walmart, Target and Kroger.

The difference with Amazon's private labels is that competitors don't have to fight for shelf space as they do with physical stores and have multiple digital tactics they can reach the exact customer they want, said OrcaPacific's Ghiorso.

"If anything, there's more ability to go after the customer segments that you want to capture," he said.

It's unclear how successful Amazon's private labels have been outside of a few brands like AmazonBasics. Amazon also has a quick turnover strategy with private label and exclusive brands. If a product racks up negative reviews or doesn't sell, Amazon swiftly pulls the product.

Eric Heller, EVP of marketplace services at Wunderman Thompson Commerce, said Amazon's products don't have the same name recognition and brand loyalty as established advertisers do.

"A lot of their weak spots are that they don't know how to build what traditional brands already have: Brand love, loyalty, and trust," he said. "Amazon's generics are opening more people to be willing to buy and test product online; as long as you're not selling a commodity, then there's still room for brands to win plenty of business on the periphery."

Original author: Lauren Johnson

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May
28

Storage marketplace Warehouse Exchange raises $2.2M

Elon Musk's rocket company, SpaceX, rocketed the first 60 of nearly 12,000 internet-providing satellites into orbit, and you can watch the launch.

Musk recently shared an image of the spacecraft crammed inside the nosecone of a Falcon 9 rocket. The 230-foot-tall vehicle is supposed to lift off Thursday between 10:30 p.m. and midnight ET from Space Launch Complex-40 in Cape Canaveral, Florida.

Tonight's launch marks the company's third in two weeks. SpaceX originally tried to launch the mission on May 15, but high-altitude winds looked too threatening. The company said it'd try the next day, but canceled the launch shortly before lift-off to update the software of its five dozen satellites.

Weather conditions were favorable for launch on Thursday, according to the US Air Force, which reported there was only a 10% chance or less of high winds, thick clouds, or other atmospheric issues causing a delay.

A fleet of 60 Starlink internet-providing satellites stuffed into the nosecone of a SpaceX Falcon 9 rocket.Elon Musk/SpaceX via TwitterSpaceX is footing the bill for Starlink missions, and Musk said this one will be experimental in nature. Weighing in at nearly 19 tons, the satellite-packed payload represents the heaviest payload the company has ever attempted to launch.

"Much will likely go wrong on 1st mission," he tweeted on May 11.

To save what may amount to tens of millions of dollars, SpaceX is relying on a twice-launched 16-story rocket booster that previously helped deliver commercial satellites into orbit in September and January. Musk said the Starlink launch will also reuse fairings — clamshell-like halves that make up a rocket's nosecone — that flew on an April 11 rocket launch.

SpaceX broadcast live video of the launch starting about 15 minutes before liftoff. You can watch the rocket launch using the YouTube player embedded below.

During a call with reporters on May 15, Musk noted that the broadcast will show the satellites — each weighing about 500 pounds (227 kilograms) — deploy between two to three hours after launch.

He added that the deployment shown on the webcast will look very unusual.

"It's going to be a very slow deployment, where we rotate the [upper] stage, and each of the satellites on the stack have a different inertia," he said, which will eject them into space without any springs. "It will almost seem like spreading a deck of cards on a table. This will look kind of weird compared to other satellite deployments. There may even be some contact, but the satellites are designed to handle it."

Once a satellite is on its own, it will perform some checks, warm up ion engines, and gradually scoot into a final position and higher orbit, from 273 miles (440 kilometers) to 342 miles (550 kilometers) high.

"I do believe we will be successful, but it is far from a sure thing," he said.

SpaceX plans to complete its Starlink in 2027, which is the full-deployment deadline issued by the Federal Communications Commission.

In its final form, Starlink will consist of nearly 12,000 satellites — six times the number of all operational spacecraft now in orbit— in several orbital "shells." Each satellite would link to four others via laser beams, creating a robust mesh network around Earth.

The goal is to use Starlink to relay internet traffic at close to the speed that light travels through a vacuum (which is about 50% faster than light can travel through glass in fiber-optic cables).

The first 60 satellites are not a final design, as they lack the laser interlinks. But they're close enough to help SpaceX test several key technologies required to make Starlink work.

An illustration of Starlink, a constellation of internet-providing satellites designed by SpaceX. This image shows roughly 4,400 satellites deployed in three different orbital "shells."Mark Handley/University College London

As the network of Starlink satellites gets built up in space, most places on Earth could gain access to high-speed, low-latency, and affordable internet connections that rival the speed of those found in well-wired cities. Even partial deployment of Starlink would benefit the financial sector and bring pervasive broadband internet to rural and remote areas.

Musk said a dozen launches of 60 satellites could bring "minor" service to the US, about 24 could bring "moderate" and near-global service, and 30 would cement a robust global network. However, he said about 1,000 satellites, or roughly 17 launches, would be needed to make Starlink a profitable enterprise.

Based on Musk's estimates, SpaceX plans to launch 60 Starlink satellites 15 times a year, which means the robust global network may be realized in a little more than a year.

Read more: Elon Musk has a 2027 deadline to surround Earth with high-speed Starlink internet satellites — but the service would work far sooner than that

Completing the 12,000-satellite project may cost $10 billion or more, according to Gwynne Shotwell, the president and chief operating officer of SpaceX. But Musk estimates that Starlink's revenue could grab 3-5% of a $1 trillion telecommunications market, which translates to $30-50 billion a year — many times more annual revenue than the company makes launching payloads for companies or the US government.

"This is the most exciting new network we've seen in a long time," Mark Handley, a computer-networking researcher at University College London who has studied Starlink, previously told Business Insider. He added that the project could affect the lives of "potentially everybody."

This story has been updated with new information.

Original author: Dave Mosher

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Mar
21

YC startup Felix wants to replace antibiotics with programmable viruses

With a growing number of challenger banks taking on the U.S. market, one of the original startup banks, Simple — now owned by BBVA — has taken the unusual step of removing a core banking feature: bill pay. The company claimed the feature was under-utilized and usage was trending downwards, which is why it decided to sunset the option to pay bills through its app. That decision, not surprisingly, has angered a number of customers who are taking to social media and online forums like Reddit, threatening to switch banks as a result.

It’s likely true that fewer people today use bill pay than in the past.

The feature is something of a holdover from an earlier era before electronic payment options and auto pay became as ubiquitous as they are now. And many customers may still have bill pay set up even though another electronic option has since become available. Or they may not want to take the time to reconfigure things, when what they have works.

But despite bill pay’s waning usage, it’s odd to shut down such a commonplace banking feature. It’s rare to find a bank that doesn’t offer bill pay services, in fact, outside of a handful of smaller up-and-comers that aren’t full-service banks.

Even most of the newer U.S. fintech players like Chime, Qapital, SoFi Money, Varo, Aspiration and others offer bill pay services where they mail a check for you. And it’s common among more traditional online banks like Ally, as well.

Removing bill pay also greatly impacts those who pay their rent by way of a mailed check, as many landlords are not set up for electronic payments. This is a recurring complaint among the customers who are lambasting Simple for its decision.

Instead, these customers will now have to purchase Simple’s newly available paper checks (sold in packs of 25 for $5 — oh, what a timely launch!).

They’ll then need to buy stamps, address envelopes, fill out checks and actually mail them.

Postal mail, of course, is not preferred by today’s younger generation — many of whom never had to write letters, having grown up in the internet age. Millennials have even complained that the very act of having to mail things gives them anxiety, due to all the steps involved and their overall unfamiliarity with the process.

I use bill pay to support a family member.

You’re saying “paper checks will put me in control” but really what that means is that I now have something that previously was automatically handled and no I have to manually do it.

I was in control prior, you’re just taking it away

— Jonah Moses (@jonahmoses) May 19, 2019

Considering that banks like Simple are targeting the millennial customer, forcing them back to checks they have to mail themselves is not the smartest move — at least from a public relations perspective.

On top of all this, Simple’s announcement about the discontinuation of bill pay was not well-communicated. As it touted the arrival of paper checks, an email footer also quietly noted that bill bay would also shut down after July 9, 2019. Customers dinged Simple for its lack of transparency.

In the spirit of transparency, @simple should also let its users know that Bill Pay is going away. Proof here (from an email from them) pic.twitter.com/LuDmnHJIA2

— BC (@bcurielv) May 7, 2019

The company claimed it was sending emails about bill pay to customers — but many didn’t receive any message before learning of the change on Twitter. And they were angry.

Since the decision was announced, Simple has been dutifully responding to customers’ complaints on Twitter, sometimes with smiley emojis and cheerful customer service-ese, like: “We hear ya. Mailing payments for bills can be nerve wracking.” 

The company even wished one customer well on their journey to find another bank.

No…..you aren't hearing us….that's the problem.

— Rebecca Ford (@rebannford) May 9, 2019

We do now offer paper checks for folks who want them, and many of our customers set up automatic withdrawals from the biller’s websites for their bill payments. But if you decide to look for a new bank partner, we wish you the best. -DG

— Simple (@simple) May 23, 2019

In addition to declining usage, the company said its newer Expenses feature was not working well with Bill Pay, which was another factor in its decision.

Good question – both are true. We knew that our existing bill pay process wasn't working well with our expenses feature, so combined with the low usage rates we decided to end it. Hope that helps to clarify! ^BC

— Simple (@simple) May 19, 2019

Predictably, the volume of customer complaints has led to the creation of a Change.org petition.

Things are now going so badly that Simple just sent customers another email in response to all the backlash. In it, the company acknowledges how unhappy customers are about its decision and its handling of the news.

“To be completely transparent, a really small percentage of our customers use Bill Pay,” the email reads. “With this service’s usage declining, we made the decision to sunset it. This allows us to use those resources to build new features that benefit a broader number of customers. We know that some of you aren’t happy about this decision or how we broke the news, and for that, we’re sorry.”

The decision, however, still stands. [Simple told us after publication that less than 3% of customers use bill pay,]

Simple was one of the original innovators in online banking. But after its acquisition, the pace of innovation has decreased and customer growth has stagnated. Over the years, the company has been maligned for not allowing non-U.S. citizens to sign up and for shutting down customers’ accounts with little notice, due to transition issues.

Now it’s angering customers again just as a number of new, millennial-focused online banks are hitting the market — and as challenger banks from Europe, like N26 and Revolut, are preparing to make the jump to the U.S. That may not be the best time to send a core group of users in search of alternatives.

The full email sent to customers is below:

You probably heard this already but if you haven’t: Simple’s “Pay a bill” and “Mail a check” features (also known as “Bill Pay”) are going away on or after July 9. If you have a payment scheduled on or after that date, it will not be paid or sent.

To be completely transparent, a really small percentage of our customers use Bill Pay. With this service’s usage declining, we made the decision to sunset it. This allows us to use those resources to build new features that benefit a broader number of customers.

We know that some of you aren’t happy about this decision or how we broke the news, and for that, we’re sorry.

We’ll continue to be in touch over the coming weeks. In the meantime, if you have any questions, we’re reachable via a support message or at (888) 248-0632.

Thanks,

— The Team at Simple

Simple has been offered the opportunity to comment.

Update 5/25/19, Simple’s comment:

We made the decision to sunset our current form of bill pay because of low customer use and its popularity is declining. Retiring it allows us to shift the resources toward new features. However, this doesn’t mean that the small percentage of our customers who use bill pay don’t matter- they do. So far, we’ve seen our customers use a few different solutions. Most are setting up autopay with their billers directly. Some are using an independent bill pay provider. For those with billers who don’t take a digital payment, we have paper checks, although we understand that isn’t the most convenient solution for everyone. We also know that our first set of communications regarding the sunsetting of bill pay missed the mark, and for that we are very sorry.

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Aug
24

Uber and Lyft drivers reveal the hardest parts of their jobs (UBER, LYFT)

In an all-hands meeting this afternoon, the scooter and bike-sharing phenom Lime announced co-founder and chief executive officer Toby Sun would transition out of the C-suite to focus on company culture and R&D. Brad Bao, a Lime co-founder and longtime Tencent executive, will assume chief responsibilities, Lime confirmed to TechCrunch.

“Lime has experienced unprecedented growth in the global marketplace under the joint leadership of our co-founders Brad Bao and Toby Sun,” the company said in a statement provided to TechCrunch. “Fortunately, Lime’s structure allows for our executive leadership to be multipurpose and we are making a few changes to our team today to seize the opportunity ahead of us.”

Sun and Bao launched Lime together in late 2016. The San Francisco-based company had near-immediate success, attracting hundreds of millions in venture capital funding and reaching a valuation of more than $1 billion in only a year and a half. Today, the company is valued at $2.4 billion and is expected to hit the fundraising circuit soon.

In addition to today’s CEO shake-up, Lime’s chief operating officer and former GV partner Joe Kraus has been promoted to the role of president. Kraus joined Lime full-time late last year after more than a decade at the venture capital arm of Alphabet.

Bao, given his Tencent tenure, seems like a natural choice to lead Lime into a more mature phase of business. Sun, a former investment director at Fosun Kinzon, has less operational experience than his counterpart, who was most recently the vice president of the Chinese conglomerate’s gaming division.

News of Sun’s demotion comes hot off the heels of a fresh new marketing campaign, featured above, in which the Lime co-founders describe the scooter-sharing startup’s origin story and grand ambitions. The company, backed by Bain Capital Ventures, Andreessen Horowitz, Fidelity Ventures, GV, IVP and a slew of other top-notch investors, is active in more than 100 cities in the U.S. and 27 cities internationally. As of June, riders had taken more than 50 million trips on one of Lime’s vehicles.

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May
28

Win a Wild Card to compete in Startup Battlefield at Disrupt 2020

Canopy, an upscale, profitable developer of co-working spaces, has expanded its footprint in San Francisco to a third location on the heels of a strategic financing round.

Co-founded by the product designer Yves Behar; the second-generation design-build developer Amir Mortazavi; and Steve Mohebi, a serial entrepreneur with experience spanning real estate and healthcare (and the former director of sales at BetaSphere); Canopy bills itself as a better-designed WeWork for high-powered adults (or aspiring high-powered adults).

Canopy co-founders Amir Mortazavi, Yves Behar and Steve Mohebi

The company opened its latest office space in the financial district of San Francisco and has plans to double its Jackson Square location with a new penthouse space.

Investors in the round were culled from Canopy members and a few institutional investment funds, including Structure Capital, Montage Ventures and Graph Ventures, and individuals like Erik Blachford, the former chief executive of Expedia, Mark Pincus, the former chief executive of Zynga and Spencer Rascoff, the co-founder of Zillow.

Canopy’s latest office will be at 353 Kearny Street and Pine. The ground floor will house a retail store in partnership with Monocle Magazine and the building will contain 32 offices suitable for everyone from one person shops to larger teams of 10.

Like all of its offices, Canopy’s new building will be kitted out with Herman Miller sit-to-stand desks and Sayl chairs, and sound masking for privacy.

“Designing our spaces along with my friend and co-founder, Yves Behar, to serve the unmet demands of the premium segment has been a true labor of passion,” said co-founder and CEO, Amir Mortazavi, in a statement. “We build everything around our members’ needs — a generosity of space, abundant natural light, easy flow between private and shared spaces — to ensure the overall Canopy experience is at once inspiring and calm.”

The company boasts 300 members already and its founders say the business is already profitable. Canopy’s workspaces are not for everyone. Prices start at $100 per month to take advantage of the company’s addresses for people who want a virtual office. For folks who want 10 days’ worth of access to the co-working space’s common areas and an actual seat at a table, the price tag is $365 per month ($275 gets you 60 days of access out of a year).

Meanwhile, anyone who wants to be able to sit at an actual, dedicated workstation that’s theirs and theirs alone in a Canopy space better be willing to shell out $925 per month. That’s… not cheap, but it is a piece of Canopy that a customer can call their own.

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Mar
21

10 countries are now tracking phone data as the coronavirus pandemic heralds a massive increase in surveillance

Streem, an AR startup that is meshing teleconferencing software with computer vision tech, has acquired a small U.K. startup called Selerio that’s also building out augmented reality technologies.

The startups were both members of betaworks’ VisionCamp accelerator program last year where they met and collaborated while tackling separate computer vision problems in the AR space.

Streem’s play is that they can create a kind of souped-up Skype call that enables home service providers to get more visual data in the course of chatting with home-owners. This can be something simple like character recognition that enables users to point their phone rather than reciting a 30-character serial number; the company can also take measurements or save localized notes.

The Portland startup has disclosed more than $10 million in funding, though they have also just closed a new bout of funding (they’re not sharing the amount yet).

Selerio’s focus is all about gaining a contextual understanding of a space. The startup was spun out of research from Cambridge University. The company has not disclosed its amount of seed funding, but betaworks, Greycroft Partners and GGV Capital are among its backers. All three of Selerio’s employees have joined Streem as part of the acquisition.

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May
29

From a Security VAR to a $10 Million ARR SaaS Product Business: Andrew Plato, CEO of Anitian (Part 5) - Sramana Mitra

A 65-year-old company isn't exactly a startup. But The Predictive Index has started to look a lot like one to its CEO, Mike Zani.

Zani and his business partner, Daniel Muzquiz, bought the venerable personality testing company five years ago with the idea of reinvigorating it. Having been customers of The Predictive Index for 10 years, they were fans of its product and believers in its value.

But then the company started growing rapidly, with revenue jumping by nearly 40% annually. And Zani and Muzquiz started to think the company had the potential to grow even faster.

"When we bought the Boston-based company in 2014, we knew it was a great company. We knew it was a great product. But I don't think we fully saw the size of the potential," Zani told Business Insider in an interview earlier this month. They eventually realized, he continued, that "the idea was bigger than we originally saw."

Since its founding, The Predictive Index has offered tests that allow companies and organizations to assess the personalities of their executives and employees. The tests, distributed through a network of partners, are designed to be used to help companies hire the people whose personalities best fit their culture or needs and to help them organize teams with people who mesh together.

It took a lot of work to revamp The Predictive Index

When Zani and Muzquiz took over The Predictive Index, they found a company in need of a lot of work. They set to work rebuilding its partner network, boosting it from 47 to 160. They worked on getting new studies done that would verify the scientific validity of the company's tests. And they rebuilt its technology infrastructure.

"It was a huge lift on many fronts to reenvision and reinvent and re-found the company," Zani said.

Today, The Predictive Index offers a subscription software service that allows customers to administer its tests and collect and analyze the data from them. Its partners help sell its service, offer workshops to help clients use the tools, and consult with companies about how to interpret and act on the results.

As they revitalized The Predictive Index, Zani and Muzquiz realized that the company was really in what Zani calls the talent optimization business. In that market, they had few competitors and lots of opportunity, he said.

Nearly every CEO has a business strategy for his or her company. Most also have a financial plan to support and further than strategy. But few have worked out a high-level hiring plan that can guide who they hire and promote, Zani said. That's where The Predictive Index comes in.

Its service allows companies to design a plan for building out their talent base and then use that plan to help them figure out who to hire and promote and how to group those employees together.

"Our platform really enables a talent strategy to happen," he said.

Zani sees a huge opportunity ahead

The Predictive Index already has 7,100 clients, who represent a wide range of different industries, sizes, and types of organizations, including churches, professional sports teams, startups, and mining companies. But Zani thinks the total potential market for its services is much, much larger.

"There are hundreds of thousands of entities — companies — that would benefit from this," he said.

When Zani and Muzquiz took over The Predictive Index, they funded its expansion and revitalization with its operating cash flow. But they decided that in order to take advantage of the opportunity they saw, they were going to need a boost. So they went out looking for outside investors.

In January, they raised $50 million from venture capital firm General Catalyst in a Series A funding round. They're using the funds to further develop the service and the partner network. They also brought in General Catalyst to sit on The Predictive Index's board to offer advice on how to grow the company, Zani said.

Read this: Here's the pitch deck a Silicon Valley startup used to raise $15 million to promote its edge-computing service

Their focus is on "how do we turn this into a multi-billion dollar revenue company," Zani said, "because the total addressable market could easily support that."

Here's the pitch deck The Predictive Index used to raise its $50 million funding round:

Original author: Troy Wolverton

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May
23

Here are all the major US tech companies blocked behind China's 'Great Firewall'

The tech Cold War between US and China is running hotter than ever since the Chinese tech giant Huawei was blacklisted from doing business in the US.

President Donald Trump's reason for blacklisting Huawei revolves around national security fears that the company's technology could be used for Chinese government-sponsored spying. The move, which also prevents Huawei from buying parts and components from American companies, could prove to have a hugely detrimental effect on Huawei's production of its popular smartphones and laptops.

Meanwhile, US tech companies have been largely banned from doing business in China for years. Communist-ruled China has long maintained strict regulations on which websites and social media platforms are accessible in the country — and which are blocked behind China's so-called "Great Firewall" of internet censorship.

That ban prevents companies like Facebook, Google, and Dropbox from reaching the country's over 800 million internet users. Still, it doesn't mean that China doesn't factor into the equation for those companies: Facebook, for example, saw an estimated $5 billion in ad revenue from Chinese-based companies in 2018, making the country the company's second largest ad market, according to AdAge.

That "firewall" isn't impenetrable, either, as some Chinese citizens have found ways to circumvent blocks on websites by using virtual private networks (VPNs).

Here are the all the major US tech companies that are blocked from use in China, according to censorship tracker Great Fire:

Original author: Paige Leskin

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May
23

Southwest Airlines is going to allow people who don't want to fly on the Boeing 737 Max to switch planes for free (LUV)

Those who don't want to the fly on the Boeing 737 Max won't have to. According to Southwest Airlines Chief Marketing Officer Ryan Green, passengers who find themselves booked on a 737 Max flight will be allowed to switch flights free of charge.

"If they're uneasy about flying on a Max aircraft, we'll be flexible with them," Green told CNBC. "We'll be understanding of that and allow them to fly on a different flight without paying any difference in fare."

The Dallas, Texas-based low-cost carrier does not charge passengers a fee to change their tickets, but it does charge customers the difference in airfare. But in the case of concerns around the Max, an exception will be made.

Read more: American Airlines CEO reveals when he would feel safe flying on the Boeing 737 Max again.

All 371 Boeing 737 Max airliners in service around the world have been grounded since March 13 following the crashes of Ethiopian Airlines Flight ET302 and Lion Air Flight JT610. Southwest Airlines is the largest operator of the Boeing 737 Max, with a fleet of 34 aircraft. All 34 planes, which are in desert storage in Victorville, California, have been pulled from the flight schedule until at least August 5. However, in a recent statement, Southwest CEO Gary Kelly said the company does not have a confirmed timeline for the 737 Max's return to service.

Southwest's concerns about passengers who may not want to fly on the 737 Max are reasonable. A poll conducted by Business Insider a week after the Ethiopian Airlines crash showed that 53% of American adults surveyed would not want to fly on a Boeing 737 Max, even after the Federal Aviation Administration clears the aircraft for service.

Original author: Benjamin Zhang

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May
29

Cisco to acquire internet monitoring solution ThousandEyes

As direct-to-consumer companies that launched on Facebook look for their next customers, at some point they'll look to television, with its ability to introduce products to a new, mass audience.

But for many of these performance-driven companies, TV is still out of reach in price and ability to prove it drives sales.

Read more: TV giants like NBCUniversal and CBS are gunning for direct-to-consumer ad dollars, but challenges still hold back marketers

Comcast Ventures, the investment arm of cable giant Comcast, is trying to crack the code. The 20-year-old fund has 55 consumer-aimed startups in its portfolio, including direct-to-consumer companies Away luggage, fashion jeweler Baublebar, and discount store Hollar. Four years ago it launched Accelerate, a program to help its DTC portfolio companies advertise on linear TV. Eight companies have gone through the program, including Away, Baublebar, and Zola.

"Many startups come up through digital advertising," Arjun Kapur, growth partner at Comcast Ventures and head of Accelerate, told Business Insider. "Over time, their cost of acquisition on Facebook, Google, goes up. We recognized, TV is expensive. So we take over all the TV advertising for a startup. We probably fast-forward their life on TV by two years. We're creating the next generation of TV advertisers."

Comcast Ventures provides agency-like services

Comcast Ventures does many of the things an ad agency would: Advising the companies on (but not making) creative and handling their TV planning, buying, optimizing, and measurement. The goal is to prove TV works so the startup can hire its own agency and experts.

The program also helps Comcast's other units by steering business their way.

NBCUniversal does around $10 billion in annual TV revenue and is looking to DTC companies to fuel its growth. The startups that have gone through Comcast Ventures' Accelerate spend $3 million to $5 million on TV per year, said Andrew Kwok, who has been managing the program since 2017, and a portion of that goes to NBCU and Comcast cable properties. (Kapur said Comcast Ventures takes advantage of its corporate brethren NBCUniversal and Comcast Cable but it doesn't limit its ad buys to those properties. "Our goal is to get the best ROI; for some, NBC, Comcast, doesn't work. We're agnostic to what their media plan ends up being.")

To be sure, DTC's impact on TV is still a drop in the $70 billion annual TV advertising bucket — for all of 2018, DTC companies spent $2 billion in TV advertising. But DTC companies are starting to nibble away at traditional marketers that have been the bedrock of television's business.

Comcast Ventures is smart to give these companies media skills at a time when few DTC companies are doing TV and fewer are doing it well, said Mike Duda, managing partner at agency and venture capital fund Bullish, which has invested in DTC darlings like Casper, Harry's, and Birchbox.

"If all you do is bring money, it's a commodity," he said.

Comcast Ventures is trying to expand its services beyond TV advertising

The Accelerate program has largely flown under the radar. Now Comcast Ventures is ramping it up with new hires and plans to extend it to other kinds of advertising and services, like events, or payment processing. It hired Kapur in March to oversee the program and Sue Kwon in October to help Comcast Ventures' and its portfolio companies with their PR and marketing.

"We started in TV and are expanding beyond that," Kapur said. "Just bringing an investment dollar to a company is no longer valuable. There are so many businesses that need the support, expertise we have, that we should be leveraging. That's what the next generation of founders wants."

Comcast Ventures is also looking at ways it can push other levers at Comcast to benefit its portfolio companies. To that end, it hired Madura Wijewardena in January as head of business development to connect portfolio companies with other units in Comcast.

TV is still daunting for many DTC companies

TV still has its doubters for many DTC companies, because of the sticker shock and skepticism it can drive sales. Companies have to be big enough to take part in the program, which is invite-only.

Bullish's Duda said many DTC founders are brilliant but they're too narrowly focused on performance marketing, and at some point, its effectiveness will decline. Meanwhile, television can work extremely well and be another arrow in their quiver, he said.

One such startup in Accelerate was Hippo Home Insurance, which started in 2015 to simplify home insurance. The Accelerate program helped it run TV ads on cable and measure it using TVSquared, a TV measurement and optimization firm, said Andrea Collins, head of brand marketing at Hippo.

Collins now says Hippo is sold on TV's value for driving brand and sales goals. But Hippo initially was wary of TV's high perceived cost and the need to prove it worked, something TV traditionally hasn't been used for.

Kapur acknowledged these limitations. "The lead time and cost, should it not work — TV is a little bit of a fear factor," he said. "There's a lot of companies for whom TV can seem daunting and out of reach. We reduce the chances of failure significantly. But the entry is still challenging."

Comcast Ventures is trying to get an edge

The Accelerate program serves a bigger purpose at Comcast Ventures.

CB Insights ranked Comcast Ventures as the 13th most active corporate startup investor behind firms like Google Ventures, Intel Capital, and Salesforce Ventures — down from 4th place in 2017.

With corporate venture capital pouring into startups, competition among firms is stiff. But Comcast Ventures thinks that providing these kinds of services can give it a leg up. If the startup wins, so does Comcast Ventures.

Comcast Ventures also is looking to invest earlier in a company's lifespan to improve its chances of success.

"There's so much money out there, but we're trying to differentiate ourselves by bringing an advantage," Kapur said. "We all know startups are more likely to fail than not. We want to increase the success rate of the portfolio and be above the industry average."

Original author: Lucia Moses

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May
23

How to turn on your iPhone's Personal Hotspot feature, and use it as a portable internet hub for your other devices

The most amazing thing about a smartphone is how easily it connects to the internet. From anywhere on the planet with a cell signal, you can connect to the world via email, apps, YouTube, and more, and you can enjoy millions of different websites, videos, music, and every other kind of media out there.

When you have an iPhone, another amazing aspect is its ability to allow other devices to connect to the internet as well. The Personal Hotspot feature allows you to connect other internet-ready devices to the web via your phone's cellular connection.

How to turn on Personal Hotspot on an iPhone

1. Launch the Settings app.

2. Scroll down to and tap on "Personal Hotspot."

Tap the "Personal Hotspot" tab in your Settings. Steven John/Business Insider

3. Tap the switch at the top to toggle your hotspot on.

If the switch at the top of the Personal Hotspot page is white, your hotspot is off; if it's green, your hotspot is on. Steven John/Business Insider

Your phone is now broadcasting a a Wi-Fi signal that other devices can connect to. An auto-generated password will be displayed beside "Wi-Fi Password." You can tap that password to change it if you'd like.

How to access and use your iPhone's Personal Hotspot with another device

Now, on the device that you want to give internet access to, navigate to your respective Wi-Fi menu. On another iPhone or iPad, this will be in the Settings menu. On a Mac computer, it will be in the right side of the menu bar at the top of your screen. On Windows, it will be in the right side of your taskbar at the bottom of the screen.

You should see the name of your iPhone beside two interlocking rings, or a regular Wi-Fi symbol. Click there, and enter the password from your phone when prompted. In a few moments, your device will connect, and you'll be online.

You'll have to enter your hotspot's password the first time you connect another device to it. Steven John/Business Insider

To connect to the web via your iPhone using Bluetooth, pair the device in question with your phone.

You can also plug your phone directly into a computer (or another device with a USB port) to provide internet through a wired connection. Select the name of your iPhone from the list of networks offering internet access.

And a quick pro tip: if you want to bump anyone off your hotspot without turning off the hotspot altogether, change the password. It will kick anyone using the connection off and you'll just have to enter the new password.

Original author: Steven John

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May
23

Multiple Snap employees reportedly accessed user data improperly — including location information, phone numbers, and saved Snaps (SNAP)

Years ago, multiple Snap employees improperly accessed user information through internal tools, giving them the ability to spy on individuals using the video and messaging service, according to a Motherboard report on Thursday.

The data look-up system — known internally as "SnapLion" — was originally built by the company to help fulfill requests from law enforcement officers (or LEOs) who needed user information for things like court orders or subpoenas, according to the report. "LEO," the acronym for law enforcement officer and name of the cartoon character "Leo the Lion," eventually helped the data tool get its name, "SnapLion."

But according to sources and correspondence obtained by Motherboard, multiple Snap employees abused their access to user data at the time. In some instances, that access would have included the ability to look up location information, saved Snaps, and personal information such as phone numbers and email addresses.

In its report, however, Motherboard said it was unable to conclude exactly how the data was misused. The report also didn't specify a precise timeframe for when this abuse could have occurred, other than that to say it was "several years ago."

A Snap spokesperson did not immediately respond to Business Insider's request for comment.

Read more: Facebook banned 2.2 billion fake accounts in the first 3 months of this year. That's almost equal to the number of real people who use it.

One former employee in the Motherboard report said that early tracking of who at the company was accessing user data through SnapLion was unsatisfactory. Better monitoring was established over time, the former employee told Motherboard.

Read the full Motherboard report here.

Original author: Nick Bastone

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May
23

Watch Ford's delivery robot that walks on two legs like a human

Following is a transcript of the video.

Michelle Yan: This is Ford's 2-legged delivery robot. It's called Digit. Ford is working with Agility Robotics to create autonomous deliveries. Once a self-driving car arrives at its destination, Digit will unfold itself from the back of the car. Then, it'll grab the correct package from the vehicle and walk straight to your door to drop off the package. Digit was designed to look like a human and walk like one, too.

Jonathan Hurst: Our goal with Digit is to have a robot as a mobility platform that can be in human spaces, go where people go, and work with people. And there are so many applications where that's going to be a useful and important task. One of the big ones is package delivery. A robot vehicle that can drive on all our roads is going to be able to do that. But how do you get it from the vehicle to the doorstep? And that's where our robot comes in. That's what Digit can do.

Michelle Yan: It can carry packages that weigh up to 40 pounds, go up and down stairs, walk naturally through uneven terrain, and can even keep its balance if it bumps into something. How is it able to do all that? LiDAR sensors and a few stereo cameras, which is what many self-driving cars also use. The self-driving vehicle can wirelessly deliver information to Digit. This exchange of information can help Digit use the best pathway to the front door and overcome unexpected obstacles.

Jim McBride: We'd envision the AV to arrive at the site with all the information you'd need to know about starting a mission. We'd have the prior maps and the AV would be able to aid the robot when it got out of the vehicle, in knowing where it was and where it needs to go. And additionally, the AV is full of sensors and computers that can help the robot, which is a little bit thriftier around those components. Should it run into any difficulties in package delivery, we can either solve the problem on the car or we can relay that information to the cloud for further assistance.

Michelle Yan: This also helps keep Digit super lightweight and allow for a long run time. Ford claims Digit can operate most of the day. No word yet on when Ford expects to send Digit out on its own or where it will first launch. So, would you answer the door if this rang your doorbell?

Original author: Michelle Yan

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May
23

From launch to launch: Peter Beck on building Rocket Lab’s orbital business

Breaking into the launch industry is no easy task, but New Zealand’s Rocket Lab has done it without missing a step. The company has just completed its third commercial launch of 2019, and is planning to increase the frequency of its launches until there’s one a week. It’s ambitious, but few things in spaceflight aren’t.

Although it has risen to prominence over the last two years at a remarkable rate, the appearance of Rocket Lab in the launch market isn’t exactly sudden. One does not engineer and test an orbital launch system in a day.

The New Zealand-based company was founded in 2006, and for years pursued smaller projects while putting together the Rutherford rocket engine, which would eventually power its Electron launch vehicle.

Far from the ambitions of the likes of SpaceX and Blue Origin, which covet heavy-launch capabilities to compete with ULA to bring payloads beyond Earth orbit, Rocket Lab and its Electron LV have been laser-focused on frequent and reliable access to orbit.

Utilizing 3D printed engine components that can be turned out in a single day rather than weeks, and other manufacturing efficiencies, the company has gone from producing a rocket a year to one a month, with the goal of one a week, to match or exceed its launch cadence.

Seem excessive? The years-long backlog of projects waiting to go to orbit disagrees. There’s demand to spare and the market is only growing.

Peter Beck, the company’s founder and CEO, sat down with us to talk about the process of building a launch provider from scratch, and where the company goes from here — other than up.

Devin: To start with, why don’t we talk about the recent launches? Congratulations on everything going well, by the way. Any thoughts on these most recent ones?

Peter: Thanks, it’s great to be hitting our stride. We wanted electron to be an accurate vehicle and we’re averaging within around 1.4 kilometers. When you get into what that means, at those speeds it takes 180 milliseconds to travel 1.4 km, so we’ve got the accuracy down pat.

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May
23

Indian PM Narendra Modi’s reelection spells more frustration for US tech giants

Amazon and Walmart’s problems in India look set to continue after Narendra Modi, the biggest force to embrace the country’s politics in decades, led his Hindu nationalist Bharatiya Janata Party to a historic landslide re-election on Thursday, reaffirming his popularity in the eyes of the world’s largest democracy.

The re-election, which gives Modi’s government another five years in power, will in many ways chart the path of India’s burgeoning startup ecosystem, as well as the local play of Silicon Valley companies that have grown increasingly wary of recent policy changes.

At stake is also the future of India’s internet, the second largest in the world. With more than 550 million internet users, the nation has emerged as one of the last great growth markets for Silicon Valley companies. Google, Facebook, and Amazon count India as one of their largest and fastest growing markets. And until late 2016, they enjoyed great dynamics with the Indian government.

But in recent years, New Delhi has ordered more internet shutdowns than ever before and puzzled many over crackdowns on sometimes legitimate websites. To top that, the government recently proposed a law that would require any intermediary — telecom operators, messaging apps, and social media services among others — with more than 5 million users to introduce a number of changes to how they operate in the nation. More on this shortly.

Growing tension

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