May
10

All the TV shows that have been canceled in 2018

For most people, setting up your iPhone to erase itself after too many failed password attempts sounds like a frightening idea — but there's a very compelling reason why you should enable the feature.

Hidden deep inside your phone's settings is the option to erase all the data on your phone after 10 failed passcode attempts. This option stays turned off for a lot of people, and for an obvious reason: if someone in your life tries to unlock your phone and fails too many times, there's the risk of losing everything.

But as Daring Fireball's John Gruber points out, it's not that simple. Here's how he explains the feature (emphasis ours):

"After the 5th failed attempt, iOS requires a 1-minute timeout before you can try again. During this timeout the only thing you can do is place an emergency call to 911. After the 6th attempt, you get a 5-minute timeout. After the 7th, 15 minutes. These timeouts escalate such that it would take over 3 hours to enter 10 incorrect passcodes."

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So while it seems scary in theory, it's highly unlikely that a child, significant other, or friend could accidentally erase all your data. On the flip side, turning this feature on could protect your phone's sensitive data from falling into the hands of the bad guys if it's lost or stolen.

Here's how to turn it on: open Settings, then scroll down to Touch ID & Passcode. You'll be prompted to enter your passcode, then scroll down to the bottom until you see Erase Data and toggle it on.

Original author: Avery Hartmans

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Jun
02

Execs at $3.7 billion Box look for 4 things when buying a company, and its latest 12-person acquisition checked ‘all the boxes’ (BOX)

Box may have made its start in cloud storage, but the $3.7 billion company wants to round out its offerings.

Toward that end, the company on Friday announced its acqui-hire of the 12-person team at Progressly, an operational performance management company. Box plans to use Progressly's team to help build out its workflow management features.

"We're doubling down on workflow within Box as the result of ... customer requests and customer demand," Jeetu Patel, chief product and strategy officer at Box, told Business Insider.

The companies did not disclose the terms of the deal.

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Box won't be using Progressly's existing service. Instead, it will integrate the company's team, which is headed by CEO and cofounder Nick Candito, into its own operations and have them design a new workflow automation process from scratch that will be built into Box's own service.

"We want to make sure that the experience is integrated into Box, so we're building the capabilities rather than going out and buying a technology and patching it," Patel said.

When it comes to building out its service, Box has done acqui-hires in the past and also "organically built out the teams," Patel said. Box chose to bring Progressly on board because it checked "all of the boxes" that company executives look for when bringing new teams in-house.

Box officials ask themselves a series of questions whenever they come across an interesting company, Patel said. Among them:

Do they share our obsession with design and simplicity? Do they have expertise in an area we want to get into? Do they understand enterprise customers? Are they good fit culturally, in terms of their core values?

"When you start looking at those things, it was a fantastic fit," Patel said, adding that the Progressly team was so excited to start at Box that they forewent taking a couple of days off during the transition period.

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Box hasn't set a timeline yet for when the new features will be available. But Patel said to expect big announcements at BoxWorks, the company's annual user conference in late August.

Original author: Becky Peterson

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Jun
02

We drove a $65,000 Audi Q7 and a $60,000 Volvo XC90 to see which is a better luxury SUV — here's the verdict

The Audi Q7. Hollis Johnson

The large crossover SUV makes a whole lot of sense.

It combines the user-friendly nature of passenger cars with the utility of a minivan and much of the off-road prowess of a traditional SUV.

And for those looking for a more plush crossover experience, the luxury brands have that covered. Two of the best large luxury crossovers we've ever tested are the Audi Q7 and the Volvo XC90.

The Volvo arrived in 2015 just in time for the 2016 model year while the Audi debuted in 2016 as a 2017 model.

The Volvo XC90 was a revelation for us when we first tested the car in late 2015. It was the first new model to arrive in showrooms following the Swedish automaker's acquisition by China's Geely Group.

We loved the second generation XC90 so much that we gave it our 2015 Car of the Year award over some stiff competition like the BMW 7-Series and the Lamborghini Huracan. Amazingly, with the impending arrival of the new S60 sedan, the XC90 will soon become the oldest model in Volvo's lineup.

And then there's the Audi Q7. In our review of the second generation Q7, Matt DeBord referred to the Audi as the luxury SUV perfected.

In spite of the presence of the A8 luxury sedan, the Q7 is effectively Audi's luxury halo product. The original Q7 debuted back in 2007. In spite of early criticism of its aesthetics, the big Audi eventually developed into a fan favorite.

Both crossovers are built on modular platforms and share their underpinnings with passengers cars. The Q7 is built on VW Group's MLB Evo platform that's shared with the Audi A4 sedan and Bentley Bentayga SUV. While the XC90 is built on Volvo's SPA platform that underpins the company's entire passenger car lineup.

Here's a closer look at how the Audi Q7 3.0T Prestige and the Volvo XC90 T6 Inscription matches up:

Original author: Benjamin Zhang

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Oct
14

U.S. Army chooses Google Workspace to bring zero trust to the multicloud 

Diets that sound too good to be true are often just that. But a plan called intermittent fasting that frees its followers from calorie counting and carb cutting is quickly gaining traction in Silicon Valley. Scientific research suggests its followers are onto something big.

Popularized by Bay Area health nuts who don't mind being guinea pigs for science, intermittent fasting (or simply "IF" among fans), involves limiting the time you eat to a specific time period each day. While most of us snack somewhat regularly from the time we wake up until the time we go to sleep, intermittent fasters only "feed" within a strictly defined window, often from morning to afternoon or afternoon to evening.

Silicon Valley loves it. One Bay Area group of enthusiasts called WeFast meets weekly to collectively break their fasts with a hearty morning meal. Facebook executive Dan Zigmond confines his eating to the narrow time slot of 9 a.m. to 5:30 p.m., and many other CEOs and tech pioneers are sworn "IF" devotees.

Despite not requiring followers to count calories, ban carbs, or restrict their eating to celery and juice, intermittent fasting has been shown to be just as helpful for weight loss as traditional diets. And animal studies hint that the plan could have a range of other health benefits from curbing cancer risk to even prolonging life.

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But there are problems with intermittent fasting, too. Besides leaning heavily on animal studies, the approach may have several benefits that only arise as an incidental result of the fact that it tends to lead to weight loss.

With that in mind, researchers have recently been trying to pin down whether some of those benefits could emerge even if intermittent fasters don't lose any weight.

And for the first time, a rigorous, but small study published last month has hinted at a positive answer. They discovered that people who tried the IF approach but were given enough calories to prevent them from losing weight still saw boons like reduced blood pressure. That's a promising sign for future studies of the plan.

"We found that there were benefits to this approach that were completely independent of losing weight," Courtney Peterson, the lead researcher on the study and an assistant professor of nutrition science at the University of Alabama at Birmingham, told Business Insider.

How intermittent fasting works

Erin Brodwin / Business Insider Intermittent fasters can eat whatever they want, within reason — there are no strict limits on carbs, fat, or anything else. In general, most intermittent fasters stick to their normal diet; all they change when they begin the eating plan are the hours in which they eat. Having temporarily tried the IF lifestyle myself, I can tell you it's not for everyone. That said, I also understand why some people love it. When I fasted, I found myself thinking about food less, working out more, and even unintentionally curbing my caffeine intake.

So far, the most well-researched benefit of intermittent fasting is weight loss. Krista Varady, a nutrition professor at the University of Illinois who wrote a book about IF called "The Every-Other-Day Diet" in 2013, published a study last year in the Journal of the American Medical Association showing that obese participants who intermittently fasted lost roughly the same amount of weight as those on a traditional diet that involved strict eating and calorie counting.

But a handful of recent papers suggest that in animals, intermittent fasting is linked with other more vital boons like improvements in blood sugar control and some antiaging effects. With that in mind, some researchers have been hard at work trying to suss out whether those benefits might also apply to people. At the same time, they also want to know something even more important: whether those perks are just a result of weight loss, or if they might have something to do with intermittent fasting itself.

The first intermittent fasting study of its kind

Shutterstock Nutrition studies are hard to design and even harder to carry out. In many cases, scientists must rely on self-reports from participants, who often vastly underestimate the amount of food they actually ate.

So for Peterson's recent study, she and her colleagues decided to take a far more intense approach: they supervised everything their participants consumed, and only allowed them to eat the food that was given to them.

These sorts of studies are called supervised controlled feeding trials, and because of the difficulty involved in designing and performing them, they're rarely done. But the sort of insight they provide into a specific diet or eating plan is unique and high-caliber.

"Aside from locking up people in a hospital room and not letting them leave that room for weeks, supervised controlled feeding trials are the most rigorous type of nutrition study," Peterson said.

The difficulty of this kinds of research also means that large pools of people often get whittled down to just five to 25 individuals. After receiving interest from nearly 400 people who wanted to participate in the study, Peterson and her colleagues ultimately ended up with just eight men.

Still, the paper is the first study of its kind, and it hints at some surprising potential perks of fasting.

Fasting appears to improve blood pressure and our body's response to sugar

Although Peterson's study was small, some of its results were surprisingly positive. After doing intermittent fasting for five weeks, all of the eight participants showed improvements in blood pressure and insulin sensitivity, the body's response to sugar.

Notably, the participants in the study who had the worst sensitivity at its outset saw the biggest improvements, Peterson said. The blood pressure findings were also significant: many people showed drops of roughly 10-11 points, a difference that's roughly equal to the benefit someone might get from trying out a blood pressure reduction medication, according to a 2008 study published in the Cochrane Database.

"These were huge differences for a 5-week study," Peterson said. "I was very surprised by that."

To do the study, Peterson and her colleagues had eight men who showed early signs of diabetes restrict their eating window to just six hours. During this time, they ate only food provided by the researchers, and only while under supervision. Importantly, in order for the researchers to home in on the potential benefits of fasting that were not linked with weight loss, the study participants were not supposed to lose any weight. With that in mind, they were given just enough food to maintain their current weight.

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Over the course of nearly four months, the men dedicated several weeks to a specific eating schedule. The first 5 weeks involved eating for just 6 hours a day from 7am to 3pm; after that study period, they all took a 7 week break. Then for a control period, the participants spent the next 5 weeks eating normally.

Before and after the study period, researchers measured participants' insulin sensitivity, the body's ability to process sugar, as well as their blood pressure, cholesterol, and blood glucose levels.

A the end of the study, all of the participants saw improvements in insulin sensitivity and blood pressure. No improvements in cholesterol or blood glucose were observed, something Peterson thinks might be a sign that those perks are closely tied to weight loss. Some people also experienced negative side effects like headaches, drowsiness, and increased thirst.

Those takeaways point to key places to start other studies, Peterson said.

"Our data suggests that no matter where you are [in terms of when you're eating], as long as it's a restricted window, there's a benefit."

Original author: Erin Brodwin

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Jun
02

Here's everything you need to do to switch from an Android device to an iPhone (AAPL, GOOG)

An iPhone X, left, and a Google Pixel 2 XL, right. Business Insider Switching from Android to iOS can be daunting — you're not just switching to a new device, you're switching to an entirely new operating system.

But it turns out that the switch itself actually might be the easiest part.

Back in 2015, Apple introduced one of only two apps it lets Android users download, called Move to iOS (the other app is Apple Music).

Move to iOS is intended to help Android users seamlessly swap to an iPhone without losing their important data, like contacts, photos, calendars, and more.

The app is a key part of making the switch, but there are a few other steps along the way before you can get started with your new iPhone.

Here's everything you need to do to switch from an Android device to an iPhone.

Original author: Avery Hartmans

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Jun
02

It's starting to look like Tesla made a critical business mistake with Autopilot (TSLA, GM)

Tesla CEO Elon Musk. Mike Blake/Reuters

Sometimes, all you need to do is follow the money.

This week, Japan's SoftBank announced a total investment of $2.25 billion in GM's Cruise self-driving car division. GM said that it would add another $1.1 billion to the deal, taking the full deal to $3.35 billion and making Cruise worth $11.5 billion on its own.

The San Francisco-based startup was acquired by GM in 2016 for $581 million and has been operated by the automaker as a semi-stand-along entity, with its own CEO — founder Kyle Vogt — a home-office in the Bay Area, and supervision from GM's President, Dan Ammann.

By any reckoning, it now looks like a tremendously foresighted investment for GM. So good, in fact, that SoftBank is matching GM's own funding two-for-one. In exchange, SoftBank gets a nearly 20% stake, so if you're following along at home, GM effectively sold a fifth of Cruise and revealed over $10 billion in value in GM itself that was sort of trapped in the carmaker's $51-billion market cap.

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What we're starting to see now in the gestational self-driving-car world is that some business models assigned to technological innovation. Last week, Waymo deepened its partnership with Fiat Chrysler Automobiles. SoftBank has also bought into Uber (obviously, a clear link now exists between GM and the biggest ride-hailing service in the world).

But what about Tesla and its Autopilot semi-autonomous system and Self-

Autopilot isn't yet a serious business

Daniel McMahon

In this context, Autopilot looks malnourished. SoftBank's Cruise investment represents nearly as much money as Tesla has in the bank — $2.7 billion, as of the end of the first quarter. But Tesla will need that capital (and likely more) simply to operate its reliably unprofitable business for the next year.

GM, by contrast, has made over $70 billion since its 2010 IPO (Tesla also IPO'd in 2010 and has never posted an annual profit). It has plenty of cash on hand and can deploy it ambitiously, given that its main business is taking care of itself.

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In the two years since the Cruise acquisition, GM has moved aggressively to get it to market. The master plan is to have fully self-driving all-electric Chevy Bolts with Cruise's laser-radar-based technology forming urban fleets to serve up rides by next year.

Tesla's Autopilot, on the other hand, is more of an expensive option for retail customers. If you buy or lease a Tesla, you can get the tech, which isn't fully autonomous (far from it) and uses a computing system based on sensors and cameras. Autopilot has been involved in a number of accidents of late — accidents that are being investigated by the National Transportation Safety Board — but Tesla and CEO Elon Musk have continued to sell it as a safety enhancement.

Even when Tesla has talked about Autopilot as a way for owners to make money off their vehicles when those cars would otherwise be sitting idle in driveways, the idea has been contingent on the retail channel. Yes, Tesla could keep some vehicles itself and create a self-driving fleet at some point, but those would be lost sales — and right now, Tesla needs every sale it can get.

Business creation isn't the same thing as following trends

GM

With this logic, if Cruise is worth $11.5 billion, then Autopilot as an independent business is currently worth zero. But what about Tesla's $50-billion market cap? Well, on paper that's made up of automaking, energy storage, and solar, if you think of Tesla as a holding company.

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But in that framework, Autopilot is simply a feature that can be added to a Tesla vehicle. And even a Tesla car could drive from coast to coast in fully autonomous mode — Musk has promised this event, but it hasn't happened yet — I'm still not sure that would mean Autopilot has any meaningful spinoff value.

The challenge for Tesla is that while Musk was wise to recognize, about three years ago, a pivot away from electric cars as the new cool thing to self-driving as the exciting new opportunity, he failed to realize that companies such as GM and Google (Waymo came into existence in 2016, before which it was the Google Car project) would think of full autonomy as a distinct business opportunity and direct their design-build-investment strategies accordingly.

This isn't a disaster for Tesla. Far from it. The company will hold an annual investor meeting next week, and if any of those folks bought in around the time of the IPO, they'd be looking at a nearly 1,ooo% return. With electric cars making up only about 1% of global sales, Tesla has monumentally outperformed any reasonable expectations.

But that doesn't mean it can be everything. And trying to move the needle big-time of EVs while also being a player in the still-evolving autonomous space might be too much to ask. The bottom line is that although GM's Cruise and Tesla's Autopilot might be seen as competitors, they're actually quite different.

And the biggest difference is that Cruise is now a valuable business in its own right.

Original author: Matthew DeBord

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Jun
02

1Mby1M Virtual Accelerator Investor Forum: With Asheem Chandna of Greylock Ventures (Part 2) - Sramana Mitra

Sramana Mitra: What you’re saying is counter to the trend of the venture capital industry right now. It has become the age of lean startups at the early stages these days where entrepreneurs are...

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Original author: Sramana Mitra

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Jun
01

June 7th – 401st 1Mby1M Mentoring Roundtable for Entrepreneurs - Sramana Mitra

Entrepreneurs are invited to the 401st FREE online 1Mby1M mentoring roundtable on Thursday, June 7, 2018, at 8 a.m. PDT/11 a.m. EDT/8:30 p.m. India IST. If you are a serious entrepreneur, register to...

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Original author: Maureen Kelly

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Jun
01

1Mby1M Virtual Accelerator Investor Forum: With Cem Sertoglu of Earlybird Venture Capital (Part 4) - Sramana Mitra

Sramana Mitra: What does UI Path do? Cem Sertoglu: They are the leading robotics process automation software company. They help large enterprises with complex legacy backend systems to automate a lot...

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Original author: Sramana Mitra

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Oct
14

The world, and today’s employees, need quantum computing more than ever

Bobby Franklin Contributor
Bobby Franklin is the president and chief executive of the National Venture Capital Association and previously served as an executive vice president for the CTIA – The Wireless Association.

The Trump administration just moved to kill a key tool to support immigrant entrepreneurs, and the startup community must make our voice heard to save it.

Supported by Republicans and Democrats, the International Entrepreneur Rule (IER) operates like a startup visa and allows foreign-born founders to launch new businesses in the U.S., rather than overseas. IER is in place after the National Venture Capital Association (which I lead) successfully sued the Department of Homeland Security when it unlawfully delayed the program last year. But now, the administration is taking new steps to end the rule before it has a chance to bring new companies and innovation to our country.

Why would the administration do something so obviously counter-productive? That’s the question those of us who understand the importance of immigrant entrepreneurship keep asking. The track-record of foreign-born founders is staggering.

Studies show that immigrants have started more than half of America’s privately-held startups valued at $1 billion or more, and 43 percent of Fortune 500 companies were founded or co-founded by an immigrant or the child of an immigrant. A 2013 NVCA study found that one-third of all venture-backed companies that went public from 2006 to 2012 had at least one immigrant founder.

Specific to IER, one study found that the rule will create more than 300,000 jobs over 10 years, although I believe this is on the low end because a single entrepreneur could create a startup with tremendous growth or even an entirely new industry. IER is tailored to attract founders who are positioned to launch the next generation of great American companies and would unleash fresh entrepreneurial energy and dynamism that we desperately need in the economy.

The Trump administration’s hostility toward IER is also puzzling considering President Trump’s previous statements on immigration. During the State of the Union address, the president emphasized the need for a “merit-based immigration system — one that admits people who are skilled, who want to work, who will contribute to our society, and who will love and respect our country.”

Photo courtesy of Flickr/jvoves

It’s almost like he was describing IER without naming it. After all, we are talking about a program where a successful applicant must create a new high-growth enterprise that will in turn employ Americans and contribute to our nation’s technological and scientific advancement.

Furthermore, the applicant’s status in the United States is completely tied to the startup company and would be unable to remain in our country if the enterprise fails. There is nothing more merit-based than that, and yet the administration is saying no to the new jobs that come when young companies scale and grow.

The administration’s rejection of IER comes at a particularly troubling time for American entrepreneurial standing. Twenty years ago, U.S. startups received 90 percent of global venture capital, but that number has precipitously dropped to 54 percent last year.

Policymakers must understand that U.S. startup dominance is being challenged every day, and the top entrepreneurs now have a world of choices when it comes to where to launch their high-growth company. Other countries are copying the American blueprint for startup activity and making their countries more attractive for new company creation.

One way they’re doing this is by taking advantage of our intransigence on immigration policy and then welcoming foreign-born founders to their shores. The idea of a startup visa was first proposed in the U.S., and while we still don’t have one, countries like Canada, France and Singapore have copied the idea and are reaping the benefits.

Rejection of IER is also incongruent with the Trump administration’s goal of American leadership on critical technologies like artificial intelligence, robotics, machine-learning and new drug discovery.

If we are to lead in these areas, the world’s top entrepreneurs must be here in the U.S., rather than overseas where they will compete with us. Rather than pushing entrepreneurs away, the administration should be fighting to attract top talent. That’s the only way the U.S. will be the innovation leader going forward.

Despite the overwhelming arguments in favor of IER, the Department of Homeland Security is moving forward to rescind the program before it truly gets off the ground. This is a setback to be sure, but so was the first DHS delay, and we beat the administration that go around. We’re going to keep fighting, but we can’t do it alone.

How can you help? The best way to do your part is by engaging in the public comment period that is open now and closes on June 28. Visit fwd.us/ier and share your perspective on why the International Entrepreneur Rule is needed. Everyone’s voice is valued in the process.

Tell your personal stories of immigrant entrepreneurs who have impacted our country, how IER will help maintain U.S. competitiveness or how IER will create American jobs. Together, we can win, and by doing so help our country remain the best place on the planet to launch a new company that provides a better way of life.

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Jun
01

Rebel launches new tools for developers to build marketing emails

Until now, Rebel has been known as a platform allowing marketers to incorporate interactive elements into their emails. Today, it’s launching a new version of its API that will allow developers to build entire emails, interactive or not.

Co-founder Joe Teplow explained that the new Rebel Lite API was created in response to developers who were already using the company’s API.

“Our customers loved being able to build these actionable modules in bite-sized chunks with our API,” Teplow said. In fact, they loved it enough that they started asking, “Could we build the entire email with your API?”

So with the Rebel Lite API, Teplow said they can create emails using JSON, “without writing one line of HTML.”

And yes, this is a tool built specifically for developers, not a drag-and-drop email editor for marketers. Teplow said that as the industry has become more complex, “Email as a channel requires a really tight integration between marketers and developers.”

But what’s so hard about sending an email? Kevin Dutra, who leads Rebel’s product team, explained, “The main problem is email market fragmentation on the rendering side.”

In other words, Dutra said it takes extensive testing to make sure your email shows up properly on every device and email client, turning the creation of email into a full-time job. Rebel, on the other hand, is constantly keeping track of changes in email rendering, so if you build an email using the API you can take advantage of all that work to know that your code is up-to-date and that your emails will render properly.

In addition, Rebel has created a number of reusable components to enable the creation of complex layouts.

Teplow added that the new API could also help Rebel reach a new audience — not just large enterprises, but also “regular developers at a smaller company.”

“They weren’t a fit for Rebel before, but we’re slowly starting to let those people in,” he said.

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Jun
01

Alibaba Knows No Boundaries - Sramana Mitra

There is nothing that appears to slow down Alibaba’s (NYSE: BABA) growth rates. It recently reported results for the March ended quarter, and the company delivered its eighth consecutive quarter of...

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Original author: MitraSramana

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Jun
01

Bitcoin exchange abandons Poland even as the government invites it to a working group

In a delightful bit of irony BitBay, a Central European exchange, has shut down operations in Poland even as it received an invitation by the Polish government to participate in a national blockchain working group. The news, which appeared in a Tweet, states that the group will assess regulations for cryptocurrencies, blockchain, and ICOs.

“Our exchange has received an invitation from the PFSA to participate in the Blockchain Working Group. As we have recently said, we do not want to abandon crypto activity in the Polish community,” wrote BitBay.

Nasza giełda otrzymała zaproszenie z KNF do udziału w pracach Grupy roboczej ds. Blockchain. Jak zapewnialiśmy ostatnio, nie porzucamy aktywności na rzecz polskiej społeczności krypto. @k_wysota @Bitcoin_org_pl @comparic @bithub @Marta_Bellon @MichWasowski @_ZajacPiotr @macdac pic.twitter.com/bxhu4EGWvJ

— BitBay (@BitBayPolska) May 30, 2018

Poland has had an odd relationship with Bitcoin. First, some of the central banks funded a YouTube propaganda video that showed a person losing plenty of cash in crypto. Further, the community is fighting back but releasing counter-propaganda to the central bank’s policies.

After being shut out by Polish banks, BitBay moved its headquarters to Malta and stopped serving Polish customers.

Photo by freestocks.org on Unsplash

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Jun
01

1Mby1M Virtual Accelerator Investor Forum: With Asheem Chandna of Greylock Ventures (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 Asheem Chandna, Greylock Ventures was recorded in...

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Original author: Sramana Mitra

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Oct
14

Everyrealm’s Hometopia is the house building game for adults

Walmart’s tech incubator is out with its first experiment. The incubator, known as Store No. 8, just launched Jetblack, a concierge-style service for requesting stuff and getting it really quickly. During its pilot period, the project was known as Code Eight.

To shop with Jetblack, first you need an invite. Right now the service is limited to some customers in Manhattan and Brooklyn who are part of an eight-month pilot program restricted to buildings with a doorman, though that will soon expand and a waitlist is available now. The service is $50 a month — considerably less than some adjacent competitors, while considerably more than Amazon Prime — and promises same-day delivery.

While concierge services like Hello Alfred position themselves as high-end options for people wishing to live more serene lives, Jetblack is focusing on “time-strapped urban parents” seeking “more efficient ways to shop for themselves and their families.” To request something, Jetblack members send a text message and will receive product recommendations sent back in text. Those recommendations are culled from Walmart and Jet.com but also from specialty retailers locally.

That means any product request is fair game and “sourcing a specific beauty cream from a member’s favorite local boutique, curating custom Easter baskets and delivering them once the kids are asleep and rushing beach essentials to a family on vacation” are all within the realm of Jetblack fulfillments.

“Consumers are looking for more efficient ways to shop for themselves and their families without having to compromise on product quality,” said Jetblack co-founder and CEO Jenny Fleiss, formerly of Rent the Runway.

“With Jetblack, we have created an entirely new concept that enables consumers to get exactly what they need through the convenience of text messaging and the freedom of a nearly unlimited product catalogue.”

It’ll be interesting to see if these kind of personal shopping services can differentiate themselves in markets already well-acquainted with same-day shipping. While what makes Jetblack’s proposition unique isn’t that clear, it’s worth noting thanks to its roots in the biggest brick-and-mortar retailer around.

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Oct
01

How extended reality tactics can benefit your marketing strategy

Machine learning is one of those buzzwords that nearly every tech company likes to throw around nowadays — but according to Lukas Biewald, it represents a genuinely new approach to programming.

“Software has eaten a lot of the world, and machine learning is eating software,” Biewald said.

In his view, there are “fundamental” differences between the two approaches: “One important difference is if all you have is the code you used to train the program, you don’t really know what happened … If I had all the code that was used to train a self-driving car algorithm but I don’t have the data, I don’t know what went down.”

Along with Chris Van Pelt, Biewald previously founded CrowdFlower (now known as Figure Eight), which launched nearly a decade ago at the TechCrunch 50 conference, and which has created tools for training artificial intelligence.

Biewald (whom I’ve known since college) and Van Pelt, plus former Google engineer Shawn Lewis, have now started a new company called Weights & Biases to build new tools for machine learning developers. They’ve also raised $5 million in Series A funding from Trinity Ventures and Bloomberg Beta.

“Artificial Intelligence has so much potential, but few companies are implementing it yet because the development process is too complicated for all but a small number of highly trained engineers,” said Trinity’s Dan Scholnick, who’s joining the startup’s board of directors. (Scholnick previously backed CrowdFlower.) “W&B aims to dramatically streamline the machine learning software development process so that AI benefits can be unlocked across industries and no longer restricted to the few firms able to hire extremely skilled and extraordinarily expensive AI developers today.”

The eventual goal is to create a whole suite of development tools, but Weights & Biases’ first product records and visualizes the process of training a machine learning algorithm. Biewald explained that this makes it possible for developers to go back and see what they were doing, say, a month ago and to share that information with teammates. And it’s already being used by the nonprofit research company OpenAI.

Biewald added that when he talked to his friends in the field about their biggest problems, this was the first thing that came up. That’s how he hopes to approach future products as well — working with developers to figure out what they really need.

“I don’t want to help with the hype,” he said. “I want to help with the real problems that really get in the way … to make this stuff actually work.”

Biewald also offered more details about his vision for the company in a blog post:

You can’t paint well with a crappy paintbrush, you can’t write code well in a crappy IDE, and you can’t build and deploy great deep learning models with the tools we have now. I can’t think of any more important goal than changing that.

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Sep
30

Kaser Focus: Requiescat in pace, Stadia

After their long post-financial-crisis slump, European tech IPOs are starting to rebound. Tech companies raised more money on European public markets between 2015-17 (€5.3 billion) than in the previous seven years combined. With venture capital having boomed in that time, that trend is set to continue: There is a generation of well-funded, fast-growing technology companies now eyeing the public markets as the platform for continued rapid growth. The pipeline is healthy. But what needs to be done to get ready for an IPO and, crucially, what comes next?

Money raised and market opportunity alone do not make for a public-company-in-waiting. You do not transform from a scrappy growth business into a tightly governed, transparent public company overnight. It has to be a gradual evolution, one which requires the right people, structures and mindset to be in place. Companies need to ask themselves not just if they want to pursue an IPO, but how exactly they plan to go about it, and how they will prepare for the realities of life as a public company.

Having advised three companies on their journey to an IPO, across three different geographies, I think there should be at least two years of careful planning between deciding to seek a listing and hearing the bell ring on your market open.

You have to start with bringing in the right people. A business can grow a long way on the back of an inspirational founding team, but as an aspiring public company, you need an experienced and high-performing management team as well. Do you have a CFO who has credibility with public market investors? Does the board have enough members with independent authority; will it meet the requirements of those institutional investors who now require a minimum quota of female directors?

Ultimately it comes down to one question: Can you start operating like a public company before you become one?

Your board will have to grow, not least to fulfill necessary governance functions, from audit to compensation and nomination committees. These are important and often complex hires, which can take anything from six months to a year to put in place. It also takes a while for new board members to start working well together and gain a detailed understanding of the company.

The composition of the board is just one area where a private company has to start asking itself new questions as it prepares for a listing. Another is the financial profile of the business and the trade-off between growth and profitability. Will investors give us credit for growing, say, 80 percent year over year? Should we front-load investments and associated losses, or incur them over time when required? The CEO also must think about how she is going to communicate with the market, and whether she needs others around her to give investors the full package. A very visionary and product-focused CEO, for example, will need to be complemented by a brilliant CFO who can handle detailed questions about the company’s finances.

A company thinking about going public also needs to evolve its mindset. After an IPO, you will no longer be a tight-knit group of founders, early hires and investors who know the business intimately. The relationship you have known with your private backers is going to bear no relation to the one you will experience with public market investors. As a public company, you are no longer being supportively cheered on, but independently scrutinized by investors who understand the business in less detail and are liable to react strongly to indicators whose significance they can easily misinterpret. In this environment, if you set an ambitious target, you can’t achieve only 95 percent of it and expect to be consoled and encouraged. Institutional investors are going to want to know why you didn’t exceed that target, let alone failed to meet it.

Ultimately it comes down to one question: Can you start operating like a public company before you become one? The companies that succeed post-IPO are those that have laid the foundation to make the transition from private to public as seamless as possible. There are rich rewards to be enjoyed on the public markets, but only for those who do the hard work in advance to ease into life as a public company. Europe’s fast-growing tech companies should consider not just whether an IPO is the right option for them, but if they are willing to put in the work that is necessary to make it a success.

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May
31

20 takeaways from Meeker’s 294-slide Internet Trends report

This is a must-read for understanding the tech industry. We’ve distilled famous investor Mary Meeker’s annual Internet Trends report down from its massive 294 slides of stats and charts to just the most important insights. Click or scroll through to learn what’s up with internet growth, screen addiction, e-commerce, Amazon versus Alibaba, tech investment and artificial intelligence.

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May
31

Steve Case and JD Vance are speaking at Disrupt SF on startup opportunities outside of Silicon Valley

We’re excited to announce Steve Case and JD Vance will sit down for a fireside chat at Disrupt SF this September. There’s plenty to talk about, too, including the pair’s latest venture: A massive $150 million seed fund backed by an impressive group of investors that are targeted at startups outside of Silicon Valley.

As The New York Times put it after the fund’s announcement, the complete list of investors in the Rise of the Rest fund “may be the greatest concentration of American wealth and power in one investment fund.” It includes among others Jeff Bezos, Eric Schmidt, John Doerr, Jim Breyer, Dan Gilbert and members of the Walton, Koch and Pritzker families.

This fund is core to what Case and Vance are championing at Revolution . The Washington, D.C.-based venture capital firm primarily backs companies outside of major tech hubs. At Disrupt New York in May, Case told the audience that many regions are overlooked simply because investors can’t “get in their cars and drive to those companies” and he wants to convince other VCs to look outside of their comfort zones.

In August of 2017 Steve Case, founder of AOL and Revolution, tapped JD Vance to run Revolution as its Managing Partner.

“I don’t know if I’m ever going to be comfortable with being the media-dubbed spokesperson,” Vance told TechCrunch at the time. “But I do think you can talk about the issues and try to raise awareness or you can do something about the issues — my goal here is to try to do both. There’s an opportunity I’ve been given here with the platform the book has afforded.”

Vance is seemingly of the same mind as Case. In his book, which is a must read by the way, Hillbilly Elegy, he lays out his upbringing in Appalachia’s working class and explains the importance of striving to overcome obstacles — and startups outside the Valley have different obstacles to overcome than those located around San Francisco. As the managing partner of Revolution, we hear he has a keen focus that resonates with founders. Vance served in the Golf War, eventually graduating from The Ohio State and Yale and went on to serve as a law clerk and a principle at Peter Thiel’s  VC firm, Mithril Capital Management LLC.

Steve Case spoke at Disrupt NY last year about his current passion in shining a light on startups outside traditional tech hubs.

“It’s worth remembering that Detroit 75 years ago was like the Silicon Valley,” said Case at Disrupt NY in 2017. “At the time, it was the hottest innovation city in the country, because the automobile was the hot new technology at the time. Silicon Valley was like fruit orchards. These things change. But they lost their way. Detroit lost 60 percent of its population in the last 50 years and they went bankrupt because they lost their entrepreneur mojo.”

Case’s fireside chat was fascinating and we’re thrilled to have him back with Revolution’s managing partner, JD Vance. While Disrupt SF happens in the heart of Silicon Valley, there are plenty of founders, developers and investors who are constantly looking for opportunities in new regions — just like Steve Case and JD Vance.

If you’re looking to purchase tickets to Disrupt, you can grab those right here.

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May
31

Klaxoon gets $50M to try to make boring meetings more interactive and productive

If you’ve ever been in a pointless meeting at work, odds are you’ve spent part of the time responding to messages or just putzing around on the Internet — but Klaxoon hopes to convert that into something a bit more productive with more interactive meetings.

The French startup today said it’s raised $50 million in a new financing round led by Idinvest Partners, with early round investors BPI, Sofiouest, Arkea and White Star Capital Fund also participating. The company offers a suite of tools designed to make those meetings more engaging and generally just cut down on useless meetings with a room of bored and generally unengaged people that might be better off working away at their desk or even taking other meetings. The company has raised about $55.6 million in total.

The whole point of Klaxoon is to make meetings more engaging, and there are a couple ways to do that. The obvious point is to translate what some classrooms are doing in the form of making the whole session more engaging with the use of connected devices. You might actually remember those annoying clickers in classrooms used to answer multiple choice questions throughout a session, but it is at least one way to engage people in a room — and offering a more robust way of doing that may be something that helps making the session as a whole more productive.

Klaxoon also offers other tools like an interactive whiteboard (remember Smartboards, also in classrooms?) as well as a closed networks for meeting participants that aims to be air-gapped from a broader network so those employees can conduct a meeting in private or if the room isn’t available. All this is wrapped together with a set of analytics to help employees — or managers — better conduct meetings and generally be more productive. All this is going to be more important going forward as workplaces become more distributed, and it may be tempting to just have a virtual meeting on one screen while either working on a different one — or just messing around on the Internet.

Of course, lame meetings are a known issue — especially within larger companies. So there are multiple interpretations of ways to try to fix that problem, including Worklytics — a company that came out of Y Combinator earlier this year — that are trying to make teams more efficient in general. The idea is that if you are able to reduce the time spent in meetings that aren’t really productive, that’ll increase the output of a team in general. The goal is not to monitor teams closely, but just find ways to encourage them to spend their time more wisely. Creating a better set of productivity tools inside those meetings is one approach, and one Klaxoon seems to hope plays out.

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