Saturday 31 March 2018

UberRUSH is shutting down

Uber is closing the doors on its on-demand package delivery service, RUSH, in New York City, San Francisco and Chicago, TechCrunch has learned. In an email to users, Uber said it plans to close RUSH operations June 30, 2018.

“At Uber, we believe in making big bold bets, and while ending UberRUSH comes with some sadness, we will continue our mission of building reliable technology that serves people and cities all over the world,” Uber’s NYC RUSH team wrote to customers.

Uber has since confirmed the wind-down.

“We’re winding down UberRUSH deliveries and ending services by the end of June,” an Uber spokesperson told TechCrunch. “We’re thankful for our partners and hope the next three months will allow them to make arrangements for their delivery needs. We’re already applying a lot of the lessons we learned together to our UberEats food delivery business in over 200 global markets across more than 100,000 restaurants.”

With UberRUSH, which I forgot still existed, people can request deliveries for items no more than 30 pounds in size, except animals, alcohol, illegal items, stolen goods, and dangerous items like guns and explosives. Last April, Uber stopped providing courier services to restaurants, encouraging them to instead use UberEATS, the company’s food delivery service. The shutdown of UberRUSH comes shortly after Shyp, an on-demand shipping company, announced its last day of operations.



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Clipisode launches a ‘talk show in a box’

A company called Clipisode is today launching a new service that’s essentially a “talk show in a box,” as founder Brian Alvey describes it. Similar to how Anchor now allows anyone to build a professional podcast using simple mobile and web tools, Clipisode does this for video content. With Clipisode, you can record a video that can be shared across any platform – social media, the web, text messages – and collect video responses that can then be integrated into the “show” and overlaid with professional graphics.

The video responses feature is something more akin to a video voicemail-based call-in feature.

Here’s how it works. The content creator will first use Clipisode to record their video, and receive the link to share the video across social media, the web, or privately through email, text messaging, etc. When the viewer or guest clicks the link, they can respond to the question the show’s “host” posed.

For example, a reporter could ask for viewers’ thoughts on an issue or a creator could ask their fans what they want to see next.

How the video creator wants to use this functionality is really up to them, and specific to the type of video show they’re making.

To give you an idea, during a pre-launch period, the app has been tested by AXS TV to promote their upcoming Top Ten Revealed series by asking music industry experts “Who Is Your All-time Favorite Guitarist?

BBC Scotland asked their Twitter followers who they want to see hired as the new manager for the Scotland national football team.

A full-time Twitch gamer, Chris Melberger asked his subscribers what device they watch Twitch on.

The content creator can then receive all the video responses to these questions privately, choose which ones they want to include in their finished show, and drag those responses into the order they want. The creator can respond back to the clips, too, or just add another clip at the end of of their video. Uploading pre-recorded clips from services like Dropbox or even your phone is supported as well.

Plus, content creators can use Clipisode to overlay professional-looking animations and graphics on top of the final video with the responses and replies. This makes it seem more like something made with help from a video editing team, not an app on your phone.

Because Clipisode invitations are web links, they don’t require the recipients to download an app.

“[People] don’t want to download an app for a one-time video reply,” explains Alvey. “But with this, people can reply.” And, he adds, what makes Clipisode interesting from a technical perspective, is that the web links users click to reply can work in any app in a way that feels seamless to the end user.

“That’s our biggest trick – making this work in other people’s apps, so there’s no new social network to join and nothing to download,” he says.

The app is free currently, but the plan is to generate revenue by later selling subscription access to the authoring suite where users can create the animated overlays and branding components that give the video the professional look-and-feel.

In an online CMS, creators can author, test and deploy animated themes that run on top of their videos.

The final video product can be shared back to social media, or downloaded as a video file to be published on video-sharing sites, social media, or as a video podcast.

Clipisode has been in development for some time, Alvey says. The company originally raised less than a million from investors including Mike Jones and Mark Cuban for a different product the founder describes as a Patreon competitor, before pivoting to Clipisode. Investors funded the new product with less than half a million.

The app itself took a couple of years to complete, something that Alvey says has to do with the animation studio it includes and the small team. (It’s just him and technical co-founder Max Schmeling.)

Clipisode is a free download on iOS and Android.



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Veriff wants to make it simple to present identification online

Whenever you are doing something online that requires you to present an official ID like a passport or driver’s license to complete the transaction, it presents risk to both parties. Consumers want to know they are secure and brands want to know the person is using valid credentials. That’s where Veriff comes in.

Kaarel Kotkas, CEO and founder of the company, says the goal is to be “the Stripe of identity.” What he means is he wants to provide developers with the ability to embed identity verification into any application or website, as easily as you can use Stripe to add payments.

The company, which was originally launched in Estonia in 2015, is a recent graduate of the Y Combinator winter class. When you undertake any activity on the web or a mobile app that requires a valid ID, if Veriff is running under the hood, you can submit an ID such as a driver’s license. It uses a secret sauce to determine that the ID being presented is an officially issued one and that it belongs to the person in question.

When you consider that there were over 15 million identity thefts in the US in 2016 alone, you know it’s not a simple matter to identify a forgery. Fake IDs can be quite good and it’s often difficult to identify fraudulent ones with the naked eye.

It’s hard to tell the difference between the real and fake IDs in this shot. Photo: Veriff

If you want to open a bank account online for instance, you have to provide proof of identity for the bank. With Veriff, you take a picture of yourself, then submit a picture of your official ID and Veriff analyzes it to make sure it’s valid.

The idea is to make the ID process easy and quick for the consumer, while providing an accurate way for the brand to check IDs online. Consumers also benefit because someone can’t use their identity online to get credit or other services.

If there is an issue with the ID, the person can be directed to a human for a video chat where they can discuss it if need be.

The company currently has 20 customers and is on track to do $100,000 in revenue this month, according to data they provided at their Y Combinator Demo Day presentation. They plan to make money by charging $1 per verification.



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Facebook’s mission changed, but its motives didn’t

In January, Facebook announced that it would be changing its feed algorithm to promote users’ well-being over time spent browsing content. That’s a relatively new approach for a company whose ethos once centered around “move fast, break things.”

It wasn’t all that long ago (approximately a year and a half before the algorithm change) that Facebook VP Andrew “Boz” Bosworth, published an internal memo called “The Ugly,” which was circulated throughout the company. In it, Boz made it clear to employees that connecting people (i.e. growth) is the main focus at Facebook, at all costs.

Buzzfeed first published the memo, which said:

Maybe it costs a life by exposing someone to bullies. Maybe someone dies in a terrorist attack coordinated on our tools.

And still we connect people.

The ugly truth is that we believe in connecting people so deeply that anything that allows us to connect more people more often is *de facto* good. It is perhaps the only area where the metrics do tell the true story as far as we are concerned.

He goes on:

That isn’t something we are doing for ourselves. Or for our stock price (ha!). It is literally just what we do. We connect people. Period.

That’s why all the work we do in growth is justified. All the questionable contact importing practices. All the subtle language that helps people stay searchable by friends. All of the work we do to bring more communication in. The work we will likely have to do in China some day. All of it.

Facebook launched in 2004 and ushered in a honeymoon period for users. We reveled in uploading photos from our digital cameras and sharing them with friends. We cared about each and every notification. We shared our status. We played Farmville. We diligently curated our Likes.

But the honeymoon is over. Facebook grew to 1 billion active users in 2012. The social network now has over 2 billion active users. A growing number of people get their news from social media. The size and scope of Facebook is simply overwhelming.

And we’ve been well aware, as users and outsiders looking in on the network, that just like any other tool, Facebook can be used for evil.

But there was still some question whether or not Facebook leadership understood that principle, and if they did, whether or not they actually cared.

For a long time, perhaps too long, Facebook adhered to the “Move fast, break things” mentality. And things have certainly been broken, from fake news circulated during the 2016 Presidential election to the improper use of user data by third-party developers and Cambridge Analytica. And that’s likely the tip of the iceberg.

The memo was written long before the shit hit the fan for Facebook. It was published following the broadcast of Antonio Perkins’ murder on Facebook. This was back when Facebook was still insisting that it isn’t a media company, that it is simply a set of pipes through which people can ship off their content.

What is so shocking about the memo is that it confirms some of our deepest fears. A social network, with a population greater than any single country, is solely focused on growth over the well-being of the society it’s built. That the ends, to be a product everyone uses, might justify the means.

Facebook has tried to move away from this persona, however gently. In late 2016, Zuckerberg finally budged on the idea that Facebook is a media company, clarifying that it’s not a traditional media company. Last year, the company launched the Journalism Project in response to the scary growth of fake news on the platform. Zuckerberg even posted full-page print ads seeking patience and forgiveness in the wake of this most recent Cambridge Analytica scandal.

While that all seems like more of a public relations response than actionable change, it’s better than the stoic, inflexible silence of before.

After Buzzfeed published the memo, Boz and Zuckerberg both responded.

Boz said it was all about spurring internal debate to help shape future tools.

Zuck had this to say:

Boz is a talented leader who says many provocative things. This was one that most people at Facebook including myself disagreed with strongly. We’ve never believed the ends justify the means.

We recognize that connecting people isn’t enough by itself. We also need to work to bring people closer together. We changed our whole mission and company focus to reflect this last year.

If Boz wrote this memo to spark debate, it’s hard to discern whether that debate led to real change.

The memo has since been deleted, but you can read the full text below:

The Ugly

We talk about the good and the bad of our work often. I want to talk about the ugly.

We connect people.

That can be good if they make it positive. Maybe someone finds love. Maybe it even saves the life of someone on the brink of suicide.

So we connect more people

That can be bad if they make it negative. Maybe it costs a life by exposing someone to bullies. Maybe someone dies in a terrorist attack coordinated on our tools.

And still we connect people.

The ugly truth is that we believe in connecting people so deeply that anything that allows us to connect more people more often is *de facto* good. It is perhaps the only area where the metrics do tell the true story as far as we are concerned.

That isn’t something we are doing for ourselves. Or for our stock price (ha!). It is literally just what we do. We connect people. Period.

That’s why all the work we do in growth is justified. All the questionable contact importing practices. All the subtle language that helps people stay searchable by friends. All of the work we do to bring more communication in. The work we will likely have to do in China some day. All of it.

The natural state of the world is not connected. It is not unified. It is fragmented by borders, languages, and increasingly by different products. The best products don’t win. The ones everyone use win.

I know a lot of people don’t want to hear this. Most of us have the luxury of working in the warm glow of building products consumers love. But make no mistake, growth tactics are how we got here. If you joined the company because it is doing great work, that’s why we get to do that great work. We do have great products but we still wouldn’t be half our size without pushing the envelope on growth. Nothing makes Facebook as valuable as having your friends on it, and no product decisions have gotten as many friends on as the ones made in growth. Not photo tagging. Not news feed. Not messenger. Nothing.

In almost all of our work, we have to answer hard questions about what we believe. We have to justify the metrics and make sure they aren’t losing out on a bigger picture. But connecting people. That’s our imperative. Because that’s what we do. We connect people.



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ClearVoice helps freelance writers show off their portfolios

ClearVoice recently launched a new feature to give freelancers a better way to show off their work and get new jobs.

CV Portfolios offer an easier alternative to personal websites that are often sparsely populated, out-of-date or otherwise neglected.

Thanks a technology that the company is calling VoiceGraph, writers no longer have to keep the pages updated themselves. Instead, co-founder and CEO Joe Griffin said VoiceGraph indexes stories from the top publishers online (about 250,000 currently) and matches them to their authors. It also aggregates metrics around social sharing and connecting to the authors’ own social media accounts.

“At the end of the day, what we want to do here is give freelancers very robust tools that make it as simple as possible to address one of the biggest hurdles freelancers were having: creating a portfolio and maintaining it,” Griffin said.

cv portfolio

So for example, you can visit my CV Portfolio to see many of my latest TechCrunch articles. Granted, that’s not that so exciting, since you can do the same thing on my TechCrunch author page, but this could be pretty useful if I was a freelancer with a variety of publishers, or if I wanted to highlight articles I wrote for past employers.

There were around 400,000 automatically generated CV Portfolios at launch. Authors can claim their profiles, then edit them by creating new sections, moving articles around, deleting work that they’re not proud of, adding links or uploading files. And again, it’s a lot easier because they’re starting with a portfolio that’s already populated and automatically updated with new stories.

(And yes, if you’re a freelance with an automatically generated portfolio that yo don’t want on ClearVoice, Griffin said you can just delete it.)

The product is completely free. Sure, you can can use your CV Portfolio to promote yourself on ClearVoice’s talent marketplace, where freelancers get hired by companies to help with content marketing. But Griffin said he’s perfectly fine if people just want to create CV Portfolios and don’t participate in the market at all.



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Friday 30 March 2018

Nift raises $16.5M for a new kind of gift card

Nift, which is giving local businesses a new way to promote themselves, has raised $16.5 million in Series A funding.

The businesses that work with Nift (the name is short for “neighborhood gift”) can give special gift cards to their best customers. Those customers enter their codes on the Nift website, answer a few questions and can then choose from two free gifts from other local businesses.

Founder and CEO Elery Pfeffer suggested that this can help smaller businesses stay competitive against Amazon, while avoiding some of the pitfalls of promoting themselves through discount sites like Groupon. For one thing, Pfeffer argued that the person receiving the Nift is “somebody else’s best customer — this is not a bargain hunter motivated by a deal.”

“They’re getting a gift they weren’t expecting,” he said. “We make the selection for them, so there’s no self-selecting bargain hunting going on. That’s what makes the whole thing work.”

The idea is that businesses get new customers in exchange for promoting other merchants. It’s up to each merchant to determine what makes someone their best customer and how many Nift cards they want to give out, but Pfeffer (a data scientist who previously founded influencer marketing company Pursway) said his team has built sophisticated tools to find “the perfect match” between customers and gifts.

This approach has already been pretty successful in Boston, where 250,000 customers have supposedly activated more than 500,000 Nift cards. Pfeffer said 86 percent of those customers end up receiving a gift from a business that they’ve either never visited or haven’t visited in the past year. Afterwards, 88 percent of customers said they’re interested in visiting the business again, and a month later, 37 percent have actually done so.

The new funding comes from Spark Capital, Foundry Group and Accomplice and will fuel the startup’s plans to expand to five new markets (in addition to Boston, it’s currently available in Providence and Washington, D.C.).

“Retail has changed dramatically with the widespread adoption of e-commerce, but something has been missing for small businesses at the local level,” said Foundry Group’s Seth Levine in the funding announcement. “Nift is providing a way for merchants to deliver the experiences customers want, while fostering a healthy ecosystem. The success of the platform illustrates the impact it’s already having in strengthening these businesses and revitalizing communities.”



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Roam debuts a robotic exoskeleton for skiers

Roam, a San Francisco-based robotics startup, has just debuted a lower body robotic exoskeleton aimed firmly at skiers. The company’s first product doesn’t stray too far from nearby Ekso Bionics, where CEO and founder Tim Swift worked perviously. Though the simply titled Robotic Ski Exoskeleton trades warehouse work and mobility assistance for the admittedly more exhilarating world of downhill skiing.

The product is essentially a pair of braces that strap on the wearers thighs connecting to ski boots on one side, and a small backpack on the other. The braces are absorb shock, provide support and generally make you look like some crazy cyborg sent back from the future to punish snow.

A combination of built-in sensors and software adjust the system’s fabric and air actuators, providing additional support to the quadriceps. That all happens automatically, though users can also opt to control the thing manually, as well.

In spite of only announcing this week, the company says its “first releases are already spoken for,” meaning interested parties will have to join a waiting list to get their hands on it. And that’s honestly probably perfectly fine as they’re only available in the U.S. for now, and spring is finally upon us.

When they are more widely available, they’ll run somewhere in the ballpark of $2,000 to $2,500. Pricey, but no one ever said skiing —or being a robot — was going to be an affordable hobby.



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The CW goes live on Hulu with Live TV

Hulu has added the live, linear version of the CW to its Hulu with Live TV platform.

Hulu has had a deal with the CW to offer streaming on-demand content from the network, but this is the first time that the CW will be available live on Hulu.

The company first launched Hulu with Live TV in the summer of 2017, offering more than 50 channels for $39.99/month, complete with access to Hulu’s on-demand content library and 50 hours of DVR storage.

The service launched with some competition from YouTube, which launched a similar offering called YouTube TV in April 2017.

According to a report from January, Hulu with Live TV has around 450,000 subscribers, while YouTube TV has 300,000 subscribers.

Live CW on Hulu is not available everywhere, but will be on Hulu with Live TV in the following markets: Philadelphia, San Francisco, Atlanta, Tampa, Detroit, Seattle, Sacramento, Pittsburgh. The company says it’s rolling out live CW to more markets soon.



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New federal rules blamed in disappearance of Kindle erotica titles

The upcoming Fight Online Sex Trafficking Act, in addition to making Microsoft move to reduce obscenity on its platform, has hit erotica authors on Amazon. After many authors saw their rankings stripped on the Kindle store, essentially reducing their availability and visibility, while forcing others in the romance category to recategorize or get dinged as well.

The Digital Reader followed the changes this week, reporting that “I have seen numerous reports on Facebook, KBoards, and elsewhere that Amazon has adopted a new policy where some romance titles, most notably those titles that Amazon has identified as erotica, have been removed from the Kindle Store best-seller list.” Amazon’s changes began on March 22.

Delisting titles from the Amazon Kindle store essentially buries them completely, leading to massive revenue loss for indie authors. One author received a note from KDP – Kindle Direct Publishing – discussing the changes:

I’m following up concerning some of your books missing their best sellers ranking.

After hearing from our technical team we have confirmed that this is due to a recent update to the filter option for Erotica ebooks.

All adult themed titles will be filtered from the main category sales rank as part of this update. However, you will still continue to keep all of your category rankings. I know this wasn’t the answer you were looking for but appreciate your understanding on this policy.

Please let us know if you have any further questions.

The FOSTA Bill is ostensibly about preventing online sex trafficking and has already caused Craigslist to shut down its online personals. However, it can also be construed as a bill that prevents sexual material of all kinds from receiving ready distribution online, a fact that is giving some big content providers pause. The Digital Reader notes that “the change in policy only affects the main Amazon site, and not other sites like Amazon UK.”

I have reached out to authors and Amazon for further comment.



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Thursday 29 March 2018

Instagram reenables GIF sharing after GIPHY promises no more racism

A racial slur GIF slipped into GIPHY’s sticker library earlier this month, prompting Instagram and Snapchat to drop their GIPHY integrations. Now Instagram is reactivating after GIPHY confirmed its reviewed its GIF library four times and will preemptively review any new GIFs it adds. Snapchat said it had nothing to share right now about whether it’s going to reactivate GIPHY.

“We’ve been in close contact with GIPHY throughout this process and we’re confident that they have put measures in place to ensure that Instagram users have a good experience” an Instagram spokesperson told TechCrunch. GIPHY told TechCrunch in a statement that “To anyone who was affected: we’re sorry. We take full responsibility for this recent event and under no circumstances does
GIPHY condone or support this kind of content . . . We have also finished a full investigation into our content moderations systems and processes and have made specific changes to our process to ensure soemthing like this does not happen again.”

We first reported Instagram was building a GIPHY integration back in January before it launched a week later, with Snapchat adding a similar feature in February. But it wasn’t long before things went wrong. First spotted by a user in the U.K. around March 8th, the GIF included a racial slur. We’ve shared a censored version of the image below, but warning, it still includes graphic content that may be offensive to some users.

When asked, Snapchat told TechCrunch ““We have removed GIPHY from our application until we can be assured that this will never happen again.” Instagram wasn’t aware that the racist GIF was available in its GIPHY integration until informed by TechCrunch, leading to a shut down of the feature within an hour. An Instagram spokesperson told TechCrunch “This type of content has no place on Instagram.” After 12 hours of silence, GIPHY responded the next morning, telling us “After investigation of the incident, this sticker was available due to a bug in our content moderation filters specifically affecting GIF stickers.”

The fiasco highlights the risks of major platforms working with third-party developers to brings outside and crowdsourced content into their apps. While it’s an easy way to provide more entertainment and creative expression tools, it also forces companies to rely on the quality and safety of things they don’t fully control.

GIPHY’s full statement is below.

CHANGES TO GIPHY’S STICKER MODERATION
Before we get into the details, we wanted to take a moment and sincerely apologize for the
deeply offensive sticker discovered by a user on March 8, 2018. To anyone who was affected:
we’re sorry. We take full responsibility for this recent event and under no circumstances does
GIPHY condone or support this kind of content.
The content was immediately removed and after investigation a bug was found in our content
moderation filters affecting stickers. This bug was immediately fixed and all stickers were re-
moderated.
We have also finished a full investigation into our content moderation systems and processes
and have made specific changes to our process to ensure something like this does not happen
again.

THE CHANGES
After fixing the bug in our content moderation filters and confirming that the sticker was
successfully detected, we re-moderated our entire sticker library 4x.
We have also added another level of GIPHY moderation before each sticker is approved into
the library. This is now a permanent addition to our moderation process.
We hope this will ensure that GIPHY stickers will always be fun and safe no matter where you
see them.

THE FUTURE AND BEYOND
GIFs and Stickers are supposed to make the Internet a better, more entertaining place.
GIPHY is committed to making sure that’s always the case. As GIPHY continues to grow, we’re
going to continue looking for ways to improve our user experience. Please let us know how we
can help at: support@giphy.com.
Team Giphy.

 



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Senior living services startup raises $4.5 million, partners with Lyft

Cubigo, a tech startup aimed at addressing the senior living market, recently closed a $4.5 million Series A round led by Urbain Vandeurzen with participation from Transvision.

Cubigo is also rolling out its services in five senior living communities in Florida, California and Ohio. Across those five communities, Cubigo’s platform will reach 100,000 residents.

To help fuel its mission to modernize the senior living industry, Cubigo has partnered with Lyft around transportation and has become an Apple mobility partner.

“Senior care is a $400 billion industry that remains untouched by technology we carry in our pockets every day,” Cubigo CEO Geert Houben said in a statement. “With our new apps built for iPad and iPhone, we see an opportunity to radically streamline processes at independent- and assisted-living residences, which is a huge relief for staff members. Most importantly, however, Cubigo is easy-to-use technology that gives seniors independence over their daily activities.”

[gallery ids="1613781,1613783,1613782"]

Cubigo’s solution is geared toward senior living providers, residents and their family members. Through Cubigo, providers can manage activities, transportation, meals, engage with residents and more. For residents, they can access entertainment, order meals and manage their calendars. For family members, they can stay up to date with what’s going on with their loved ones.

As part of Cubigo’s work with Lyft, Cubigo will be able to integrate Lyft’s API into its platform, which will make it easier for seniors to schedule and receive transportation.

“By partnering with Cubigo to enable a seamless transportation experience for seniors, we’re getting one step closer to our mission of improving people’s lives with the world’s best transportation,” VP of Lyft Business Gyre Renwick said in a press release. “The ability to request rides independently can be life-changing, with the added benefit of freeing up time for senior living staff to address other priorities.”



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Polish bank begins using a blockchain-based document management system

A blockchain company called Coinfirm has announced a partnership with PKO BP, a major Polish bank, to provide blockchain-based document verification using a tool called Trudatum. The project is a an actual implementation of one of the primary benefits of blockchain-based tools, namely its ability to permanently and immutably store data. This announcement brings blockchain implementations out of the realm of proof-of-concept and into the real world.

“Every document recorded in the blockchain (e.g. proof of a transaction, or bank’s terms and conditions for a given product) will be issued in the form of irreversible abbreviation or hash signed with the bank’s private key. This will allow a client to verify remotely if the files he received from a business partner or from the bank are true, or if a modification of the document was attempted,” wrote the Coinfirm team.

Coinfirm founders Paweł Kuskowski, Pawel Aleksander, and Maciej Ziółkowski have experience in cryptocurrency and banking and they bootstrapped the company over the past two years. They also run a blockchain-based AMC/KYC platform for investments that is reaching the break-even point. They entered the world of blockchain after becoming frustrated with banking but the industry sucked them back in.

“Together with Pawel Aleksander we decided to leave the banking world as we saw that the AML process in the financial industry is broken – it’s very arbitrary, takes thousands of people, and has a very low efficiency,” said Kuskowski. “Our early observation of the digital currency space and it’s challenges showed a huge need for AML solutions. Also because of the nature of the ledgers we could create a data driven machine-learning based software as opposed to the people-based process prone to human error and subjectivity that is the standard for the banking industry. Once we understood the blockchain technology better we continued to launch new products that are using it to solve compliance challenges – starting with the Coinfirm AML/KYC Platform, and then Trudatum.”

The Trudatum tool essentially allows PKO BP to create “durable media” – “a digital solution for storing all agreements with clients that is now required by the law.”

“Every document recorded in the blockchain (e.g. proof of a transaction or bank’s terms and conditions for a given product) will be issued in the form of irreversible abbreviation („hash”) signed with the bank’s private key. This will allow a client to verify remotely if the files he received from a business partner or from the bank are true or if a modification of the document was attempted,” said Kuskowski.

For their part, PKO BP is pleased with the pilot project, making it one of the first European banks to publicly admit that they’re using a blockchain tool for document management.

“Coinfirm is one of the startups that we discovered thanks to the ‘Let’s Fintech with PKO Bank Polski’ acceleration process,” said Adam Marciniak, a Vice President at PKO BP. “It already has considerable experience in blockchain technology acquired in several countries. Last year we started tests of the Trudatum platform developed by Coinfirm. As tests in the banking environment were highly satisfying, we decided to cooperate more closely. We believe that together we will be able to carry out a pioneering operation of implementing blockchain technology into the Polish banking sector.”



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Wild Type raises $3.5m to reinvent meat for the 21st century

Food security is one of the grand problems facing the planet this century. The UN has estimated that food supplies need to increase by 50% to cover the population growth expected over the coming decades, while climate change is expected to cut crop yields by a quarter. Nearly a billion people today lack sufficient food.

Those are raw statistics, but Justin Kolbeck saw them viscerally personified every day as a U.S. diplomat in Afghanistan, where food security is a perennial concern. “…Things were so bad that people were smuggling meat over the Pakistan border,” he said, despite the incredible danger along that heavily guarded dividing line. Kolbeck eventually returned to the U.S., where he met Arye Elfenbeim, who was studying for an MD/PhD in cardiology.

Elfenbeim’s research looked at how the heart could regrow functional muscle tissue lost in a heart attack. As he worked on his residency though, he realized that some of the fields he was working on, including tissue engineering, stem cell biology, and cell development could intersect and “not just solve heart problems but could feed the world.”

Together, the two co-founded Wild Type, which netted a $3.5 million seed round led by Spark Capital, with participation from Root Ventures, Mission Bay Capital, and a group of angels. The name comes from the wild type term in biology, which means that something exists naturally, but also has the connotation of animals roaming outside.

Kolbeck and Elfenbeim’s mission is to develop a platform and set of technologies that would allow any meat to be cultured in the lab using well-defined procedures. The two are stealthy around their technology, which is still in development. But the essential concept is to multiply basic animal cells in the lab and effectively culture meat. This means that the meat is fundamentally “meat,” and not a meat substitute using plant cells like Impossible Foods’ Impossible Burger.

Rather than starting from scratch for every type of protein, the technology could apply across all kinds of different animal species using the evolutionary heritage common to all of them. “We didn’t want to build a tool that could just be used for beef, or a specific type of chicken, or a specific fish,” Kolbeck explained.

The synergy of different scientific disciplines has been enticing to scientists according to Elfenbeim. “Scientists in general and who we spoke to about this idea were really fascinated that emerging technologies could be applied to something so different from the biomedical sciences,” he said.

Although the food is being developed in the lab, it is being tested regularly by chefs. “We wanted to make sure we were building something that people would love, so from day one we reached out to friends in the food business,” Kolbeck said. Wild Type isn’t just focused on the taste and texture of the meat, but is also investigating whether it could grow meat in a certain way that would make it easier to use in a kitchen.

Wild Type’s first meat is salmon. Phase one is to develop a minced salmon meat that could be used in say a spicy salmon sushi roll, where the meat is mixed with sauce and smaller quantities are needed. From there, the company is targeting lox for bagels, and eventually, salmon filets.

Spark Capital investor John Melas-Kyriazi led the round and will be joining the company’s board. “This is an area we have been interested in for a long time at Spark: What is the protein source that is going to feed the world over the next 50 to 100 years,” he asked. He loved Wild Type’s product focus, of “actually creating a product that people want that stands for delicious food and not for something else.” He invested after trying a helping of Wild Type’s food during due diligence.

Wild Type hopes to use the seed round to invest in scaling up its cellular growth infrastructure, lowering the cost of its meat while also increasing its manufacturing capability. The company has a team of five today.



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Snap goes through second round of layoffs this month

Snap Inc is laying off around 100 employees within the advertising and sales department, according to CNBC. This is the second reported round of layoffs this month, with the company laying off around 100 people from the engineering department in early March.

Chief Strategy Officer Imran Khan told CNBC the following:

Over the past two years our company has grown a tremendous amount. Late last year we asked senior leaders across Snap to look closely at their teams to ensure they had the right resources and organizations to support their missions. As a result, new structures have been put in place for Content, Engineering, Sales and many other parts of Snap. These changes reflect our view that tighter integration and closer collaboration between our teams is a critical component of sustainably growing our business. While this process has required us to make some really tough decisions, we believe that rigorously ensuring our team structure always aligns with our goals will make us stronger.

This comes at an interesting time for Snap. While the company could potentially benefit from the #deletefacebook movement (not that it’s a shining beacon of consumer privacy), it is also facing its own backlash over an unwanted design update to the popular camera/communications app.

As my colleague Matthew Lynley noted earlier this month, Snap wants to be a camera company. This is a bit of a leap from the company’s strategy as of 2015, with the launch of Discover, which was more of a media play.

Since Spectacles, with its spike of popularity and quick drop off to forgotten consumer gadget, Snap seems much more focused on how we use the camera to communicate with one another. Now that the company is public, and has a duty to shareholders, that vision may require some retooling in the corporate structure.

We reached out to Snap for comment and will update when we hear back.



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Wednesday 28 March 2018

Hulu releases a new trailer for The Handmaid’s Tale Season 2

We’re exactly 28 days away from the premiere of The Handmaid’s Tale Season 2. That may seem like a long time, but Hulu has mercifully released a new trailer.

The first season ended on the same note as Margaret Atwood’s novel by the same name, with Ofred in a van not knowing whether she was headed toward freedom or punishment for her rebellion. Season 2 marks the series departure from the book that it’s based on, moving into uncharted territory.

In the trailer, we see a number of familiar faces, including Ofred, Moira, Nick, Serena Joy, Commander Waterford, and Aunt Lydia, along with a few new faces. We also get a glimpse into the Colonies, which were spoken of quite a bit in the first Season but never shown.

The Handmaid’s Tale received critical acclaim last year, and even took home four Emmys last year for Outstanding Drama Series, Support Actress, Lead Actress, and Writing for a Drama Series.

Season 2 premiers on April 25 on Hulu.



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Solomon Hykes leaves Docker, the company he founded

Docker founder Solomon Hykes today announced that he is leaving the company he started.

Docker, the open source project and eponymous company that kickstarted today’s container hype, was founded by Hykes in 2010 (at the time, it was called dotCloud). Hykes quickly hired a CEO and for the longest time, he remained the company’s CTO. He left that role last September to become the company’s chief architect and vice chairman of its board of directors, only a few months after the company’s long-time CEO Ben Golub also departed.

Hykes stresses that his departure shouldn’t be seen as a dramatic event, but that’s surely not how the community will react to this. For the longest time, Hykes was synonymous with Docker, after all, and even though the company has been through some upheaval in recent years, his departure comes as a major surprise.

“A founder’s departure is usually seen as a dramatic event,” he writes. “Sadly, I must report that reality is far less exciting in this case. I’ve had many roles at Docker over the years, and today I have a new, final one – as an active board member, a major shareholder and, I expect, a high maintenance Docker user.”

 

 

In Hykes telling, Docker is simply in a position where it can now run without him. “Today, as I turn 34, Docker has quietly transformed into an enterprise business with explosive revenue growth and a developer community in the millions, under the leadership of our CEO, the legendary Steve Singh,” he writes.

Indeed, it’s this enterprise focus that will likely keep Docker, which has raised closed to $250 million, going for the foreseeable future. The company had its ups and downs, with many a pundit expecting it to shut down or sell at various junctures, but it has quietly plotted its way forward over the course of the last two years, even as the container hype now mostly focuses on the Google-led Kubernetes project, a technology Docker itself adopted in recent months.

To make the most of this enterprise opportunity, Hykes argues, the company needs the right CTO to assist Singh. “So I now have a new role: to help find that ideal CTO, provide the occasional bit of advice, and get out of the team’s way as they continue to build a juggernaut of a business. As a shareholder, I couldn’t be happier to accept this role,” writes Hykes.

Hykes says he will remain and active board member and share holder, but I don’t expect we’ll see him at DockerCon, the company’s developer conference, in June. Instead, Hykes says he plans to refocus on his family, friends and the company he advises and invests in.



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Neighbor, a p2p self-storage marketplace, bags $2.5M seed

Neighbor is another startup with designs on your spare space. Not for letting to guests to bed down in, like Airbnb, but for self-storage. The 2017 founded, Salt Lake City based startup is announcing $2.5 million in seed funding today, raised from Peak Ventures and Pelion Ventures.

The core business idea is to build a trusted marketplace for storage needs by offering people with items on their hands what it bills as a cheaper (and potentially easier) alternative to traditional self-storage solutions — and, on the host side, a platform to earn a little money for not having to do too much (just having space where you can let stuff safely sit).

There’s a social element in that Neighbor is plugging into Facebook’s Graph API and another of its APIs (called All Mutual Friends) so that users who sign in with Facebook can make use of a “store with a friend” feature — which shows which (if any) of their Facebook friends or mutual friends are also hosts or renters on the platform.

The idea being that a degree of linked acquaintance will help Neighbor offer users “more personalized, localized and trustworthy storage options while helping hosts advertise their storage spaces to friends and family on social media”, as it puts it.

The startup claims this feature is “completely unique to the sharing economy space”, though it has been used by other apps — such as dating app, Tinder, to (in that case) enable people to hook up with friends of friends.

Neighbor says it’s banking on the Facebook connection to help it build trust between users and grease activity for a marketplace that’s otherwise essentially asking a pair of strangers to agree to store/host others’ items in their home.

Co-founder Preston Alder says he came up with the idea for the business when he was a student about to move to Peru for a summer internship and needed to find a nearby place to store his stuff — but didn’t want to fork out on traditional storage costs.

“On the two hour drive to a friend’s house who had agreed to store his stuff, he realized there were probably a lot of people with extra storage space who lived closer that would agree to store his stuff for the summer —  he just didn’t know how to find them,” say other co-founders Joseph Woodbury (also CEO) and Colton Gardner.

The team put up a basic landing page was put up in early 2017 — initially fielding enquiries by phone. In March 2017 they launched a website to meet early demand.

“During that time, we won grants from Get Seeded, the Opportunity Quest, the New Venture Challenge, and the Utah Entrepreneurship Challenge, which helped us build out the website and do some basic local marketing,” they add. “We then turned down the jobs we had lined up post-graduation to keep building the business. Since then, our primary focus has been to build out the platform — we’re just now coming to a point where we’re going to double down on marketing.”

A year on from the website launch they say they have “thousands” of users in 11 different US states — claiming this is mostly organic as they’ve only done a regional marketing rollout in Utah thus far.

They are about to step up on that front now though, with the VC cash injection — including with discount offers for people wanting to rent space to store stuff.

“The seed funding will be used for continued platform improvements and to market the service more broadly across the US,” they tell TechCrunch. The funding will also go towards “technologies to foster trust”.

“Trust is our central focus at Neighbor — it’s why we chose to call our company ‘Neighbor’,” they add. “Our goal is not just to provide you storage, but to provide the safest option available on the market.”

To back up that claim the startup says it’s carrying out verification of users (both hosts and renters) — including by ID verification and background checks.

“We require the submission of a government ID or passport, and any user can request that a background check be performed,” they say. “A host can request the check on their renter or a renter on their respective host.”

On the trust front there are some pretty obvious risks when strangers are caching unknown items in other people’s home. So there’s also a list of banned items — such as firearms, toxins, drugs and so on.

Space renters are also required to submit a list of the exact items that will be stored for Neighbor and the host to approve ahead of a transaction getting the go ahead.

“If a renter is caught misleading a host or Neighbor about their items, then they are promptly evicted and fined,” they say. “It is worth noting that there is an excellent sifting mechanism that occurs due to Neighbor’s business model. Because of the high amount of personal interaction that occurs on Neighbor, individuals seeking to store prohibited items are likely to avoid Neighbor because they are concerned about keeping their items concealed from their host. We anticipate renters with illicit items will naturally prefer industrially zoned storage facilities.”

Who’s liable if something goes wrong? “Neighbor assigns liability in the same way as a self-storage facility,” the team says. “The host is liable for gross negligence (i.e. the host knocks over one of the renter’s boxes and the contents break). The renter, however, is liable for all other instances (i.e. fire, flood, etc). For this reason we provide a $10,000 guarantee to the renters and encourage renters to obtain a renter’s insurance policy through our local insurance partner.”

Another perhaps more sticky potential issue vis-a-via insurance is whether a host might be risking voiding any existing buildings or contents insurance they have by using the service and thereby opening their home to a third party (and their stuff).

Neighbor says it recommends hosts verify with their insurance provider “on a case by case basis”. Though it also claims there hasn’t yet been a single host insurance dispute in the history of the company.

“Storing a neighbor’s items is a longstanding and accepted practice,” it adds, saying it doesn’t currently have any plans to offer hosts insurance packages.

In terms of other logistics, space renters are asked on sign up how long they estimate they’ll need to store their stuff to give hosts an idea of the time commitment.

“Once their stuff makes it into storage, the renter starts paying a monthly subscription that can be cancelled anytime by the host or renter with 30 days notice. So the length of storage time is ultimately up to both the host and renter,” they add.

While hosts can set their own flexibility in terms of providing renters with access to their stuff — from 24/7, to ‘upon request’ — which, in turn, renters would be agreeing to ahead of time.

Hosts can also set their own pricing for the space rental, with Neighbor charging renters a 15% service fee on top of that to make its cut.

Hosts aren’t charged for listing their space on the platform. And while they are free to choose how much to charge for their space, Neighbor also says it’s using algorithmic pricing to recommend how much they charge — with the aim of keeping prices on the platform at half the cost of a traditional self-storage facility. So it sounds confident it can nudge hosts to set the kind of prices that will drive custom.

“When we saw what Neighbor was doing, we were blown away by the potential,” said Chad Packard, investor at Pelion Ventures, commenting on the funding in a statement. “The concept is simple and straightforward, the market potential is incredibly high, and the team is whip-smart. We knew really quickly that we wanted to work with them.”

So what are early Neighbor users using the service to store at this point? All sorts of stuff, according to the founders — although the biggest chunk of current business (~35%) involves big but moveable stuff: Boats, vehicles, trailers or RV’s.

Then they say another 25% is household goods; another 25% large furniture items; and the remaining 15% is “comprised principally of small business inventory”.

On the competitive front, the team names Spacer (based in Australia but with a US presence) and Stowit as US operating rivals with similar business models. Internationally, it lists the likes of Stashbee and Costockage but says that 80 percent of the global storage market is in the US — arguing that “no one has won that market yet”.



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Spoke looks to create a simpler workplace requests management tool

When Jay Srinivasan’s last company got acquired by Google, he and his co-founders were ready to get going right away — but they couldn’t figure out how to get ramped up or where things were.

That’s sometimes a refrain you’ll hear from employees of companies that are acquired, or any employees really, who suddenly have to get used to a new system of doing things. It can go all the way down to just getting a new laptop with the right software on it. And it’s a pain point that convinced Srinivasan and his co-founders Pratyus Patnaik and David Kaneda to start Spoke, a new tool for trying to solve those workplace management and request tickets — and finally getting your laptop ready so you can get to work. Spoke is launching for general availability to day, and the company says it has raised $28 million to date from investors like Accel, Greylock, and Felicis Ventures.

“Some internal ticketing systems you can use are searchable — as you imagine it finds all the answers, the problem is when you have all that many people you get 10,000 results,” Srinivasan said. “There’s too much to look at. In a larger company, the breaking point tends to be that there are probably a bunch of relevant answers, but there’s no way to find the needle in the haystack. So I really wanted to figure stuff out from scratch.”

With many companies switching to internal collaboration tools like Slack, the theory is that these kinds of requests should be made wherever the employee is. So part of Spoke is an actual bot that exists in Slack, looking to surface the right answers right away from a database of employee knowledge that’s built up over time. But Spoke’s aim, like many workplace tools that look to be simple, is to hide a lot of complex processes behind that chat window in terms of creating request tickets and other employee queries so they can pop in and pop out quickly enough.

The other side for Spoke is for the managers, which then need to handle all of these requests. Spoke converts all those requests made through Slack (and, theoretically, other platforms) and streams them into a feed of tickets which they can then tackle one-on-one. Rather than a complex interface, Spoke aims to create a simple array of buckets that managers can pop in and pop out in order to plow through those requests as quickly as possible. As Spoke gets more and more data about how those requests are initiated — and solved — it can over time get smarter about optimizing that ticketing flow.

“If I’m the IT manager, I don’t want you to have to log into a ticketing system,” Srinivasan said. “We allow you to make a request through Slack. You’re in slack and talk to Spoke and say, hey, I need a new laptop. I want you to stay in slack or teams. And a lot of time is spent on a specialized tool like a ticketing tool — it’s the same thing as a salesperson spending time in a CRM. Slack is a good way to get an input to that tool, but I still need a specialized standalone tool.”

You could consider Spoke as one interpretation of a couple of approaches to make data about the workplace more accessible. While Spoke is going after the bot-ish, come-to-me results route, there are others looking to create more of a centralized Wiki that’s easy to find and search. At the end of the day, both of these are trying to compress the amount of time it takes for employees to find answers to the information that they need, in addition to making it less frustrating. For the latter, there are some startups like Slab that have also raised venture financing.

For Spoke, the more challenging parts may actually come from the platforms where it lives. Slack, for example, is working on tools to make information much more searchable and accessible. It’s investing in tools to, for example, help users find the right person to ask a question in order to get information as fast as possible. As Slack — and other platforms — get more and more data, they can tune those tools themselves and potentially create something in-house that could be more robust. Srinivasan said the goal is to target the whole process of the workplace request in addition to just the search problem that he hopes will make Spoke something more defensible.

“You’re not looking for knowledge, you’re looking for services,” he said. “Let’s say I need a new laptop — by all means you can search Slack to get the answer of who you need to contact. But you still need to follow up and essentially create a request with them. Slack sometimes could solve the information access to knowledge access problem, but even then it doesn’t solve the service issue. Ticketing and request management consists of requests and responses with accountability. You have to make sure nothing falls through the cracks”



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Silver Lake is buying a $500M stake in Credit Karma in a massive secondary round

Credit Karma, which once started as a simple credit report system and is now looking to expand into a true financial assistant, announced today it is getting a massive $500 million secondary investment from Silver Lake.

As part of the investment, Credit Karma says it is getting a 23% bump in the valuation from its last secondary round, which was around $3.25 billion. That means the company is now going to be worth roughly $4 billion altogether, while founder and CEO Kenneth Lin will remain the company’s largest shareholder. That, in the end, is likely important for investors and early employees even as they look to get some liquidity as many look to these founders to ensure that they intend to see the company all the way to the end. Silver Lake’s Mike Bingle is joining the company’s board of directors as part of this deal.

As companies stay private longer, those early employees that spend years at a startup before it hits that huge exit may have to wait longer for some kind of payout for their work. Investors, too, face the same dilemma, especially as the early bets are often just taken on a founder and an idea. And compensation packages early on also typically include equity as a significant portion as companies try to use the financing they raise for growth or other purposes. That makes these kinds of secondary rounds important as it shortens the window for at least some liquidation, which could help employees and investors be a little more patient.

Silver Lake is buying common stock in the company, which is now more than a decade old. But it does mean, with some kind of liquidation for shareholders, that it can likely hold off on an IPO for a little longer. It’s still building out it’s cachet as a financial advisory tool, so it may be that they sought to stay private and not be beholden to the quarterly pressures of a public company while they continue to build out that suite of tools.

Credit Karma is increasingly trying to build a suite of tools that will help it expand just beyond a simple credit score notifier. Late last year, Credit Karma rolled out a tool to be the hub for handling everything related to your cars. All of this sums up to its goal to be a financial assistant, and not just a credit report.



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A closer look at Waymo’s new self-driving Jaguar I-PACE

Waymo teamed up with Jaguar Land Rover to develop the first electric, fully self-driving premium car. Alongside five other models — including a small car, an SUV, the Pacifica minivan, the firefly prototype, and a semi-truck — the premium I-PACE’s large, fast-charging battery is a good fit for Waymo’s forthcoming self-driving ride service.

Waymo hopes to grow its I-PACE fleet to 20,000 over the next couple of years.



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LetsGetChecked raises $12M for its personal health tests

LetsGetChecked, an Irish startup that offers a health test kit service so that you can take various common laboratory tests from the comfort of your home, has picked up $12 million in Series A funding.

Leading the round is Optum Ventures, the independent venture fund of health services provider Optum, and Qiming Venture Partners, the Chinese VC firm.

The funding will be used to scale the company, including growing the LetsGetChecked full clinical support team. In addition, the health tech startup plans to further invest in its technology platform that links customers to laboratories.

Founded in 2014 by Peter Foley, LetsGetChecked has set out to build a technology and logistics platform to bridge the gap between traditional lab testing and consumers. The startup’s home testing kits span a number of categories including “lifestyle testing,” cancer screening, sexual health testing, fertility, and hormone testing.

“Our aim is to make lab testing better, more convenient and patient led,” Foley tells me. “Traditionally, you need to attend a doctor’s office to obtain a lab test. The physician will determine what test is right for you, complete a paper requisition form, collect your sample and send it off to the lab for analysis. You will wait for a period of time to hear back from your physician and may never see the results. This is a slow process and far from convenient”.

Instead, LetsGetChecked mirrors the process that happens in a doctor’s office but in a way that Foley claims puts the patient at the center and makes it more convenient. “We eliminate the middleman and link customers directly to labs enabling them to better manage and control their personal health,” Foley says.

First you decide which tests or groups of tests you wish to access based on hereditary risk, curiosity or simply for health monitoring purposes. You then order the test via LetsGetChecked, which will be authorised by a medical board certified LetsGetChecked physician. A test kit is then dispatched from a LetsGetChecked accredited facility direct to your home. It is also worth noting that the kits are anonymised, containing just a barcode.

Once the test kit arrives, you’re responsible for collecting your own sample, whether that be finger prick, stool (for colorectal cancer), or a swab. You then send the sample to LetsGetChecked and can track progress via the app ‘dashboard’ at any stage during the process or request a call from the clinical team. When the lab processes the sample, the corresponding result will be reviewed by a LetsGetChecked physician and the company’s nursing support team.

“For positive or out of range results, patients will get a call from the team to discuss treatment options,” says Foley. “Only after a consultation will the results be released to the patient’s dashboard where the customer can track and monitor their health over time”.

The tests themselves range hugely in cost, from £39 for a cortisol test, £69 for a prostate cancer test, all the way up to £500 for a BRCA check (why is it that breast cancer tests are 7 times more expensive than testing for prostate cancer). Despite the extra convenience that a service like LetsGetChecked affords, the price of each test soon adds up and begs the question as to why you wouldn’t just visit your GP and request the same tests for free through the NHS.

Meanwhile, the LetsGetChecked founder wouldn’t be drawn on who the startup’s direct competitors are — although in the U.K., Thriva is an obvious example — except to say it was focused internally on innovating and building on its technology platform.

“The aim is to make the patient experience more enriched over time and through API integrations provide for a more consolidated and cohesive healthcare engagement,” he says, hinting at future partners as another way to market. No doubt the strategic investment from Optum Ventures will be able to help on that front, too.



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Data is not the new oil

 

It’s easier than ever to build software, which makes it harder than ever to build a defensible software business. So it’s no wonder investors and entrepreneurs are optimistic about the potential of data to form a new competitive advantage. Some have even hailed data as “the new oil.” We invest exclusively in startups leveraging data and AI to solve business problems, so we certainly see the appeal — but the oil analogy is flawed.

In all the enthusiasm for big data, it’s easy to lose sight of the fact that all data is not created equal. Startups and large corporations alike boast about the volume of data they’ve amassed, ranging from terabytes of data to quantities surpassing all of the information contained in the Library of Congress. Quantity alone does not make a “data moat.”

Firstly, raw data is not nearly as valuable as data employed to solve a problem. We see this in the public markets: companies that serve as aggregators and merchants of data, such as Nielsen and Acxiom, sustain much lower valuation multiples than companies that build products powered by data in combination with algorithms and ML, such as Netflix or Facebook. The current generation of AI startups recognize this difference and apply machine learning models to extract value from the data they collect.

Even when data is put to work powering ML-based solutions, the size of the data set is only one part of the story. The value of a data set, the strength of a data moat, comes from context. Some applications require models to be trained to a high degree of accuracy before they can provide any value to a customer, while others need little or no data at all. Some data sets are truly proprietary, others are readily duplicated. Some data decays in value over time, while other data sets are evergreen. The application determines the value of the data.

Defining the “data appetite”

Machine learning applications can require widely different amounts of data to provide valuable features to the end user.

MAP threshold

In the cloud era, the idea of the minimum viable product (or MVP) has taken hold — that collection of software features which has just enough value to seek initial customers. In the intelligence era, we see the analog emerging for data and models: the minimum level of accurate intelligence required to justify adoption. We call this the minimum algorithmic performance (MAP).

Most applications don’t require 100 percent accuracy to create value. For example, a productivity tool for doctors might initially streamline data entry into electronic health record systems, but over time could automate data entry by learning from what doctors enter in the system. In this case, the MAP is zero, because the application has value from day one based on software features alone. Intelligence can be added later. However, solutions where AI is central to the product (for example, a tool to identify strokes from CT scans), would likely need to equal the accuracy of status quo (human-based) solutions. In this case the MAP is to match the performance of human radiologists, and an immense volume of data might be needed before a commercial launch is viable.

Performance threshold

Not every problem can be solved with near 100 percent accuracy. Some problems are too complex to fully model given the current state of the art; in that case, volume of data won’t be a silver bullet. Adding data might incrementally improve the model’s performance, but quickly hit diminishing marginal returns.

At the other extreme, some problems can be solved with near 100 percent accuracy with a very small training set, because the problem being modeled is relatively simple, with few dimensions to track and few variations in outcome.

In short, the amount of data you need to effectively solve a problem varies widely. We call the amount of training data needed to reach viable levels of accuracy the performance threshold.

AI-powered contract processing is a good example of an application with a low performance threshold. There are thousands of contract types, but most of them share key fields: the parties involved, the items of value being exchanged, time frame, etc. Specific document types like mortgage applications or rental agreements are highly standardized in order to comply with regulation. Across multiple startups, we’ve seen algorithms that automatically process documents needing only a few hundred examples to train to an acceptable degree of accuracy.

Entrepreneurs need to thread a needle. If the performance threshold is high, you’ll have a bootstrap problem acquiring enough data to create a product to drive customer usage and more data collection. Too low, and you haven’t built much of a data moat!

Stability threshold

Machine learning models train on examples taken from the real-world environment they represent. If conditions change over time, gradually or suddenly, and the model doesn’t change with it, the model will decay. In other words, the model’s predictions will no longer be reliable.

For example, Constructor.io is a startup that uses machine learning to rank search results for e-commerce websites. The system observes customer clicks on search results and uses that data to predict the best order for future search results. But e-commerce product catalogs are constantly changing. A model that weighs all clicks equally, or trained only on a data set from one period of time, risks overvaluing older products at the expense of newly introduced and currently popular products.

Keeping the model stable requires ingesting fresh training data at the same rate that the environment changes. We call this rate of data acquisition the stability threshold.

Perishable data doesn’t make for a very good data moat. On the other hand, ongoing access to abundant fresh data can be a formidable barrier to entry when the stability threshold is low.

Identifying opportunities with long-term defensibility

The MAP, performance threshold and stability threshold are all central elements to identifying strong data moats.

First-movers may have a low MAP to enter a new category, but once they have created a category and lead it, the minimum bar for future entrants is to equal or exceed the first mover.

Domains requiring less data to reach the performance threshold and less data to maintain that performance (the stability threshold) are not very defensible. New entrants can readily amass enough data and match or leapfrog your solution. On the other hand, companies attacking problems with low performance threshold (don’t require too much data) and a low stability threshold (data decays rapidly) could still build a moat by acquiring new data faster than the competition.

More elements of a strong data moat

AI investors talk enthusiastically about “public data” versus “proprietary data” to classify data sets, but the strength of a data moat has more dimensions, including:

  • Accessibility
  • Time — how quickly can the data be amassed and used in the model? Can the data be accessed instantly, or does it take a significant amount of time to obtain and process?
  • Cost — how much money is needed to acquire this data? Does the user of the data need to pay for licensing rights or pay humans to label the data?
  • Uniqueness — is similar data widely available to others who could then build a model and achieve the same result? Such so-called proprietary data might better be termed “commodity data” — for example: job listings, widely available document types (like NDAs or loan applications), images of human faces.
  • Dimensionality — how many different attributes are described in a data set? Are many of them relevant to solving the problem?
  • Breadth — how widely do the values of attributes vary? Does the data set account for edge cases and rare exceptions? Can data or learnings be pooled across customers to provide greater breadth of coverage than data from just one customer?
  • Perishability — how broadly applicable over time is this data? Is a model trained from this data durable over a long time period, or does it need regular updates?
  • Virtuous loop — can outcomes such as performance feedback or predictive accuracy be used as inputs to improve the algorithm? Can performance compound over time?

Software is now a commodity, making data moats more important than ever for companies to build a long-term competitive advantage. With tech titans democratizing access to AI toolkits to attract cloud computing customers, data sets are one of the most important ways to differentiate. A truly defensible data moat doesn’t come from just amassing the largest volume of data. The best data moats are tied to a particular problem domain, in which unique, fresh, data compounds in value as it solves problems for customers.



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Ethereum falls after rumors of a powerful mining chip surface

Rumors of a new ASIC mining rig from Bitmain have driven Ethereum prices well below their one-week high of $585. An ASIC – or Application-specific integrated circuit – in the cryptocurrency world is a chip that designers create for the specific purpose of mining a single currency. Early Bitcoin ASICs, for example, drove adoption up and then, in some eyes, centralized Bitcoin mining in a few hands, thereby thwarting the decentralized ethos of die-hard cryptocurrency fans.

According to a CNBC report, analyst Christopher Rolland visited China where he unearthed rumors of a new ASIC chip dedicated to Ethereum mining.

“During our travels through Asia last week, we confirmed that Bitmain has already developed an ASIC [application-specific integrated circuit] for mining Ethereum, and is readying the supply chain for shipments in 2Q18,” analyst Christopher Rolland wrote in a note to clients Monday. “While Bitmain is likely to be the largest ASIC vendor (currently 70-80% of Bitcoin mining ASICs) and the first to market with this product, we have learned of at least three other companies working on Ethereum ASICs, all at various stages of development.”

Historically users have mined Ethereum using GPUs which, in turn, led to the unavailability of GPUs for gaming and graphics. However, an ASIC would change the mining equation entirely, resulting in a certain amount of centralization as big players – including Bitmain – created higher barrier to entry for casual miners.

“Ethereum is of the most profitable coins available for GPU mining,” said Mikhail Avady, founder of TryMining.com. “It’s going to affect a lot of the market. Without understanding the hash power of these Bitmain machines we can’t tell if it will make GPUs obsolete or not.”

“It can be seen as an attack on the network. It’s a centralization problem,” he said.

Avady points out that there is a constant debate among cryptocurrency aficionados regarding ASICs and their effect on the market. Some are expecting a move to more mineable coins including Monero and Cash.

“What would be bad is if there was only one Ethereum ASIC manufacturer,” he said. “But with Samsung and a couple other players getting into the game it won’t be bad for long.”

There is also concern over ICO launches and actual utility of Ethereum-based smart contract tokens. “The price of ETH is becoming consolidated as people become more realistic about blockchain technology,” said Sky Guo, CEO of Cypherium. “People are looking for higher quality blockchain projects. I believe a rebound in ETH’s price will come soon as panic surrounding regulations begins to fade.”



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Google acquires GIF platform Tenor

Google will be acquiring Tenor, which powers a variety of GIF keyboards on phones and messengers like Facebook Messenger, the companies announced today.

Tenor has increasingly referred to itself as a search company, using that as a metric for engagement and success as users tap into a massive database of GIFs. The company said it has more than 12 billion searches every month, and is one of the first major exits for a small but relatively hot space around tools that allow users to easily share GIFs. The company works with advertisers to create sponsored GIFs that slot into its searches, which are usually pretty compact and offer an opportunity to generate a lot of engagement.

GIFs have increasingly been pretty interesting because they offer an opportunity to compress a lot of information into something that’s easily shareable. Tenor CEO David McIntosh will often say that the company is about conveying emotion — and really, that isn’t something that often goes very well over text. If you’re watching the NCAA Men’s Basketball tournament, you’re probably better off searching for a GIF of your team rather than just blasting a text message to your group of friends.

When you open Tenor, you’ll only find a small slice of GIFs that are available as the company is looking to compress the amount of time you actually spending digging around for a GIF you want to share. The theory is that if it’s easier to find and share one, you’ll do it again and again. This isn’t dissimilar from Google’s approach either, offering itself as a utility that’s a quick get-in, get-out experience that builds a level of stickiness that’s hard to unseat. Google is, of course, worth hundreds of billions of dollars off the back of a massive advertising business that basically prints money.

Tenor isn’t the only one in the space. Giphy, for example, also has a GIF keyboard and has a pretty large database of GIFs. Giphy says it has 300 million daily active users, though depending on who you talk to in the Valley that can mean a couple different things. Nevertheless, all of these companies have been able to attract venture financing. There’s also Gfycat, which positions itself as a tool for creators, that says it has 130 million monthly active users.

The terms of the deal weren’t disclosed. But by positioning itself as a search company that slots into a messaging ecosystem, Tenor seems like a natural piece of the puzzle for Google. It also gives the company a small wedge into the messenger space as it’ll have an opportunity to touch all the platforms that are connected to Tenor like even Facebook messenger, though that one tends to flip between GIF platforms indiscriminately.



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