Deb Kemper is Managing Director and Chair of the Boston Forum at Golden Seeds, an Angel Group and Micro VC focused exclusively on women entrepreneurs.

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Food delivery startup Deliveroo is feeling generous today. The company is handing out equity to all full-time staff members. In other words, 2,000 employees are going to receive the equivalent of $13.5 million in Deliveroo shares.

“Our phenomenal growth and success has been made possible thanks to the hard work, commitment and passion of the people who make this company what it is,” co-founder and CEO Will Shu told Reuters. “And that deserves recognition which is why I want all employees to be owners in Deliveroo and to have a real stake in the company’s future as we expand and grow.”

This is a great way to prove that you care about your employees. And yet, there are a few caveats.

First, the company is currently worth over $2 billion. In total, Deliveroo is just handing out 0.675 percent of the company to its employees. I’m sure plenty of early employees already have equity.

But those who joined more recently aren’t likely to get rich over this — it represents a $6,750 equity bonus per employee on average. And shares usually vest after a certain amount of time.

Second, this is the perfect example of the gig economy. In addition to the usual benefits, full-time employees are getting rewarded once again. If you’re a self-employed rider, Deliveroo doesn’t want to thank you.

Arguably, Deliveroo still thinks that riders are disposable. They might be the ones who pick up food in restaurants and hand it to customers, but they will never be full-time employees.

Sure, Deliveroo and Uber Eats are now providing free accident insurance coverage, but it mostly covers hospital bills. Riders have been asking for better rights, and this insurance package is just a good way to ease the pressure.

Working with contractors at scale is the backbone of Uber, Deliveroo and many other on-demand startups. This way, startups don’t have to pay the minimum wage or expensive benefits. Startups can also terminate their relationships with their ‘partners’ without any consequence.

It’s a great way to pressure your contractors in working more for less money. And today’s move by Deliveroo is further proof that riders are just an afterthought.

David Blumberg: I was speaking at a conference in Mexico recently. It was about transportation of the future. I’m not an expert in that, but I’ve got some theories. A lady from Ford Motors got...

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Cryptocurrency startup Circle has raised a $110 million funding round, which values the company near $3 billion. Cryptocurrency mining company Bitmain is leading the round.

Existing investors IDG Capital, Breyer Capital, General Catalyst, Accel, Digital Currency Group and Pantera are investing more money. Blockchain Capital and Tusk Ventures are investing in Circle for the first time. Goldman Sachs also invested in the company in a previous round.

It’s hard to describe Circle in a few words because the company has been active on all fronts. For a really long time, the company pitched itself as a social payment company, a Venmo and Square Cash competitor. But Circle is more focused than ever on cryptocurrencies.

The company has been operating one of the largest over-the-counter trading desks for big cryptocurrency investors and exchanges. Circle Trade manages more than $2 billion a month in transactions and is able to fulfill large orders and provide liquidity.

More recently, the company launched Circle Invest, a really simple mobile app for the U.S. market. It lets you buy and sell Bitcoin, Bitcoin Cash, Ethereum, Ethereum Classic, Litecoin, Zcash and Monero in just a few taps. It’s a good way to get started with cryptocurrencies without learning about exchanges and order types. It could become a good Coinbase competitor for small cryptocurrency investors.

And Circle also acquired Poloniex, one of the largest cryptocurrency exchanges in the U.S.

But the most interesting projects right now are probably CENTRE and a new tokenized USD coin. There are so many different cryptocurrencies, fiat currencies, exchanges and wallets that it has become hard to make everything work together. Cryptocurrencies still suffer from price volatility, so bitcoin can’t be the common denominator.

That’s why Circle is creating a token that is pegged to the U.S. dollar. The USD Coin is based on an open source framework developed by CENTRE and everything should be audited regularly.

CENTRE is a Circle initiative to create a common framework to connect all electronic wallets. This protocol could let you send money to an Alipay user with your Square Cash balance.

It’s clear that Circle wants to build the infrastructure of the cryptocurrency industry. The company will need to convince multiple industry players to work with Circle, but it could help the cryptocurrency ecosystem as a whole.

As we increasingly hear about automation, artificial intelligence and robots taking away industrial jobs, Parsable, a San Francisco-based startup sees a different reality, one with millions of workers who for the most part have been left behind when it comes to bringing digital transformation to their jobs.

Parsable has developed a Connected Worker platform to help bring high tech solutions to deskless industrial workers who have been working mostly with paper-based processes. Today, it announced a $40 million Series C cash injection to keep building on that idea.

The round was led by Future Fund with help from B37 and existing investors Lightspeed Venture Partners, Airbus Ventures and Aramco Ventures. Today’s investment brings the total to nearly $70 million.

The Parsable solution works on almost any smartphone or tablet and is designed to enter information while walking around in environments where a desktop PC or laptop simply wouldn’t be practical. That means being able to tap, swipe and select easily in a mobile context.

The challenge the company faced was the perception these workers didn’t deal well with technology. Parsable CEO Lawrence Whittle says the company, which launched in 2013, took its time building its first product because it wanted to give industrial workers something they actually needed, not what engineers thought they needed. This meant a long period of primary research.

The company learned, it had to be dead simple to allow the industry vets who had been on the job for 25 or more years to feel comfortable using it out of the box, while also appealing to younger more tech-savvy workers. The goal was making it feel as familiar as Facebook or texting, common applications even older workers were used to using.

“What we are doing is getting rid of [paper] notebooks for quality, safety and maintenance and providing a digital guide on how to capture work with the objective of increasing efficiency, reducing safety incidents and increasing quality,” Whittle explained.

He likens this to the idea of putting a sensor on a machine, but instead they are putting that instrumentation into the hands of the human worker. “We are effectively putting a sensor on humans to give them connectivity and data to execute work in the same way as machines,” he says.

The company has also made the decision to make the platform flexible to add new technology over time. As an example they support smart glasses, which Whittle says accounts for about 10 percent of its business today. But the founders recognized that reality could change and they wanted to make the platform open enough to take on new technologies as they become available.

Today the company has 30 enterprise customers with 30,000 registered users on the platform. Customers include Ecolab, Schlumberger, Silgan and Shell. They have around 80 employees, but expect to hit 100 by the end of Q3 this year, Whittle says.

GIFs offer a way to compress a ton of information into a small amount of space, and while Gfycat has positioned itself as more of a short-form video centric platform, it’s going to take a step further to see what a step beyond a standard GIF looks like.

The company today said it would be rolling out 360 degree GIF-like short form videos, which will allow users to plant themselves in the middle of what is effectively a looping video like a GIF. While that presents much more of a challenge to users for generating content, CEO Richard Rabbat said the proliferation of tools like 3D cameras and content from the actual producers like video studios would make it an increasingly popular way to interact with short-form content in a compact form factor.

“We’ve always thought that GIFs are amazing from many perspectives,” Rabbat said. “That goes beyond whether you’re looking at the content to use it in messaging, or you’re consuming it for entertainment value, or you’re using it for decoration in the case of the augmented reality effort we’re working on. We want people to really get excited about how they consume the content to the point where they can see the subjects of the content in a much more lifelike way, and really get excited about that.”

It’s not going to be all that unfamiliar from 360 degree videos you might find on Facebook or other platforms. Users on desktop can use their mouse to move a GIF around, while on mobile devices users can pan their phone around in order to see different parts of the GIF. The idea is to give users a way to have a more robust interaction with a piece of content like a GIF in a compact experience without having to strap on a VR headset or anything along those lines.

The company is starting off by rolling out some 360 degree content from Paramount, which is producing 360 degree content around its Mission Impossible films. And while a lot of content on Gfycat — or other platforms — comes from shows, movies or games along those lines, it makes more sense for those studios to use these kinds of tools to increase awareness for their shows or movies.

via Gfycat

There are a lot of companies working on figuring out the best messaging experiences around GIFs. But Google acquiring Tenor, a GIF search tool that works across multiple platforms, may have set a bare minimum bar for the value of companies that are looking to help users share GIFs with their friends. Gfycat positions itself as something that’s geared toward more creator tools, and recently said it hit 180 million monthly active users.

“We’re creating experiences that we think are going to enable others and inspire others to create that same kind of content,” Rabbat said.” We expect it’s going to be a subset of what people do with 2D, but a much more immersive experience where people will spend more time looking at the content. From a consumption perspective, by not requiring people to put on VR headsets, we’re making it much more consumer friendly.”

Lemonade has made some big moves in the world of insurance. The company uses AI and bots to sell insurance, and has flipped the business model to ensure that Lemonade is never in conflict with customers filing insurance claims.

But the product itself, the actual insurance policy, hasn’t changed much at all. For decades, insurance companies have been held to long, tedious legalese in their insurance contracts. In Lemonade’s case, the document is more than 40 pages long and incredibly difficult to understand.

For a company that wants to make buying insurance as easy and as consumer-centric as possible, the very product they sell is in complete opposition to that. Which is why Lemonade is re-writing the policy from scratch.

“I’m a recovering attorney, and I’ve been clean for 20 years,” said Lemonade CEO and cofounder Daniel Schreiber. “I think my English is pretty good, and I have a passing familiarity with insurance and generally I can’t understand this insurance policy. To do the next big thing in insurance means changing insurance. It’s not been done in generations. This is a historic document that’s been optimized around lawyers.”

So Lemonade has re-written the whole thing to read like a blog post. Policy 2.0, according to Schreiber, is meant to give consumers a clear and easy way to understand what is and what is not covered in their insurance policy.

But, in a little bit of a twist, Lemonade is open-sourcing the policy on GitHub. Anyone, from state regulators to consumer advocacy groups to Lemonade competitors or even interested customers can make edits and contributions to the policy. Plus, Lemonade is opening up use of the policy to other insurance providers under the GNU’s Free Documentation License.

Part of this has to do with transparency to consumers, but another part is simply about Lemonade’s greater mission of making insurance simple.

“We sold you a policy on your phone,” said Schreiber. “We want a policy that makes sense on a five-inch screen.”

I asked Schreiber whether or not there is any concern over rewriting a policy in more plain language when historically, lawyers use specific language to stay within the realms of legal precedent and remove any grey areas that may be litigated.

“Anytime you abandon language that’s been litigated for years you invite legal uncertainty,” answered Schreiber. “But we think if you’re optimizing for the consumer, giving them clarity into exactly what’s covered and exactly what isn’t, you won’t feel cheated if we can’t cover things because you’ll see that you had that info all along, in plain English.”

One hurdle, however, will be regulators. A good deal of the language in that 10,000 word-long insurance policy is legally required to be in the document. This change from Lemonade requires the company to work with regulators to allow the new policy to be sold, and that conversation differs from state to state.

That’s why Schreiber believes Policy 2.0 won’t be available for purchase until sometime in 2019, rolling out on a statewide basis as is approved by regulators.

That said, Schreiber said he’s already in conversation with regulators and is seeing willingness to be flexible on this.

When Policy 2.0 does come to the main stage, current Lemonade subscribers will be able to immediately change over to the new policy or keep their original policy.

Lemonade has raised a total of $180 million, including a whopping $120 million round led by SoftBank from December.

Sometimes I think of spreadsheets as the dirty secret of the IT world today. We’ve seen a huge explosion in the number of productivity tools on the market tailored to help workers with different aspects of doing their job and organising their information, in part to keep them from simply dumping lots of information into Excel or whatever program they happen to use. And yet, spreadsheets are still one of the very, very most common pieces of software in use today to organise and share information: Excel alone now has around 1 billion users, and for those who are devotees, spreadsheets are not going to go away soon.

So it’s interesting that there are now startups — and larger companies like Microsoft — emerging that are tapping into that, creating new services that still appear like spreadsheets in the front end, while doing something completely different in the back.

One of the latest is a startup called dashdash, a startup out of Berlin and Porto that is building a platform for people, who might to be programmers but know their way around a spreadsheet, to use those skills to build, modify and update web apps.

The dashdash platform looks and acts like a spreadsheet up front, but behind the scenes, each ‘macro’ links to a web app computing feature, or a design element, to build something that ultimately will look nothing like a spreadsheet, bypassing all the lines of code that traditionally go into building web apps.

The startup is still in stealth mode, with plans to launch formally later this year. Today, it’s announcing that it has received $8 million in Series A funding to get there, with the round being led by Accel, with participation from Cherry Ventures, Atlantic Labs, and angel investors including Felix Jahn, founder of Home24. (It’s raised $9 million to date including $1 million in seed funding.)

Co-founded by serial entrepreneurs Humberto Ayres Pereira and Torben Schulz — who had also been co-founders of food delivery startup EatFirst — Ayres Pereira said that the idea came out of their own observations in work life and the bottleneck of getting things fixed or modified in a company’s apps (both internal and customer-facing).

“People have a lot of frustration with the IT department, and their generally access to it,” he said in an interview. “If you are part of an internet business, it’s very hard to get features prioritised in an app, no matter how small they are. Tech is like a big train on iron tracks, and it can be hard to steer it in a different direction.”

On the other hand, even among the less technical staff, there will be proficiency with certain software, including spreadsheets. “Programming and spreadsheets already store and transform data,” Ayers Pereira said. “There are already a lot of people trying to do more with incumbent spreadsheets, and [combining that with] non-IT people frustrated at having no solution for working on apps, we saw an opportunity to use this to build an elegant platform the empower people. We can’t teach people to program but we can provide them with the tools to do the exact same job.”

While in stealth mode, he said that early users have ranged from smaller businesses such as pharmacies, to “a multi-billion-dollar internet company.” (No names, of course, but it’s interesting to me that this problem even exists at large tech businesses.)

Dashdash is not the only company that is tapping this opportunity. The other week, and IoT startup called Hanhaa launched a service that would let those using Hanhaa IoT sensors in their networks to monitor and interact with them by way of an Excel spreadsheet — another tip of the hat to the realisation that those who might need to keep tabs on devices in the network might not be the people who are the engineers and technicians who have set them up.

That, in turn, is part of a bigger effort from Microsoft to catapult Excel from its reputation as a piece of clunky legacy software into something much more dynamic, playing on the company’s push into cloud services and Office 365.

In September of 2017, Microsoft gave a developer preview of new “streaming functions” for Excel on Office 365, which lets developers, IT professionals and end users the ability to bring streams of data from a variety of sources such as websites, stock tickers and hardware directly into a cell or cells in an Excel spreadsheet, by way of a custom function. “Because Excel is so widely used and familiar to so many people, the ability to do all kinds of amazing things with that data and without complex integration is now possible,” said Ben Summers, a senior product manager for the Office 365 ecosystem team, in a statement to TechCrunch.

That ability to remove the bottleneck from web app building, combined with the track record of the founders, are two of the reasons that Accel decided to invest before the product even launched.

“We believe in dashdash’s mission to democratise app creation and are excited to back Humberto and Torben at such an early stage in their journey,” said Andrei Brasoveanu, the Accel principal who led the deal. “The team has the experience and vision to build a high-impact company that brings computing to the fingertips of a broad audience. Over the past decade we’ve seen a proliferation of web services and APIs, but regular business users still need to rely on central IT and colleagues with development skills to leverage these in their day-to-day processes. With dashdash anyone will be able to access these powerful web services directly with minimal effort, empowering them to automate their day to day tasks and work more effectively.”

With every tool that emerges that frees up accessibility to more people — be they employees or consumers — there are inevitably questions about how that power will be used. In the case of dashdash, my first thought is about those who I know who work in IT: they generally don’t want anyone able to modify or “fix” their code, lest it just creates more problems. And that’s before you start wondering about how all these democratised web apps will look, and if they might inadvertently will add to more overall UI and UX confusion.

Ayres Pereira said dashdash is mindful of the design question, and will introduce ways of helping to direct this, for example for companies to implement their own house styles. And similarly, a business can put in place other controls to help channel how web apps created through dashdash’s spreadsheet interface ultimately get applied.

The HR departments of large companies face a common challenge: how to scale the hiring process when they receive hundreds if not thousands of applicants, and how to remove unconscious bias so the best or most suitable candidates are shortlisted. That’s the specific problem MeVitae, an Oxford-based startup founded by neuroscientist Riham Satti and computer scientist Vivek Doriaiswamy, has set out to solve.

Dubbed “Augmented Intelligence,” more broadly the burgeoning company is developing AI technology that uses what Satti describes as “cognitive techniques” designed to compensate for the limitations of humans.

The premise — in part backed up by her neuroscience research at Oxford University — is that our brains have limitations that restrict our cognitive ability, including the relatively slow speed when processing information, unconscious biases, and limited memory. Limitations, she says, that machines do not possess. Applying to this to various aspects of recruitment is the startup’s initial bet.

Intended to be deployed after a new job opening has been advertised, the MeVitae software plugs into a company’s current Application Tracking System. It then sifts through all of the applications/CVs that have been received and analyses each CV (relative to the job spec) giving it a score.

“This is done by analysing every component of a CV (e.g. education, experience etc.) and using the web to reason and validate each score,” explains Satti.

The hiring company then receives the ranked and shortlisted applicants within their ATS system, and — crucially — is also able to see a “road map” explaining MeVitae’s reasoning behind each score. In addition, through the use of NLP, MeVitae takes each CV and find parts of it that could result in discrimination (e.g. gender, ethnicity) and redacts this information for an employer i.e. CV blinding.

The result is that employers now have ranked and redacted applicant CVs and can quickly shortlist top and diverse talent. “The ranked and anonymised candidates are provided to the recruiter/employer of the company to review,” says the MeVitae co-founder. “The employer will decide who they want to interview from the shortlist… [and] over time the system learns from each employer’s choices for more intelligent decision-making”. In other words, the longer MeVitae is employed by an individual company the more responsive it becomes to that company’s hiring priorities and isn’t a one size fits all solution.

Meanwhile, MeVitae is disclosing that it has raised £500,000 in funding, in a round led by angel investor club Startup Funding Club. Others participating include Force Over Mass, Twenty Ten Capital, BBH ZAG (brand arm of Bartle Bogle Hegartyand), and the tax-payer funded London Co-Investment Fund (launched by the Deputy Mayor of London). Dhiraj Mukherjee, (co-founder of Shazam), Simon Samuel (search and recruitment executive), and Geoff Hughes (Microsoft director and Honorary Research Associate at UCL) have also invested and join the MeVitae board.

Prior to this, the startup has been funded by a number of grants, totalling around £250,000. These came from Innovate UK, European Space Agency BIC, and Regional Growth Fund, amongst others. The funding was used to finance over 3 years of R&D as MeVitae built the technology and got its current product offering to market.

Teatime Games, a new Icelandic “social games” startup from the same team behind the hugely popular QuizUp (acquired in by Glu Mobile), is disclosing $9 million in funding, made up of seed and Series A rounds.

Index Ventures led both, but have been joined by Atomico, the European VC fund founded by Skype’s Niklas Zennström, for the $7.5 million Series A round. I understand this is the first time the two VC firms have done a Series A deal together in over a decade.

Both VCs have a decent track record in gaming. Index counts King, Roblox and Supercell as previous gaming investments, whilst Atomico also backed Supercell, along with Rovio, and most recently Bossa Studios.

As part of the round, Guzman Diaz of Index Ventures, Mattias Ljungman of Atomico, and David Helgason, founder of Unity, have joined the Teatime Games board of directors.

Meanwhile, Teatime Games is keeping shtum publicly on exactly what the stealthy startup is working on, except that it plays broadly in the social and mobile gaming space. In a call with co-founder and CEO Thor Fridriksson yesterday, he said a little more off the record and on condition that I don’t write about it yet.

What he was willing to describe publicly, however, is the general problem the company has set out to solve, which is how to make mobile games more social and personalised. Specifically, in a way that any social features — including communicating with friends and other players in real-time — enhances the gameplay rather than gets in its way or is simply bolted on as an adjunct to the game itself.

The company’s macro thesis is that games have always been inherently social throughout different eras (e.g. card games, board games, arcades, and consoles), and that most games truly come to life “through the interaction between people, opponents, and the audience”. However, in many respects this has been lost in the age of mobile gaming, which can feel like quite a solitary experience. That’s either because they are single player games or turn-based and played against invisible opponents.

Teatime plans to use the newly disclosed investment to double the size of its team in Iceland, with a particular focus on software engineers, and to further develop its social gaming offering for third party developers. Yes, that’s right, this is clearly a developer platform play, as much as anything else.

On that note, Atomico Partner Mattias Ljungman says the next “breakout opportunity” in games will see a move beyond individual studios and titles to what he describes as fundamental enabling technologies. Linked to this he argues that the next generation of games companies being developed will “become ever more mass market and socially connected”. You can read much more on Ljungman and Atomico’s gaming thesis in a blog post recently published by the VC firm.

Amazon CEO Jeff Bezos is a big spender when it comes to capital expenditures. REUTERS/Abhishek N. Chinnappa

French startup Aircall has raised a funding round of $29 million for its cloud based call center solution. Draper Esprit led the round with NextWorld Capital, Balderton Capital and Newfund also participating.

The company has raised $40.5 million in total. Aircall participated in the Startup Battlefield at TechCrunch Disrupt SF a few years ago. The company first started at eFounders.

Aircall is following the software-as-a-service playbook. First, you take a boring industry like phone systems for large support and sales teams. Second, you bet everything on software. And third, you keep adding new features and integrations, and chasing new customers.

The company now has two offices in New York and Paris and handles millions of calls every day. With today’s funding round, the company plans to hire more people in both offices.

When you sign up to Aircall, you get virtual phone numbers in one or multiple countries. You can then configure a greeting message, add business hours and handle your call queue.

But the magic happens when you have multiple people handling sales or support calls. When someone calls, it can ring multiple people at once or someone specific first, then a second person if the first person isn’t available, etc. You get an overview of all your calls so you can assign them, tag them and more.

Aircall doesn’t work in a vacuum. So you can integrate Aircall with CRMs and other solutions like Salesforce, Zendesk and Zoho. The startup also launched a deep integration with Intercom that lets you switch from a text conversation to a phone call from the popup window.

It’s hard to list all the features right here. But chances are that if you’re running a call center, you’ll have everything you need for your team. Aircall currently costs $30 to $50 per user and per month to access all of this.

MoviePass CEO Mitch Lowe and Helios and Matheson Chief Executive Ted Farnsworth MoviePass/Reuters

Kevin C. Cox/Getty Images

Jeff Bezos REUTERS/Abhishek N. Chinnappa

A collection of HTC phone models -- but not the blockchain powered phone in question. HTC