Mar
22

Gluecon 2019 Diversity Scholarships

Amy and I are underwriting the Gluecon 2019 Diversity Scholarships through our Anchor Point Foundation.

Kim and Eric Norlin, who run Gluecon, have had a simple goal around diversity at the Gluecon for many years.

The goal is quite simple: to create as diverse and welcoming a conference environment as we can.

The diversity scholarships are one approach to this. The Gluecon code of conduct is another. Kim and Eric have always been deliberate about inviting a diverse set of speakers and panelists and Gluecon has always been a favorite conference of mine when I’ve been around for it.

If you are interested in applying for a diversity scholarship, send an email to enorlin AT mac.com with the following:

a quick biography a short paragraph explaining why you’d like to attend, and how you feel you’ll contribute to gluecon

And, if you are interested in Gluecon separate from this, reach out to Eric or sign up online. It’s May 22nd and May 23rd in Boulder. The topics include things like APIs, DevOps, Serverless, Edge Computing, Containers, Microservices, Blockchain-driven applications, and the newest tools and platforms driving technology.

Original author: Brad Feld

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Mar
22

1Mby1M Virtual Accelerator Investor Forum: With Nandini Mansinghka of Mumbai Angels Network (Part 4) - Sramana Mitra

Sramana Mitra: You mentioned traction. For Mumbai Angels to be interested in a company, what kind of traction do you want to see? It sounds like you don’t do concept financing, do you? Nandini...

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Original author: Sramana Mitra

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Aug
17

In tech, reliability comes before innovation

“Don’t read the comments” is one of those clichés that sticks around because it’s still good advice — maybe the best advice. But the team at Respondology is trying to change that.

The company started out by helping brands find and respond to messages on social media. Senior Vice President of Sales Aaron Benor explained that in the course of that work, it also built a tool to mitigate “the vitriol, the awful toxicity of online social media.”

“We realized that the tool had a lot more legs than we thought, and we decided to pursue it full force and sunset the advertising business,” Benor said. “What really I love about this new product is that the big picture, long-term, is: We can put an end to cyberbullying.”

That’s a big goal, and to be clear, Respondology isn’t trying to reach it immediately. Instead, it’s launching a product called The Mod that allows individual brands and influencers to weed out toxic, trollish or spammy comments on Instagram and YouTube, rendering them invisible to most followers.

Benor explained that the product has two lines of defense. First, there’s automated keyword detection, where certain words will cause a comment to be flagged. The customer can decide which categories they want to filter out (“mild” or “severe” swearing, sexual references, racist remarks and so on), and they can also view and reinstate flagged comments from their Respondology dashboard.

Respondology settings

Second, the company has built up a network of around 1,500 moderators who look at all the comments that aren’t flagged, and they can decide whether they’re appropriate to post. So even if a comment doesn’t use one of the red-flag keywords, a human can still catch it. (Customers that want to be extra careful can also turn on an option where multiple moderators vote on whether a comment should be hidden or posted.)

Benor demonstrated the system for me using a test Instagram account. I got to play the troll, posting several comments at his prompting. Each time, the comment was visible for just a few seconds before the Respondology system sprang into action and the comment disappeared.

When I posted profanity, it was automatically flagged and stayed hidden, while my other comments popped up in the moderation app — and if they were approved, they’d reappear on Instagram. All of this activity remained hidden from my account, where it just looked like my comments had been published normally.

Of course, the big social platforms have built their own moderation tools, but it seems clear that the problem remains unsolved. And even if platform moderation improves, Benor said, “This is an agnostic tool. [Our customers] have complete choice and control. This is not the platform saying, ‘This is what we’re going to offer you’; this is what’s going to work for you as a creator.”

We also discussed a recent story in The Verge highlighting the impact that moderating toxic content can have on people’s mental and emotional health. But Benor argued that while Facebook moderators have to spend most of their time dealing with “the worst of the worst,” Respondology’s team is mostly just approving innocuous commentary. Plus, they’re freelancers who only work when they want, and can stop at any time.

“We haven’t heard any negative feedback,” Benor added. “We all act as moderators ourselves — because what better way is there to know the product and understand it — and I’ve never been shocked by what I’ve seen.”

Respondology charges customers of The Mod based on the volume of comments. Benor said the pricing can range from “a few dollars a month to a few thousand dollars a month.”

Ultimately, he’s hoping to release a version for non-professional users too — so parents, for example, can automatically hide the worst comments from their kids’ online accounts.

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Mar
22

Best of Bootstrapping: Cinedigm Acquires Bootstrapped 1Mby1M Company Future Today for $60 Million - Sramana Mitra

Exciting news: Future Today, a One Million by One Million (1Mby1M) incubated company, has been acquired by entertainment distributor and digital-network operator Cinedigm for $60 Million. Buy Side...

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Original author: Sramana Mitra

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Aug
17

Paradox Arc publishing initiative launches first game, Across the Obelisk

There were some edit issues in the initial publishing of this week’s Equity episode that have been corrected. The player below will play the corrected episode.

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines.

This week Kate Clark and Alex Wilhelm took us through an IPO, a big round, 943 startup pitches, two new unicorns and some scooter news. A very 2019 mix, really.

Up first we took a peek at the latest from the Lyft IPO saga. Recall that Lyft is beating Uber to the public markets, and we can report that it’s having a good time doing so. The popular ride-hailing company, second-place by market share in its domestic market, is oversubscribed at an already healthy valuation. If the company will raise its price and the number of shares that it sells isn’t yet known, but early indications hint that Lyft timed its IPO well.

Next, we took a look at the recent OpenDoor round that has been long-rumored. Tipping the scales at $300 million, and valuing the home-buying-and-selling startup at $3.8 billion, the company’s latest equity event was a bit higher than expected. There are other players in its space, and the firm isn’t yet recession-tested. All the same, a Murderers’ Row of capital lined up for the latest round.

Moving on, Kate went to Y Combinator’s Demo Day and got a closer look at the accelerator’s latest batch. There were a ton of two-minute pitches, many of which sounded the same, but chances are we’ll see a few unicorns emerge from the bunch. And, interesting tidbit, some of the companies actually forwent Demo Day and raised capital before they could hit the stage!

Later, we discuss two new unicorns. This week’s unicorns had a theme and one that was new to Equity. This time, both the billion-dollar businesses mentioned on the show were founded by women. As Kate noted, there aren’t too many of those, so to see two in the same week is great.

Glossier, founded by Emily Weiss, brought in a $100 million Series D led by Sequoia Capital . The round values the beauty business at a whopping $1.2 billion, tripling the valuation it garnered with a $52 million Series C in 2018. As for Rent The Runway, a startup founded by Jen Hyman and Jennifer Fleiss, it closed a $125 million round led by Franklin Templeton Investments and Bain Capital Ventures. This round values the company at $1 billion. Hyman took to Twitter to share some inspirational words on raising capital as a woman, a pregnant woman, in heels!

And finally, we took a look at a Parisian scooter tax. Mostly because Alex wanted to talk about Paris.

And that’s Equity for the week. We’ll see you soon!

Equity drops every Friday at 6:00 am PT, so subscribe to us on Apple PodcastsOvercast, Pocket Casts, Downcast and all the casts.

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Nov
21

Report: Only 21% of remote workers say they are aware of cyberthreats

According to a Market Research Engine report published earlier last year, the global internet domain name system market is expected to grow 13% annually through to 2024. GoDaddy (NYSE: GDDY), an...

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Original author: MitraSramana

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Nov
21

No-code webhooks provider Svix snags $2.6M to simplify software management

Travis Kalanick may be busy cooking up a cloud kitchen business, but that hasn’t stopped the former Uber CEO’s VC fund from making its first investment in Southeast Asia. 10100, the firm that Kalanick launched last year for investments in Asia, just took part in a $7.6 million seed round for Kargo, an early-stage “Uber for trucks” startup based in Indonesia and — you guessed it — was founded by a former Uber Asia executive.

Kargo takes some of the concepts behind Uber and applies them to trucking and logistics. That’s to say that business customers order trucks using a mobile app or website, but the scope is wider, Kargo CEO and co-founder Tiger Fang told TechCrunch. Unlike Uber, Kargo works with truck operators and 3PLs rather than truck drivers themselves.

The goal is to remove excessive middlemen who broker logistics and trucking deals and thereby provide greater transparency, better quality service and improved financials for clients and those operating the services — so cheaper pricing for companies and a larger share of the revenue for those actually out driving. So rather than being subject to closed discussions and chains of brokers, each taking their cut, Kargo wants to offer a more direct connection between logistics operators and clients.

“This is a huge opportunity,” Fang said in an interview. “We’ve been looking at what types of problems we can go and solve [since the Uber-Grab deal]… starting another e-commerce startup was probably not the best idea.

“We hope we can lower the price for shippers and raise the earnings from shippers and transporters,” he added. “We think there are hundreds of thousands of smaller companies who all get their jobs from agents and middleman.”

Fang — whose stint at Uber included time in the U.S., launches across Southeast Asia and managing its business in Chengdu, once the company’s busiest city on the planet based on daily trip volume — started Kargo late last year with Yodi Aditya, its CTO, following “months” of research after Uber sold its local business to Grab . They went on to close the financing deal before the end of 2018 and launch in beta early this year.

Operationally, Fang said Kargo is currently piloting with “a couple of big FMG companies” and their logistics, while, on the supply side, it has access to “thousands” of trucks. The initial focus is strictly on FMCG, he added, because each industry and segment requires different types of trucks.

As those figures suggest, Kargo is in its early stages, and that makes a $7.6 million seed round pretty notable. Yes, valuations and rounds have been ratcheted up in Southeast Asia, where investors and tech companies see potential as internet access grows among the region’s 600 million-plus consumers, but this is a large check for a venture that is literally just kicking off. But that’s not all; the caliber of the backers is also quite unlike your average seed deal.

Kalanick’s 10100 firm is participating, but the round is led by Sequoia India and Southeast Asia, which announced its new $695 million fund six months ago and has since added an early-stage accelerator program. Other names involved include China’s Zhenfund, Indonesia-focused Intudo Ventures, a personal investment from Patrick Walujo — co-founder of Indonesian hedge fund group North Star — ATM Capital, Innoven Capital and Agaeti Ventures from Indonesian businessman Pandu Sjahrir.

Kalanick is, in many ways, the headline investor, given his profile and connections to Fang and others at Kargo. TechCrunch understands that Kalanick agreed to invest last year when he visited Southeast Asia on a trip that combined hiring for his CloudKitchens startup and more generally catching up with the Uber alumni in Asia.

Fang declined to comment on the circumstances, but he said Kalanick “has been a big mentor” to him.

Clearly, a lot of the interest in Kargo stems from the team’s credentials — Fang said a large chunk of Kargo’s 50-person team are ex-Uber Asia — but there are also promising examples of what Kargo is doing in other parts of the world.

China’s two trucking platform unicorns merged to create Full Truck Alliance Group, a startup reportedly valued at $10 billion that counts Google and SoftBank among its investors, while in India, Blackbuck is reportedly raising at an $800 million valuation. It’s logical, then, that Indonesia — the world’s fourth largest population and Southeast Asia’s largest economy — would also come under the radar, and Fang believes that his team is ideally suited to go after the problem.

The focus is entirely on Indonesia for now, where Fang believes logistics accounts for close to one-quarter of the national $1 trillion GDP, but further down the line he anticipates there will be expansions across Southeast Asia and potentially beyond.

“We definitely want to build a global company,” he said.

Uber had a tough run in Indonesia. Taxi drivers and those with interests in the industry staged often-violent demonstrations in protest at this “foreign” entrant that posed a threat to their businesses and financial returns. Trucking feels a lot like that with decades of inefficiencies in place, and certain parties profiting from those extended chains of deal-making. Like taxis, those who are being disintermediated aren’t likely to take a threat lying down, so it remains to be seen if Fang, and his fellow ex-Uberites, will run into similar conflict in the future. But Kargo is certainly off to a bright start with plenty of money to go out and test its thesis.

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Mar
22

1Mby1M Virtual Accelerator Investor Forum: With Yash Hemaraj of Arka Venture Labs (Part 1) - Sramana Mitra

Responding to a popular request, we are now sharing transcripts of our investor podcast interviews in this new series. The following interview with Yash Hemaraj was recorded in February 2019. Yash...

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Original author: Sramana Mitra

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Aug
19

StreamElements: Games get streaming viewership boost with updates

This is a preview of a research report from Business Insider Intelligence,Business Insider's premium research service. To learn more about Business Insider Intelligence, click here. Current subscribers can read the report here.

Third-party logistics (3PL) providers have been the cornerstone of retail supply chains for decades. 3PL providers are defined by the Council of Supply Chain Management Professionals (CSCMP) as "a specialized company that handles the outsourcing of much or all of a company's logistics operations."

Business Insider Intelligence

Today, the term has become nearly synonymous with any company in the logistics industry that operates planes, trucks, or warehouses.

But the rapid growth of e-commerce has given rise to new services and business models, challenging the 3PL model. Traditional 3PL relationships are well suited to route orders from a factory to a distribution center to a brick-and-mortar store, but they're typically ill-equipped to bring parcels to customers' homes.

Historically, retail supply chains had a single destination: stores. And even the largest retailers only had a few thousand of them — Walmart operates 5,000 stores in the US and Puerto Rico, for instance — allowing retailers to rely on a handful of 3PL providers that had warehouses near their brick-and-mortar locations.

But the rise of online shopping has turned that model upside down. Now, retailers must deliver their products directly to the homes of the more than 300 million consumers in the US — and increasingly within only a few days — a far greater challenge than delivering directly to stores.

Meeting this challenge requires a higher number of supply chain partners than before, meaning products often change hands several times before they arrive at a consumer's door. To effectively manage this complex new environment, some retailers are opting for one of two approaches to supply chain management: fourth-party logistics (4PL) providers or in-house supply chain management.

In Future Business Models in Logistics, Business Insider Intelligence details how the rise of e-commerce as a core consumer shopping channel has fundamentally transformed retail supply chains. We examine the primary two business models — 4PL and in-house supply chain management — and what's driving retailers to adopt these new models. Lastly, we offer recommendations for how legacy 3PL providers can adapt to meet the changing demands of retailers in the age of e-commerce.

The companies mentioned in this report are: Accenture, Deloitte, McKinsey, CH Robinson, Penske Logistics, UPS, DHL, XPO Logistics, JB Hunt, Kuehne and Nagel, Amazon, Alibaba, and JD.com.

Here are some of the key takeaways from the report:

Retailers' supply chains are being crunched: They must deliver a higher volume of goods to more locations than ever before, and must do so faster — a significantly greater challenge than delivering to brick-and-mortar stores. Such complexities require more 3PL partners than ever, requiring a separate entity to coordinate and manage the relationship between all these partners. Two popular models have emerged: 4PL providers and in-house supply chain managers. 4PL providers typically fall into one of two buckets: legacy 3PL providers that have transitioned into the 4PL space, and management consultancies that have long had supply chain management practices. Both 4PL providers and in-house supply chain management teams need to get comfortable collaborating with longtime competitors if they are to thrive in the managed supply chain environment. Legacy 3PL providers that transition into the 4PL space must carve out a separate business unit to house their 4PL business segments.

In full, the report:

Outlines several factors that legacy 3PL providers need to consider when deciding whether to transition into the 4PL space. Details why not all 3PL providers need to reinvent the wheel and carve out their own 4PL arms to thrive in the age of managed retail supply chains. Explains why legacy 3PL providers will be left behind if they don't learn to cooperate well with both 4PL providers and other 3PL providers.

Interested in getting the full report? Here are two ways to access it:

Purchase & download the full report from our research store. >>Purchase & Download Now Subscribe to a Premium pass to Business Insider Intelligence and gain immediate access to this report and over 100 other expertly researched reports. As an added bonus, you'll also gain access to all future reports and daily newsletters to ensure you stay ahead of the curve and benefit personally and professionally. >> Learn More Now

The choice is yours. But however you decide to acquire this report, you've given yourself a powerful advantage in your understanding of the fast-moving world of Transportation & Logistics.

Get the latest Alibaba stock price here.

Original author: Nicholas Shields

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Aug
18

Embracer Group agrees to buy Tripwire Interactive

Keatz, one of a growing number of so-called “cloud kitchens” — delivery-only restaurant brands running on the rails of Deliveroo and UberEats — has raised €12 million in new funding.

Backing the round are existing investors Project A Ventures, Atlantic Food Labs, UStart, K Fund and JME Ventures, which are joined by RTP Global. It adds to €7 million raised last May and will be used by the Berlin-based company to further expand its roll-out of cloud kitchens across Europe.

Launched in spring 2016, Keatz now operates 10 cloud kitchens across Europe, having expanded beyond Berlin to Amsterdam, Madrid, Barcelona and Munich. The startup’s network of satellite kitchens is designed to negate the high front-of-house costs found in conventional restaurants, while also selling takeout food that is better suited to delivery.

“We believe the last unsolved part in food delivery is the preparation of food itself,” Keatz co-founder Paul Gebhardt tells TechCrunch. “Delivery food today is often compromised and sold by companies focusing on hospitality and not delivery food. Classic brick and mortar restaurants simply have a different business model, namely hospitality, which is all about the experience and location and the food is meant to be eaten immediately. Nobody at Nandos or Byron Burger designed the food keeping in mind that the food might travel on a Deliveroo bike for another 15 minutes, mostly upside down in a delivery bag.”

Similar to other cloud kitchen startups, such as France’s Taster, Gebhardt says Keatz is changing this by focusing exclusively on food “made for delivery,” including designing dishes that can withstand a minimum 15-minute journey. The startup has a portfolio of eight delivery-only food brands, which are all prepared in the same shared kitchens.

“Our kitchens are usually between 100-200 square metres big and serve a delivery radius of 1-2 kilometres and we sell exclusively on existing delivery platforms, such as Deliveroo, UberEats, Glovo, JustEat, Delivery Hero and TakeAway. Food arrives warm in nice sustainable packaging,” he says.

Meanwhile, although Gebhardt thinks the future of takeout food will ultimately be drones delivering robot-cooked meals, he says autonomous kitchens are much more in reach than autonomous food delivery and already forms a large part of Keatz’s vision to build “highly automated kitchens.”

“It is much easier for us to iteratively automate our kitchens compared to drone-delivery, which is a fairly binary technological transition,” he explains. “Our existing cloud kitchens today are already much more automated than traditional kitchens, from Wi-Fi-connected convection ovens to a software-supported food assembly process. At the end of the day, high-quality food preparation is an on-demand manufacturing problem: a customer orders a burrito on UberEats and expects a warm meal 20 minutes later. This is quite a technological challenge we are trying to solve.”

To that end, Keatz’s cloud kitchens can be thought of as akin to a “factory operator.” Rather than developing autonomous kitchen hardware of its own, Gebhardt says the company is partnering with kitchen equipment and automation companies in a similar way to BMW partnering with companies to build its car manufacturing plants.

“Despite our ambition to automate the kitchen, we are also very keen on being a great employer,” he adds, citing above-market pay and comprehensive training opportunities. Today, Keatz employs around 200 people across its 10 kitchens in Europe.

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Nov
21

Europe’s AI laws will cost companies a small fortune – but the payoff is trust

Pilots who fly or have flown planes for Amazon air told Business Insider an accident was inevitable. Ted S. Warren/AP

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

Weeks before an Amazon Air plane crashed in February killing all 3 people on board, several pilots said they thought an accident was inevitable. Business Insider spoke with 13 pilots who work or have worked for Air Transport Services Group and Atlas Air Worldwide and have flown planes for Amazon Air. Elon Musk emailed every single Tesla employee that car deliveries should be their "primary priority" in what he's calling the biggest wave in company history. Tesla is racing to deliver cars before the end of the first quarter on March 31. Facebook employees had unfettered access to hundreds of millions of users' unencrypted passwords for years. Users' passwords were being stored in an unencrypted format, and reportedly were accessible by 20,000 workers at the company. Tesla is suing former employees, accusing them of stealing confidential information and giving it to robo-taxi rival Zoox. The company alleges in a new lawsuit that stolen documents helped Zoox "leapfrog" years of work on self-driving cars. Oracle quietly held a round of layoffs this week. This is not unusual for Oracle, which has held major layoffs every year. The CEO behind "Fortnite" says the entire video game industry is missing the "inevitable" trend as the barriers between consoles and smartphones get obliterated. CEO of Epic Games Tim Sweeney told Business Insider that the success of "Fortnite" shows that there's no such thing as a "mobile gamer" or a "console gamer" anymore. Walmart is reportedly considering taking on Google and Microsoft with a video game streaming service, according to US Gamer. The report comes just days after Google announced Stadia, an upcoming video game streaming service that aims to remove the need for expensive consoles. Facebook used experimental audio tech to shut down videos that AI missed after the New Zealand mosque massacres. In a blog published on Wednesday, the social media company admitted its use of AI for detecting harmful content was "not perfect." Amazon was accused of illegally firing a warehouse worker who protested against working conditions and HQ2. Rashad Long worked at the Staten Island warehouse, and in December participated in a protest over Amazon's planned HQ2 expansion. Reddit, Wikipedia, and PornHub are strong-arming users into protesting against laws that could change the face of the internet in Europe. The proposed copyright reform was already sent back to the drawing board once in July 2018, but received backing from the European Parliament in September.

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.

Original author: Isobel Asher Hamilton

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Mar
22

Someone is selling a Silicon Valley investor 'starter kit' as a joke about how venture capitalists all dress the same

The best venture capitalists are known for their ability to look at all the very many tech startups out there and pick out winners like Facebook or Uber.

They are not necessarily known for their unique fashion sense.

Enter VC Starter Pack, a gentle satire that lets you buy a bundle that includes two of the signature part of many investors' daily outfit: A Patagonia fleece vest and a pair of Allbirds sneakers.

"It's never been easier to look like a VC," the site reads.

It's not clear who made VC Starter Pack, and there's no contact information to be found. But the site says that all proceeds go to AllRaise, a nonprofit organization dedicated to furthering diversity in Silicon Valley. The site has a disclaimer at the bottom that it's not actually affiliated with AllRaise, which the organization confirmed to Business Insider.

The site plays on starter pack memes, offering everything you'd need to fit the stereotype of a Silicon Valley investor, in both men's and women's sizes — as well as a handful of accessories to complete the picture.

The partner kit, priced at $500, the vest, the sneakers, "Zero to One" by investor Peter Thiel, "Sapiens: A Brief History of Humankind" by Yuval Noah Harari, subscriptions to "important VC newsletters" like Wine Spectator and tech news site The Information, and access to the popular paid e-mail app Superhuman.

The next level, called "Fund II," adds $200 to the price, includes a pair of fancier Atoms sneakers, a "personalized audit of your Twitter thought leadership," and a Tesla keychain to show off your "current or future" Tesla.

VC Starter Kit

There's a ring of truth to the whole joke: Just look at photos from events like the Sun Valley Conference, the "summer camp for billionaires." Photos of attendees at the conference show a wild amount of Patagonia vests, not least because the event gave them out to attendees as door prizes, showing how popular they are.

Pricey sneakers have also become sort of a status symbol for wealthy tech executives like Mark Zuckerberg and Elon Musk. Techies, too, have come to love sneakers from startups: Allbirds is valued at $1.4 billion according to PitchBook, and Atoms has had a dedicated fan base ever since it emerged from stealth last year.

However, it's not immediately clear whether the site is actually selling any of the items it lists: The most premium package, the "vision fund," gives its price as "if you have to ask, you can't afford it." That package allegedly includes non-FDA-approved blood transfusions from young people (another Silicon Valley in-joke), and a mansion in Atherton, a Silicon Valley suburb that also happens to be the most expensive zip code in the United States.

However, the checkout process looks legitimate, using Stripe to take payments.

In the FAQ section, it answers the question about whether or not this is real thus: "We believe in risk taking. So should you."

Original author: Paige Leskin

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Mar
21

Oracle quietly held a round of layoffs this week (ORCL)

Oracle laid off an unspecified number of people this week. The company did not formally announce its restructuring plans, including any indication how many jobs it would peel, and made no mention of the planned cuts when it reported earnings last week.

The company told us it made these cuts to shift resources from older businesses into its all-important cloud computing business.

Read: Why SAP CEO Bill McDermott signs his emails 'XO, Bill' since buying Utah startup Qualtrics for $8 billion cash

"As our cloud business grows, we will continually balance our resources and restructure our development group to help ensure we have the right people delivering the best cloud products to our customers around the world," Oracle spokesperson Deborah Hellinger told Business Insider.

While there was no formal announcement of who got cut, people have taken to the TheLayoff, an anonymous discussion board, to talk about their experiences. As an anonymous message board, it's impossible to verify whether posters are actually employees of Oracle, but there's been an uptick in activity on the board timed with this news.

Anonymous folks on that board are reporting dozens of cuts in various departments, including engineers working on some of the older cloud teams. For instance, one anonymous person said that 43 people were cut at Oracle's Silicon Valley headquarters from the Oracle Management Cloud team.

Another reported that 32 engineers worldwide were let go from another Oracle Cloud Infrastructure team — specifically, those working on an older version of the cloud known internally as OCI Classic, or OCIC, according to a post on TheLayoff. Recently, the company announced "Gen 2" of the Oracle Cloud, and many of the engineers on that team are based in Seattle.

Another poster to TheLayoff reported 50 positions cut in corporate functions like marketing. Yet another anonymous poster said that cuts came to the New Hampshire crew working on Dyn, an internet security/infrastructure company Oracle bought in late 2016.

One TheLayoff poster discussed "an organization-wide email" that talked about how well Oracle's business was doing after it reported better-than-expected earnings last week — and contrasted that with hearing about their colleagues losing their jobs.

Yet another poster said that Don Johnson, executive vice president of Oracle Cloud Infrastructure, also sent out a team-wide email that acknowledged that the cuts happened. In the email, the poster says, Johnson gave a pep talk about why the cuts are necessary to make founder and CTO Larry Ellison's vision for Gen 2 of the Oracle cloud a success. He then invited the team to attend an all-hands meeting scheduled for Friday.

Oracle declined to comment on any complaints over how the layoff was handled.

Layoffs are not an unusual occurrence at Oracle. In fact, the company has been reporting annual expenses associated with restructuring for years. A filing with the SEC the company made in 2017 talked about these restructuring costs in 2013, 2015, 2016 and mentioned plans for more in 2018.

Oracle is also currently in the fourth quarter of its fiscal year, which is traditionally its biggest and most important. This is the quarter when its enormous sales force pushes to close deals and make their annual commission targets.

More broadly, Oracle is in the middle of a massive shift as it pushes its customers to move from buying old-fashioned software to using its cloud services and its revenue is reflecting that shift.

Although Oracle reported better-than-expected earnings last week, its revenue for the quarter of $9.61 billion was flat year-over-year, and the company has been promising to deliver double-digit non-GAAP profits in terms of earnings per share. Oracle has been closely managing its expenses to meet its promises around profitability, and focusing on non-GAAP measures allows Oracle to discount things like costs associated with restructuring.

All of that means the start of the fourth quarter is the time for Oracle to make cuts, if they are necessary.

To be fair, Oracle isn't the only legacy tech company remaking itself into a shiny new cloud image and having to cut employees to do so. SAP also had recent layoffs. IBM has been undergoing rolling layoffs for years. And HP cut tens of thousands of jobs and cleaved itself in two back in 2015.

If you are an Oracle insider with information to share, we want to hear it. Contact me at This email address is being protected from spambots. You need JavaScript enabled to view it. or @Julie188 on Twitter.

Original author: Julie Bort

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Aug
19

The DeanBeat: New Zealand levels up game industry amid a world of giants

The competition between Uber and Lyft has no bounds.

Just days before Lyft is set to go public on the Nasdaq, Uber has chosen the rival New York Stock Exchange (NYSE) for its own forthcoming initial public offering (IPO), according to Bloomberg.

Uber, which is reportedly expected to file publicly in April, could hit the public markets at a valuation as high as $120 billion. That means Uber will bring the NYSE along for the ride on what will likely be the largest IPO of 2019.

Lyft is expected to start trading at the end of next week on the Nasdaq.

While all eyes are on Lyft as a test of the economy and public markets, its IPO is considerably smaller. Lyft is expected to price around or above $23 billion, the high end of the proposed valuation the company shared in an updated registration statement on Monday.

In addition to choosing different exchanges, the competing companies have taken steps to ensure they don't have too many of the same banks on their IPOs either, according to people familiar with the IPOs.

On Thursday, the jean company Levi Strauss went public on the NYSE, and Pinterest is reportedly planning to list with the same exchange in April.

Original author: Becky Peterson

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Jun
10

Cloud Stocks: MongoDB Soars Even in the Crisis - Sramana Mitra

Sasan Goodarzi has some big shoes to fill, three months or so into his reign as CEO of $66.5 billion Intuit.

His predecessor, Brad Smith, successfully shepherded Intuit into the cloud computing era during an 11-year tenure, delivering huge growth in the subscription-based online versions of Intuit's flagship TurboTax and QuickBooks products. Smith's success endeared him to Wall Street, which propelled shares of Intuit to all-time highs.

Goodarzi knows he inherited a good situation. But he also sees something on the horizon that could be as difficult, and potentially as lucrative, as anything faced by Smith.

To Goodarzi's mind, he told Business Insider earlier this month, the rise of artificial intelligence represents a big opportunity for a company like Intuit — including the chance to adopt a new business model. He foresees a future where users don't pay for many of Intuit's products, and the company instead makes money on products like TurboTax by presenting customers with fine-tuned, personalized offers for other financial services.

But Goodarzi says that even that potentially huge shakeup to its business model is secondary to the broader implications of applying artificial intelligence to the world of personal and business finance, where livelihoods literally hang in the balance.

Goodarzi says that there's a lot of societal upside here: Already, Intuit is using AI to vet applicants for small-business loans. Applicants who would have been rejected by more established lenders are now getting approved thanks to the technology, he says. And the borrower default rate is lower.

But there are lots of potential hazards and pitfalls, too.

"It's actually a cultural change that we have to go through internally to understand the impact of artificial intelligence," Goodarzi said. "Right now, I would say that for the first time in a very long time, the technology can do things that our employees don't yet understand what it's capable of."

We spoke with Goodarzi about how he prepared himself to take over from such a distinguished predecessor, and his philosophy on running a company as it faces the unprecedented challenge ahead.

Shadow boxing

Last August, it was announced that Smith would be stepping down as CEO, with Goodarzi on deck to replace him. Goodarzi had been with Intuit for about 14 years at the time of the announcement, including stints as the leader of both TurboTax and QuickBooks, so he was no stranger to the company. Still, he wanted to prepare.

"It's an enormous gift to step into this role having been with the company for 15 years," says Goodarzi. "But there's a shadow, and the shadow is that you make assumptions that you know everything about the company."

And so, Goodarzi spent some time with about a dozen CEOs and other leaders he admires, including Microsoft CEO Satya Nadella, Slack CEO Stewart Butterfield, and even NFL Hall of Famer Steve Young. He shadowed them in their daily duties, asking questions and getting their perspectives on the world of business.

Former NFL quarterback Steve Young took over for the legendary Joe Montana — much in the same way that Sasan Goodarzi had to take over Intuit from Brad Smith. REUTERS/Staff Photographer

From Nadella, he learned that a CEO has a truly unique perspective: The CEO knows more about the day-to-day operations of the company than the board of directors; and the CEO knows more about the inner workings of the board than anyone involved in the company's day-to-day operations. Nadella's advice, then, was to always keep this "asymmetry" in mind, and consider those perspectives when you run into disagreement on one side or another.

Butterfield's advice was simple, says Goodarzi: "Best product wins." Being a CEO is complicated, and requires a leader to pick up a lot of new skills. But if the product isn't any good, it's all for naught, says Goodarzi.

He went to Young for a different perspective. In the same way that Goodarzi was preparing to replace Brad Smith, Steve Young had replaced the legendary Joe Montana as the quarterback of the San Francisco 49ers. Young's advice to Goodarzi on following such a tough act: "Be yourself, don't be Brad."

In January, Goodarzi kicked things off with a series of meetings and events with Intuit's 9,000 employees around the globe. Now, a few months later, Goodarzi is settling in for the long haul.

Rethinking everything

The thing that makes Goodarzi's "heart beat fastest" — the very reason why Intuit exists — is the idea that technology can help people be more prosperous, he says. Artificial intelligence is a powerful lever to making that happen, says Goodarzi, and the company is working hard to integrate it into its products.

As with cloud computing, AI is forcing Intuit to rethink and reorganize its approach to products, even its most successful products. It's early yet, Goodarzi says, but there are already signs of how AI is shaking up Intuit's business.

"We're gonna have to reimagine ourselves and not be afraid to disrupt ourselves once again," Goodarzi says.

Goodarzi says that for TurboTax, its popular tax filing tool, this is most dramatically manifesting in the transition to an "AI-driven expert platform." The idea is that TurboTax's algorithms will work in concert with human financial experts: When the system finds a tax question it can't answer, it connects you with its network of CPAs and tax attorneys. He doesn't see TurboTax, then, as a replacement for humans, but rather a new way of interacting with them.

TurboTax connects users with real human experts to answer tricky tax questions. Courtesy of Intuit

"[Customers] actually want to talk to an expert, a human being, to get their questions answered, and so in essence what we are focused on is connecting experts with those that we serve on our platform and fundamentally digitizing the entire service industry — which, by the way, lags behind the technology industry," Goodarzi says.

More futuristically, Goodarzi praises recent Intuit efforts like QuickBooks Assistant, a voice assistant that lets small business users sift their data and turn up information on accounts payable and received.

He also says that he's proud of QuickBooks Capital, which weighs the creditworthiness of small business applicants — its algorithm looks at non-traditional factors to help candidates who might otherwise have trouble getting a loan, either because of their background or their lack of a strong credit history.

"We're able to crunch billions of data using decision engines and artificial intelligence to give you a loan that nobody else would give you," Goodarzi says.

Away from 'user-paid'

Looking forward, Goodarzi says that there's a huge opportunity to use AI to make products like TurboTax free to users. Rather than pay up front, you might give your consent (Goodarzi says that consent is an important part) to have Intuit analyze your data to match you up with a vetted selection of financial products from partners that might include Roth IRAs and credit card offers. Turbo, a new, free Intuit personal finance product, does some of this already.

While everybody likes getting things for free, this plan might raise some eyebrows — Geoffrey A. Fowler of the Wall Street Journal recently called Credit Karma Tax, a similar AI-powered product to what Goodarzi is proposing for TurboTax, a "bold grab for personal data" that's "taking a business idea that hasn't worked out well for us with Facebook and applying it to even more sensitive information."

Goodarzi acknowledges that AI has its downsides, and that constant vigilance is required to guard against unwanted outcomes. He says that the company's algorithms include data from 26 billion sources, helping the company work to average out the kinds of bias that can sometimes pop up in AI systems. Still, he says, the company's engineers are always on the lookout to make sure that the systems are working for, not against, its users.

"For the first time in a very long time that technology can do things that our employees don't yet understand that it's capable of," Goodarzi says.

Ultimately, it's important to learn from both the good and the bad, he says, and Intuit has to be willing to change its approach as results come pouring in, he says.

"You know, we're in the money business so we have to be very thoughtful," Goodarzi says.

Original author: Matt Weinberger

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23

The long-awaited evolution of learning labs to meet a cloud-centric world (VB Live)

As part of its ongoing effort to show brand marketers it can do more than crank out conversions, Amazon is starting to let brands track traffic that comes to their pages from Facebook.

Amazon said in a blog post that it's rolling out new metrics and features for Stores, which are custom landing pages that brands like Coca-Cola, Maybelline and Bose use as mini branded websites to display and sell their products, unlike Amazon's algorithm that places brands in search results based on what a browser is looking for.

Marketers have increasingly linked to their Stores from ad campaigns but say it's hard to drive traffic to them.

"A year or two ago, enhancements here wouldn't have been very valuable but now they can be key, especially for brands trying to introduce alternate products or share additional information," said Eric Heller, CEO of WPP's Amazon-focused agency Marketplace Ignition. "Now that Amazon Advertising has really evolved, these pages are working above expectations for things like engagement."

Read more: 'It's in this weird middle ground:' Amazon has a new plan to win over big brands with video ads, but agencies aren't buying it

Now, Amazon is expanding the number of traffic sources it measures that go to a store to 100 from 30. It calls these sources "source tags." One of those traffic sources is a Facebook page, according to a screen shot in Amazon's blog. Facebook and Amazon both wall off their advertising data, and marketers have long asked for a way to track traffic from Facebook ads to Amazon.

"They're clearly trying to give out more information than we've ever seen before," said Alasdair McLean-Foreman, CEO of Teikametrics, which provides technology to optimize Amazon advertising for sellers.

Amazon is also getting more granular in its reporting to give brands access to metrics like sales per visit, order size and order value about sales from their Stores. The data can help marketers tweak the order of landing pages, Amazon said. Previously, marketers could only view generic stats like page views, daily visits and sales.

Amazon has slowly been rolling out more video formats for marketers and is adding a video template to Stores that allows marketers to upload a short video clip that autoplays at the top of the page to capture shoppers' interest.

The feature is similar to Facebook Pages where brands can upload a video at the top of the page to get someone's attention.

Amazon has been making a big push to increase brand awareness and loyalty for marketers, and video is one way of doing so, said Marketplace Ignition's Heller.

"As we know with detail pages, anything that increases time-on-page like video increases likelihood of conversion," he said.

Original author: Lauren Johnson

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Mar
21

The attention economy is breeding addiction, fraud, and hate — and this is what we need to do to save it

You are worth trillions.

Got your attention yet?

Every time you pick up your phone, turn on a screen, or open an app, you are for sale. It's perhaps the most influential economic force on the planet, yet few have been able to define its importance.

We call it the "attention economy." It's the money companies make every time you pick up your phone.

It's a significant portion of the 80 trillion dollars that constitute the global economy — all of which is driven by companies that need to command your attention in order to sell you their products.

But human attention is a finite resource. There's only so much time in a day, and every day there's more "stuff" seeking your attention. With endless demand and limited supply, attention is arguably the most valuable resource in the world.

How is the attention economy broken?

Whether we want to or not, we're participating in the attention economy every day. The tools we use to live, work, learn, and play — Google, Facebook, Instagram, YouTube, Amazon, and more — are all cash registers waiting to make a sale. And this multi-trillion-dollar industry of harvesting our attention is broken.

We need to study the attention economy's unintended side-effects to recognize the damage it's done:

First, we're using technology that's designed to be addictive.

The average person looks at their phone 150 times a day. Your phone, it turns out, has features that were designed specifically to keep you actively engaged.

Every time we get a notification, the brain releases a flood of dopamine as addictive as the reward signal a gambler gets as they pull the handle on a slot machine. What is it this time? A new text? Some emails? More followers or likes?

Many features — like infinite scroll on Facebook and Instagram or automatic sound on YouTube — are designed to increase the likelihood of keeping our attention once we're in. It's so effective that some of the product designers who created these technologies have since left their posts and are publicly acknowledging their regret in developing them.

Second, the attention economy is making our emotions and behaviors more extreme, causing psychological imbalance

News headlines are not designed to inform us. They're designed to get us to click.

Headlines frame situations in ways that command your attention and cause physiological responses that mimic real-life threats. In fact, the human brain reacts to a story about a car crash much in the same way it actually reacts to a real car crash. And, when salacious headlines report some threat in the world, they not only create a strong physiological reaction, they also trick our mind s into thinking that threat is a more clear and present danger than it really is.

By creating misleading headlines that entice us to click, publishers cause us emotional and physical distress — just to make a buck.

Half of internet traffic is fake

Third, almost 50% of the money made by the attention economy is fraudulent — but no one has had enough incentive to stop it.

Almost half of the traffic on the internet is fake, most of it from bots — automated software apps designed to hit the same websites over and over again and look like human web traffic while doing so. Bots range from "click farms" where hundreds of phones are connected to a computer that constantly hits 'refresh', to more sophisticated AI bots running remotely from a single laptop.

The attention economy's business model has yet to come under much legal or regulatory scrutiny, but there is finally some encouraging movement: the US Justice Department recently took action against the largest fraud operation ever reported — a company accused of defrauding advertisers out of $36 million. Yet, both the demand and supply sides of the industry — brands and publishers — are equally complicit in approving fake metrics as real, and don't seem to care.

Fourth, the attention economy fuels hate and division.

Today, we can never be sure of what's real. Even some of our most trusted news sources and political leaders are exploited by technologies like 'deepfakes' — doctored videos of politicians making outrageous statements or photos of celebrities endorsing products — all designed to look exactly like the real thing. Less sophisticated methods of online fakes include bots who troll online content and post ridiculous comments. These comments drive more engagement on a site as real humans unwittingly go to battle with them.

Troll bots and deepfakes drive a wedge between humanity by polarizing and bringing out the worst in us. And because misinformation spreads 10x faster than truth on the internet, this tactic effectively plays into our innate confirmation bias, further entrenching us in our existing belief systems, preventing us from exploring new ideas, and shutting down opportunities to consider new world views.

Okay, so what's next?

First, let's have honest discussions about the impacts the attention economy has on our time, our mental health, and the ways we communicate.

Next, let's learn from history. In 2008, few of us understood that we were in the midst of a massive subprime mortgage crisis. Mortgages that were low quality, low value, and built on fraudulent numbers caused a major financial collapse, the impacts of which are still felt today.

Some insiders have drawn this comparison to suggest we're now living in a subprime attention market. The attention economy profits from our engagement, but damages us as a global community. Brands and advertisers don't seem to care and regulatory authorities, just like in 2008, are barely just beginning to play catchup. The companies and investors in the middle are making too much money to seriously consider an alternative. So what can we do?

We can prove that it's possible to be both profitable and ethical. We can prove that it's possible to build commercially viable businesses that operate successfully in a healthy attention economy even while producing healthier outcomes for their users. And we can find these companies and make them the new standard-bearers for a renewed industry.

It wasn't that long ago that companies balked at the idea of corporate social responsibility. Today, no company becomes successful without it. Consumers around the world began to demand that their favorite brands do something more with their power than make money. When equipped with information on the broken attention economy and tools for how to fix it, consumers will galvanize a generation of change and with it, dollars will shift into a rapidly growing healthy attention economy.

Ashlyn Gentry is a managing director at Human Ventures Co., a new company funding startups, and has a PhD focused on political attention.

Original author: Ashlyn Gentry, Contributor

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10

488th 1Mby1M Entrepreneurship Podcast With Pamela York, Atasi Ventures - Sramana Mitra

Elon Musk sent an email to all Tesla employees on Thursday afternoon informing them that car deliveries should be everyone's top priority until the end of the quarter on March 31.

Business Insider viewed a copy of the email, which was sent under the subject line "Vehicle Delivery Help Needed!" It follows a separate email from vice president Sanjay Shah last week asking for employees to once again volunteer for extra shifts delivering vehicles.

"What has made this particularly difficult is that Europe and China are simultaneously experiencing the same massive increase in delivery volume that North America experienced last year," Musk said in the email. In some locations, the delivery rate is over 600% higher than its previous peak!"

Musk also warned that supplier issues in Europe had further complicated the company's delivery situation. Business Insider reported last week that Tesla needed to deliver 30,000 more cars before the end of the quarter to meet internal goals.

Tesla did not immediately respond to a request for comment.

According to the email, this is the "biggest wave in Tesla's history" and "won't be repeated in subsequent quarters." In his unveiling of the Model Y last week, Musk acknowledged that the past year — as Tesla transitioned from "production hell" to "delivery hell"— was one of the most difficult in the company's history.

For the last ten days of the quarter, please consider your primary priority to be helping with vehicle deliveries. This applies to everyone. As challenges go, this is a good one to have, as we've built the cars and people have bought the cars, so we just need to get the cars to their new owners!

What has made this particularly difficult is that Europe and China are simultaneously experiencing the same massive increase in delivery volume that North America experienced last year. In some locations, the delivery rate is over 600% higher than its previous peak! This was further exacerbated by supplier shortages of EU spec components and a sticker printing error on our part in China that were only resolved in the past few weeks.

North America is also stressed, as the final month of this quarter is almost all North America builds. Moreover, for the first two weeks of march most cars were sent from our factory in California to the East Coast to ensure arrival before the end of the quarter.

The net result is a massive wave of deliveries needed throughout Europe, China and North America. This is the biggest wave in Tesla's history, but it is primarily a function of our first delivery of mass manufactured cars on two continents simultaneously, and will not be repeated in subsequent quarters.

To help, please contact Sanjay Shah in North America, Robin Ren in China and Ashley Harris in Europe.

Original author: Graham Rapier

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10

Rendezvous Online from June 9, 2020 - Sramana Mitra

Hundreds gathered this week at San Francisco’s Pier 48 to see the more than 200 companies in Y Combinator’s Winter 2019 cohort present their two-minute pitches. The audience of venture capitalists, who collectively manage hundreds of billions of dollars, noted their favorites. The very best investors, however, had already had their pick of the litter.

What many don’t realize about the Demo Day tradition is that pitching isn’t a requirement; in fact, some YC graduates skip out on their stage opportunity altogether. Why? Because they’ve already raised capital or are in the final stages of closing a deal.

ZeroDown, Overview.AI and Catch are among the startups in YC’s W19 batch that forwent Demo Day this week, having already pocketed venture capital. ZeroDown, a financing solution for real estate purchases in the Bay Area, raised a round upwards of $10 million at a $75 million valuation, sources tell TechCrunch. ZeroDown hasn’t responded to requests for comment, nor has its rumored lead investor: Goodwater Capital.

Without requiring a down payment, ZeroDown purchases homes outright for customers and helps them work toward ownership with monthly payments determined by their income. The business was founded by Zenefits co-founder and former chief technology officer Laks Srini, former Zenefits chief operating officer Abhijeet Dwivedi and Hari Viswanathan, a former Zenefits staff engineer.

The founders’ experience building Zenefits, despite its shortcomings, helped ZeroDown garner significant buzz ahead of Demo Day. Sources tell TechCrunch the startup had actually raised a small seed round ahead of YC from former YC president Sam Altman, who recently stepped down from the role to focus on OpenAI, an AI research organization. Altman is said to have encouraged ZeroDown to complete the respected Silicon Valley accelerator program, which, if nothing else, grants its companies a priceless network with which no other incubator or accelerator can compete.

Overview .AI’s founders’ resumes are impressive, too. Russell Nibbelink and Christopher Van Dyke were previously engineers at Salesforce and Tesla, respectively. An industrial automation startup, Overview is developing a smart camera capable of learning a machine’s routine to detect deviations, crashes or anomalies. TechCrunch hasn’t been able to get in touch with Overview’s team or pinpoint the size of its seed round, though sources confirm it skipped Demo Day because of a deal.

Catch, for its part, closed a $5.1 million seed round co-led by Khosla Ventures, Kindred Ventures, and NYCA Partners prior to Demo Day. Instead of pitching their health insurance platform at the big event, Catch published a blog post announcing its first feature, The Catch Health Explorer.

“This is only the first glimpse of what we’re building this year,” Catch wrote in the blog post. “In a few months, we’ll be bringing end-to-end health insurance enrollment for individual plans into Catch to provide the best health insurance enrollment experience in the country.”

TechCrunch has more details on the healthtech startup’s funding, which included participation from Kleiner Perkins, the Urban Innovation Fund and the Graduate Fund.

Four more startups, Truora, Middesk, Glide and FlockJay had deals in the final stages when they walked onto the Demo Day stage, deciding to make their pitches rather than skip the big finale. Sources tell TechCrunch that renowned venture capital firm Accel invested in both Truora and Middesk, among other YC W19 graduates. Truora offers fast, reliable and affordable background checks for the Latin America market, while Middesk does due diligence for businesses to help them conduct risk and compliance assessments on customers.

Finally, Glide, which allows users to quickly and easily create well-designed mobile apps from Google Sheets pages, landed support from First Round Capital, and FlockJay, the operator an online sales academy that teaches job seekers from underrepresented backgrounds the skills and training they need to pursue a career in tech sales, secured investment from Lightspeed Venture Partners, according to sources familiar with the deal.

Pre-Demo Day M&A

Raising ahead of Demo Day isn’t a new phenomenon. Companies, thanks to the invaluable YC network, increase their chances at raising, as well as their valuation, the moment they enroll in the accelerator. They can begin chatting with VCs when they see fit, and they’re encouraged to mingle with YC alumni, a process that can result in pre-Demo Day acquisitions.

This year, Elph, a blockchain infrastructure startup, was bought by Brex, a buzzworthy fintech unicorn that itself graduated from YC only two years ago. The deal closed just one week before Demo Day. Brex’s head of engineering, Cosmin Nicolaescu, tells TechCrunch the Elph five-person team — including co-founders Ritik Malhotra and Tanooj Luthra, who previously founded the Box-acquired startup Steem — were being eyed by several larger companies as Brex negotiated the deal.

“For me, it was important to get them before batch day because that opens the floodgates,” Nicolaescu told TechCrunch. “The reason why I really liked them is they are very entrepreneurial, which aligns with what we want to do. Each of our products is really like its own business.”

Of course, Brex offers a credit card for startups and has no plans to dabble with blockchain or cryptocurrency. The Elph team, rather, will bring their infrastructure security know-how to Brex, helping the $1.1 billion company build its next product, a credit card for large enterprises. Brex declined to disclose the terms of its acquisition.

Hunting for the best deals

Y Combinator partners Michael Seibel and Dalton Caldwell, and moderator Josh Constine, speak onstage during TechCrunch Disrupt SF 2018. (Photo by Kimberly White/Getty Images)

Ultimately, it’s up to startups to determine the cost at which they’ll give up equity. YC companies raise capital under the SAFE model, or a simple agreement for future equity, a form of fundraising invented by YC. Basically, an investor makes a cash investment in a YC startup, then receives company stock at a later date, typically upon a Series A or post-seed deal. YC made the switch from investing in startups on a pre-money safe basis to a post-money safe in 2018 to make cap table math easier for founders.

Michael Seibel, the chief executive officer of YC, says the accelerator works with each startup to develop a personalized fundraising plan. The businesses that raise at valuations north of $10 million, he explained, do so because of high demand.

“Each company decides on the amount of money they want to raise, the valuation they want to raise at, and when they want to start fundraising,” Seibel told TechCrunch via email. “YC is only an advisor and does not dictate how our companies operate. The vast majority of companies complete fundraising in the 1 to 2 months after Demo Day. According to our data, there is little correlation between the companies who are most in demand on Demo Day and ones who go on to become extremely successful. Our advice to founders is not to over optimize the fundraising process.”

Though Seibel says the majority raise in the months following Demo Day, it seems the very best investors know to be proactive about reviewing and investing in the batch before the big event.

Khosla Ventures, like other top VC firms, meets with YC companies as early as possible, partner Kristina Simmons tells TechCrunch, even scheduling interviews with companies in the period between when a startup is accepted to YC to before they actually begin the program. Another Khosla partner, Evan Moore, echoed Seibel’s statement, claiming there isn’t a correlation between the future unicorns and those that raise capital ahead of Demo Day. Moore is a co-founder of DoorDash, a YC graduate now worth $7.1 billion. DoorDash closed its first round of capital in the weeks following Demo Day.

“I think a lot of the activity before demo day is driven by investor FOMO,” Moore wrote in an email to TechCrunch. “I’ve had investors ask me how to get into a company without even knowing what the company does! I mostly see this as a side effect of a good thing: YC has helped tip the scale toward founders by creating an environment where investors compete. This dynamic isn’t what many investors are used to, so every batch some complain about valuations and how easy the founders have it, but making it easier for ambitious entrepreneurs to get funding and pursue their vision is a good thing for the economy.”

This year, given the number of recent changes at YC — namely the size of its latest batch — there was added pressure on the accelerator to showcase its best group yet. And while some did tell TechCrunch they were especially impressed with the lineup, others indeed expressed frustration with valuations.

Many YC startups are fundraising at valuations at or higher than $10 million. For context, that’s actually perfectly in line with the median seed-stage valuation in 2018. According to PitchBook, U.S. startups raised seed rounds at a median post-valuation of $10 million last year; so far this year, companies are raising seed rounds at a slightly higher post-valuation of $11 million. With that said, many of the startups in YC’s cohorts are not as mature as the average seed-stage company. Per PitchBook, a company can be several years of age before it secures its seed round.

I did not talk to a single company in this batch raising under $10M post (admittedly I only was able to speak with a fraction of the 205).

— Peter Rojas (@peterrojas) March 20, 2019

Nonetheless, pricey deals can come as a disappointment to the seed investors who find themselves at YC every year but because their reputations aren’t as lofty as say, Accel, aren’t able to book pre-Demo Day meetings with YC’s top of class.

The question is who is Y Combinator serving? And the answer is founders, not investors. YC is under no obligation to serve up deals of a certain valuation nor is it responsible for which investors gain access to its best companies at what time. After all, startups are raking in larger and larger rounds, earlier in their lifespans; shouldn’t YC, a microcosm for the Silicon Valley startup ecosystem, advise their startups to charge the best investors the going rate?

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21

The CEO behind 'Fortnite' says the entire video game industry is missing the 'inevitable' trend as the barriers between consoles and smartphones get obliterated

Last year, Epic Games successfully convinced Sony to allow players of its smash-hit game "Fortnite" to battle each other across PlayStation and Xbox— a big win, given that Sony had publicly resisted this so-called cross-play.

At this week's GDC, Epic doubled down on this push towards cross-play, releasing the already-announced Epic Online Services, a free set of tools to help power online games. Among other features, it lets developers enable cross-play in their games across Windows, Mac, and Linux, with support for PlayStation 4, Xbox One, Nintendo Switch, Apple iOS, and Android coming soon.

Tim Sweeney, the CEO and cofounder of Epic Games, tells Business Insider that Epic Online Services was born from the lessons the company learned from the wild success of "Fortnite," and all the systems the company put in place to support the massive influx of players. Now, he says, he wants other developers to benefit from that success.

"Fortnite's paved the path for a lot of things. I think the cross-platform experience ... companies throughout the industry are not taking advantage of that yet. And I think that's a huge opportunity for further work," Sweeney said in an interview with Business Insider at the Game Developer's Conference in San Francisco.

Indeed, he says that the game industry is somewhat missing the point when it comes to the importance of cross-play. More than just a player-friendly feature that encourages more people to spend more time with more games, he says cross-play is a small part of a much bigger trend in video games that many are overlooking.

Epic Online Services uses the tech behind "Fortnite" to help developers bring their games to every platform. Matt Weinberger/Business Insider

Sweeney says that the industry is very focused on only putting certain types of games on certain platforms — the conventional wisdom for years has held that intense action shooters like "Fortnite" have no place on the smartphone, where puzzle games and simple arcade-style titles rule the roost.

Epic rejected this school of thought: Rather than releasing "a different game that was a dumbed down mobile experience," says Sweeney, Epic instead opted to "port the full game, and trust that players want great games on mobile devices, and that players will play a real shooter on mobile devices."

To his point, "Fortnite" on smartphones is exactly the same game as the versions that run on larger screens, with every match populated by players across all platforms. In fact, Sweeney says that plenty of "Fortnite" players don't just limit themselves to one platform or another, using a variety of devices to play the game. It proves that players don't actually care about what games play on which device, he says; they just want to play good games.

"The genre thing is overrated, and the platform decisions are overrated," Sweeney says. "It's what we see on 'Fortnite,' so many of these gamers play on a variety of devices, so you can't say they're a mobile gamer or a console gamer. They're just a gamer."

He thinks that the video game industry hasn't quite wrapped its head around this yet, but that there's hope.

"I think that the industry is getting better every day. Everybody is coming to the recognition now that this is good for all our businesses," says Sweeney. "I mean, it's both good and it's inevitable."

In general, Sweeney says, the success of "Fortnite" has given Epic the runway to reinvest in other aspects of its business.

Sweeney notes that Epic's business has always been cyclical — over the years, it's been responsible for hits like the Unreal and Gears of War franchises, which were tremendous blockbusters in their own right, but which have since either lain dormant or else gone off to other developers to continue.

"'Fortnite' is really big, but two years ago, that entire revenue was zero," says Sweeney.

Since 1998, however, Epic began offering the Unreal Engine, which has since become a standard engine for game development. More recently, it opened the Epic Games Store, a digital storefront.

"We're a company that's gone through many cycles and evolutions, and every time we have a major success we double down and use the money from that to fund our initiatives and so forth," says Sweeney.

In this case, that reinvestment has resulted in new pushes like Epic Online Services. Notably, while it definitely works with Epic's own Unreal Engine, these online services are also compatible with competing engines including Unity and Amazon's Lumberyard. Sweeney says that there are no strings attached; it's all part of a plan to make the whole industry better, reflecting Epic's distaste for "walled gardens" that benefit a platform holder at the expense of others.

The smash success of "Fortnite" has given Epic Games a lot of runway to reinvest in its businesses. "Fortnite"/Epic Games

Similarly, Epic also this week announced a new program called Epic MegaGrants, a $100 million fund to give money to academic projects, open source software, game developers, and anybody else doing anything at all related to the Unreal Engine. Again, there are no strings attached, and no expected return on the investment. And, as Sweeney notes, it's the extension of the previous Epic Grants, a similar $5 million fund — with the huge jump from $5 million for the first iteration to $100 million for the new one as a sign of "Fortnite's" success, says Sweeney.

Sweeney says that it's Epic's position that these grants are worth it for the prospect of building the Unreal Engine ecosystem, and pushing the games industry forward as a whole.

"These are things that enhance the community and grow it for everybody, including us," says Sweeney.

He acknowledges that there are places where Epic's status as the proprietor of the Unreal Engine and Epic Games Store might lead to moments where it competes with outside developers who use its technology — anybody could, in theory, use Epic Online Services to build a game that's bigger than "Fortnite," on as many platforms.

But Sweeney says that the industry has a "very healthy attitude" to this kind of dynamic in general, with everyone part competitor and part "supplier" to each other. And, in fact, he says that this is how things should be, with developers free to pick and choose which technology they want to use, and how they use it.

"We're always trying to provide the best service, and if somebody provides a better service, that's when [customers] will go to them and not us, and that's on us," Sweeney says.

Original author: Matt Weinberger

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