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ReviveMed turns drug discovery into a big data problem and raises $1.5M to solve it

What if there’s a drug that already exists that could treat a disease with no known therapies, but we just haven’t made the connection? Finding that connection by exhaustively analyzing complex biomechanics within the body — with the help of machine learning, naturally — is the goal of ReviveMed, a new biotech startup out of MIT that just raised $1.5 million in seed funding.

Around the turn of the century, genomics was the big thing. Then, as the power to investigate complex biological processes improved, proteomics became the next frontier. We may have moved on again, this time to the yet more complex field of metabolomics, which is where ReviveMed comes in.

Leila Pirhaji, ReviveMed’s founder and CEO, began work on the topic during her time as a postgrad at MIT. The problem she and her colleagues saw was the immense complexity of interactions between proteins, which are encoded in DNA and RNA, and metabolites, a class of biomolecules with even greater variety. Hidden in these innumerable interactions somewhere are clues to how and why biological processes are going wrong, and perhaps how to address that.

“The interaction of proteins and metabolites tells us exactly what’s happening in the disease,” Pirhaji told me. “But there are over 40,000 metabolites in the human body. DNA and RNA are easy to measure, but metabolites have tremendous diversity in mass. Each one requires its own experiment to detect.”

As you can imagine, the time and money that would be involved in such an extensive battery of testing have made metabolomics difficult to study. But what Pirhaji and her collaborators at MIT decided was that it was similar enough to other “big noisy data set” problems that the nascent approach of machine learning could be effective.

“Instead of doing experiments,” Pirhaji said, “why don’t we use AI and our database?” To that end she founded ReviveMed with her PhD advisor, Ernest Fraenkel, and shortly afterwards was joined by data scientist Demarcus Briers and biotech veteran Richard Howell.

Pharmaceutical companies and research organizations already have a mess of metabolites masses, known interactions, suspected but unproven effects and disease states and outcomes. Plenty of experimentation is done, but the results are frustratingly vague owing to the inability to be sure about the metabolites themselves or what they’re doing. Most experimentation has resulted in partial understanding of a small proportion of known metabolites.

That data isn’t just a few drives’ worth of spreadsheets and charts, either. Not only does the data comprise drug-protein, protein-protein, protein-metabolite and metabolite-disease interactions, but they’re including data that’s essentially never been analyzed: “We’re looking at metabolites that no one has looked at before.”

The information is sitting in an archive somewhere, gathering dust. “We actually have to go physically pick up the mass spectrometry files,” Pirhaji said. (“They’re huge,” she added.)

Once they got the data all in one place (Pirhaji described it as “a big hairball with millions of interactions,” in a presentation in March), they developed a model to evaluate and characterize everything in it, producing the kind of insights machine learning systems are known for.

The “hairball.”

The results were more than a little promising. In a trial run, they identified new disease mechanisms for Huntington’s, new therapeutic targets (i.e. biomolecules or processes that could be affected by drugs) and existing drugs that may affect those targets.

The secret sauce, or one ingredient anyway, is the ability to distinguish metabolites with similar masses (sugars or fats with different molecular configurations but the same number and type of atoms, for instance) and correlate those metabolites with both drug and protein effects and disease outcomes. The metabolome fills in the missing piece between disease and drug without any tests establishing it directly.

At that point the drug will, of course, require real-world testing. But although ReviveMed does do some verification on its own, this is when the company would hand back the results to its clients, pharmaceutical companies, which then take the drug and its new effect to market.

In effect, the business model is offering a low-cost, high-reward R&D as a service to pharma, which can hand over reams of data it has no particular use for, potentially resulting in practical applications for drugs that already have millions invested in their testing and manufacture. What wouldn’t Pfizer pay to determine that Robitussin also prevents Alzheimer’s? That knowledge is worth billions, and ReviveMed is offering a new, powerful way to check for such things with little in the way of new investment.

This is the kind of web of molecules and effects that the system sorts through.

ReviveMed, for its part, is being a bit more choosy than that — its focus is on untreatable diseases with a good chance that existing drugs affect them. The first target is fatty liver disease, which affects millions, causing great suffering and cost. And something like Huntington’s, in which genetic triggers and disease effects are known but not the intermediate mechanisms, is also a good candidate for which the company’s models can fill the gap.

The company isn’t reliant on Big Pharma for its data, though. The original training data was all public (though “very fragmented”) and it’s that on which the system is primarily based. “We have a patent on our process for getting this metabolome data and translating it into insights,” Pirhaji notes, although the work they did at MIT is available for anyone to access (it was published in Nature Methods, in case you were wondering).

But compared with genomics and proteomics, not much metabolomic data is public — so although ReviveMed can augment its database with data from clients, its researchers are also conducting hundreds of human tests on their own to improve the model.

The business model is a bit complicated, as well — “It’s very case by case,” Pirhaji told me. A research hospital looking to collaborate and share data while sharing any results publicly or as shared intellectual property, for instance, would not be a situation where a lot of cash would change hands. But a top-5 pharma company — two of which ReviveMed already has dealings with — that wants to keep all the results for itself and has limitless coffers would pay a higher cost.

I’m oversimplifying, but you get the idea. In many cases, however, ReviveMed will aim to be a part of any intellectual property it contributes to. And of course the data provided by the clients goes into the model and improves it, which is its own form of payment. So you can see that negotiations might get complicated. But the company already has several revenue-generating pilots in place, so even at this early stage those complications are far from insurmountable.

Lastly there’s the matter of the seed round: $1.5 million, led by Rivas Capital along with TechU, Team Builder Ventures and WorldQuant. This should allow them to hire the engineers and data scientists they need and expand in other practical ways. Placing well in a recent Google machine learning competition got them $200,000 worth of cloud computing credit, so that should keep them crunching for a while.

ReviveMed’s approach is a fundamentally modern one that wouldn’t be possible just a few years ago, such is the scale of the data involved. It may prove to be a powerful example of data-driven biotech as lucrative as it is beneficial. Even the early proof-of-concept and pilot work may provide help to millions or save lives — it’s not every day a company is founded that can say that.

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Stripe debuts Radar anti-fraud AI tools for big businesses, says it has halted $4B in fraud to date

Cybersecurity continues to be a growing focus and problem in the digital world, and now Stripe is launching a new paid product that it hopes will help its customers better battle one of the bigger side-effects of data breaches: online payment fraud. Today, Stripe is announcing Radar for Fraud Teams, an expansion of its free AI-based Radar service that runs alongside Stripe’s core payments API to help identify and block fraudulent transactions.

And there are further efforts that Stripe is planning in coming months. Michael Manapat, Stripe’s engineering manager for Radar and machine learning, said the company is going to soon launch a private beta of a “dynamic authentication” that will bring in two-factor authentication. This is on top of Stripe’s first forays into using biometric factors in payments, made via partners like Apple and Google. With these and others, fingerprints and other physical attributes have become increasingly popular ways to identify mobile and other users.

The initial iteration of Radar launched in October 2016, and since then, Manapat tells me that it has prevented $4 billion in fraud for its “hundreds of thousands” of customers.

Considering the wider scope of how much e-commerce is affected by fraud — one study estimates $57.8 billion in e-commerce fraud across eight major verticals in a one-year period between 2016 and 2017 — this is a decent dent, but there is a lot more work to be done. And Stripe’s position of knowing four out of every five payment card numbers globally (on account of the ubiquity of its payments API) gives it a strong position to be able to tackle it.

The new paid product comes alongside an update to the core, free product that Stripe is dubbing Radar 2.0, which Stripe claims will have more advanced machine learning built into it and can therefore up its fraud detection by some 25 percent over the previous version.

New features for the whole product (free and paid) will include being able to detect when a proxy VPN is being used (which fraudsters might use to appear like they are in one country when they are actually in another) and ingesting billions of data points to train its model, which is now being updated on a daily basis automatically — itself an improvement on the slower and more manual system that Manapat said Stripe has been using for the past couple of years.

Meanwhile, the paid product is an interesting development.

At the time of the original launch, Stripe co-founder John Collison hinted that the company would be considering a paid product down the line. Stripe has said multiple times that it’s in no rush to go public — and statement that a spokesperson reiterated this week — but it’s notable that a paid tier is a sign of how Stripe is slowly building up more monetization and revenue generation.

Stripe is valued at around $9.2 billion as of its last big round in 2016. Most recently, it raised $150 million back in that November 2016 round. A $44 million from March of this year, noted in Pitchbook, was actually related to issuing stock related to its quiet acquisition of point-of-sale payments startup Index in that month — incidentally another interesting move for Stripe to expand its position and placement in the payments ecosystem. Stripe has raised around $450 million in total.

The Teams product, aimed at businesses that are big enough to have dedicated fraud detection staff, will be priced at an additional $0.02 per transaction, on top of Stripe’s basic transaction fees of a 2.9 percent commission plus 30 cents per successful card charge in the U.S. (fees vary in other markets).

The chief advantage of taking the paid product will be that teams will be able to customise how Radar works with their own transactions.

This will include a more complete set of data for teams that review transactions, and a more granular set of tools to determine where and when sales are reviewed, for example based on usage patterns or the size of the transaction. There are already a set of flags the work to note when a card is used in frequent succession across disparate geographies; but Manapat said that newer details such as analysing the speed at which payment details are entered and purchases are made will now also factor into how it flags transactions for review.

Similarly, teams will be able to determine the value at which a transaction needs to be flagged. This is the online equivalent of when certain purchases require or waive you to enter a PIN or provide a signature to seal the deal. (And it’s interesting to see that some e-commerce operations are potentially allowing some dodgy sales to happen simply to keep up the user experience for the majority of legitimate transactions.)

Users of the paid product will also be able to now use Radar to help with their overall management of how it handles fraud. This will include being able to keep lists of attributes, names and numbers that are scrutinised, and to check against them with analytics also created by Stripe to help identify trending issues, and to plan anti-fraud activities going forward.

Updated with further detail about Stripe’s funding.

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Grasshopper, a learn-to-code app from Google’s Area 120 incubator, goes live

Google’s internal incubator, Area 120, is today releasing its next creation: a learn-to-code mobile app for beginners called Grasshopper. At launch, the app teaches would-be coders how to write JavaScript, via short lessons on their iPhone or Android device. The goal is to get coders proficient in the basics and core concepts, so they can take the next steps in their coding education – whether that’s taking online classes, attending a bootcamp, or playing around in Grasshopper’s own online playground where they can create interactive animations.

Like other Area 120 projects, Grasshopper was built by a small team of Googlers, who had a personal interest in working on the project.

“Coding is becoming such an essential skill, and we want to make it possible for everyone to learn even when life gets busy,” the app’s About Us page explains. “We made Grasshopper to help folks like you get into coding in a fun and easy way.”

Area 120 has now been around for just over two years, but Google’s hadn’t heavily publicized its efforts until last year, when it launched a dedicated website for the incubator. To date, Area 120 has released things like Advr, an advertising format for VR; personal stylist Tailor; emoji messenger Supersonic; a job-matching service in Bangladesh, a booking tool called Appointments; and the YouTube co-watching app UpTime.

The incubator’s goal – beyond potentially finding Google’s next breakthrough product – is to retain talented engineers who may have otherwise left the company to work on their own passion projects or startups.

Grasshopper – whose name is a tribute to early programming pioneer Grace Hopper – was already known to be one of the projects in the works at Area 120.

However, it hadn’t launched to the public until today.

The app itself offers a series of courses, beginning with “The Fundamentals,” where users learn how code works, along with various terminology like functions, variables, strings, for loops, arrays, conditionals, operators, and objects. Grasshopper then moves into two more courses where coders learn to draw shapes using the D3 library, and later create more complex functions using D3.

The courses are actually designed as a series of puzzles and quizzes that increasingly get more difficult, explains Laura Holmes, founder of Grasshopper.

“Each coding puzzle has the student writing real JavaScript code using a custom built code editing environment. The student is given a challenge, and the user has to solve it using code, but it only takes a few taps to write out,” she says. “Each time the student runs code, they’re given real-time feedback to help guide them towards solving the challenge. Many students have told us that this real-time feedback feels like a tutor, since the feedback feels so tailored to the student’s current state.”

Also included are motivational features like achievements, progress indicators and coding streaks.

This curriculum will expand over the next couple of months. Grasshopper will add more content to The Fundamentals section as well as a new course.

The team says it’s not currently focused on expanding beyond JavaScript, a language used by over 70 percent of professional developers, the site notes.

“We see Grasshopper as a launchpad to help introduce people to code. For one-third of our users, Grasshopper is the first time they’ve ever encountered coding,” says Holmes. “Many people think that coding isn’t for them or don’t have the access and time needed to consider it as a viable career path, and we want to help change that perception,” she adds.

In early tests, there have been over 5,000 graduates from Grasshopper’s program. 47 percent were students from backgrounds that are traditionally underrepresented in tech, and 68 percent of users said they’re more motivated to learn to code after using Grasshopper.

Holmes, a senior product manager at Google, leads the Grasshopper team. She was previously the first Product Manager on Project Fi and Google Tag Manager.

Other Grasshopper team members include CTO Elliott Sprehn, a staff software engineer and formerly the tech lead for web platform architecture on Chrome; Curriculum Manager Heather Smith; software engineers Lucas Mullens and Phil Nova; and Curriculum Specialist Frankie Mercado.

The Grasshopper app is now available worldwide on both iOS and Android, but only in English.

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Snapchat now lets advertisers sell products directly through Lenses

This week Snapchat is rolling out Shoppable AR, a new feature that makes it even easier for advertisers to sell goods through sponsored lenses. The new offering builds on top of the Sponsored Lenses the service rolled out in late-2015, which let advertisers create branded filters, bringing product placements to selfies.

Now companies can essentially close that shopping loop, while keeping users inside the Snapchat experience. Shoppable AR makes it possible to add a button directly to a Lens, which users can tap on to visit a website where they can learn more about or — more to the point — just buy the product. Other options include a link to install an app or a “long form” video like a trailer. All of that happens directly inside the app. 

The feature is rolling out with a quartet of media partners to start. Clairol is selling an AR “beauty product trial,” Adidas is moving its Deerupt running shoes, King has an AR Candy Crush game and STX will try to get you to watch Amy Schumer’s new comedy, I Feel Pretty.

There’s no price increase here for advertisers. The additional features will no doubt be an easy sell for those companies that have already been using Snapchat to advertise. Keeping users inside the app reduces friction of sales quite a bit, offering up ads and product sales as a more organic feature — one that doesn’t necessarily feel like advertising. For Snap, of course, the more time users spend engaged directly inside the app, the better.

According to Snap, 70 million users engage with Lenses each day. Earlier this week, the company also rolled out updates to Lens studio, which lets users create their own AR Lenses for the platform. 

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Cloud Foundry Foundation looks east as Alibaba joins as a gold member

Cloud Foundry is among the most successful open source project in the enterprise right now. It’s a cloud-agnostic platform-as-a-service offering that helps businesses develop and run their software more efficiently. In many enterprises, it’s now the standard platform for writing new applications. Indeed, half of the Fortune 500 companies now use it in one form or another.

With the imminent IPO of Pivotal, which helped birth the project and still sits at the core of its ecosystem, Cloud Foundry is about to gets its first major moment in the spotlight outside of its core audience. Over the course of the last few years, though, the project and the foundation that manages it have also received the sponsorship of  companies like Cisco, IBM, SAP, SUSE, Google, Microsoft, Ford, Volkswagen and Huawei.

Today, China’s Alibaba Group is joining the Cloud Foundry Foundation as a gold member. Compared to AWS, Azure and Google Cloud, the Alibaba Cloud gets relatively little press, but it’s among the largest clouds in the world. Starting today, Cloud Foundry is also available on the Alibaba Cloud, with support for both the Cloud Foundry application and container runtimes.

Cloud Foundry CTO Chip Childers told me that he expects Alibaba to become an active participant in the open source community. He also noted that Cloud Foundry is seeing quite a bit of growth in China — a sentiment that I’ve seen echoed by other large open source projects, including the likes of OpenStack.

Open source is being heavily adopted in China and many companies are now trying to figure out how to best contribute to these kind of projects. Joining a foundation is an obvious first step. Childers also noted that many traditional enterprises in China are now starting down the path of digital transformation, which is driving the adoption of both open source tools and cloud in general.

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Cloud.gov makes Cloud Foundry easier to adopt for government agencies

At the Cloud Foundry Summit in Boston, the team behind the U.S. government’s cloud.gov application platform announced that it is now a certified Cloud Foundry platform that is guaranteed to be compatible with other certified providers, like Huawei, IBM, Pivotal, SAP and — also starting today — SUSE. With this, cloud.gov becomes the first government agency to become Cloud Foundry-certified.

The point behind the certification is to ensure that all of the various platforms that support Cloud Foundry are compatible with each other. In the government context, this means that agencies can easily move their workloads between clouds (assuming they have all the necessary government certifications in place). But what’s maybe even more important is that it also ensures skills portability, which should make hiring and finding contractors easier for these agencies. Given that the open source Cloud Foundry project has seen quite a bit of adoption in the private sector, with half of the Fortune 500 companies using it, that’s often an important factor for deciding which platform to build on.

From the outset, cloud.gov, which was launched by the General Services Administration’s 18F office to improve the U.S. government’s public-facing websites and applications, was built on top of Cloud Foundry. Similar agencies in Australia and the U.K. have made the same decision to standardize on the Cloud Foundry platform. Cloud Foundry launched its certification program a few years ago; last year it added another program for certifying the skills of individual developers.

To be able to run government workloads, a cloud platform has to offer a certain set of security requirements. As Cloud Foundry Foundation CTO Chip Childers told me, the work 18F did to get the FedRAMP authorization for cloud.gov helped bring better controls to the upstream project, too, and he stressed that all of the governments that have adopted the platform have contributed to the overall project.

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Squarefoot raises $7M to give offices an easier way to find space

While smaller companies are seeing a lot of new options for distributed office space, or can pick up a couple offices in a WeWork, eventually they get big enough and have to find a bigger office — but that can end up as one of the weirdest and most annoying challenges for an early-stage CEO.

Finding that space is a whole other story, outside of just searching on Google and crossing your fingers. It’s why Jonathan Wasserstrum started Squarefoot, which looks to not only create a hub for these vacant offices, but also have the systems in place — including brokers — to help companies eventually land that office space. Eventually companies as they grow have to graduate into increasingly larger and larger spots, but there’s a missing sweet spot for mid-stage companies that are looking for space but don’t necessarily have the relationships with those big office brokers just yet, and instead are just looking through a friend of a friend. The company said today that it has raised $7 million in a new financing round led by Rosecliff Ventures, with RRE Ventures, Triangle Peak Partners, Armory Square Ventures, and others participating.

“If you talk to any CEO and you ask what they think about commercial real estate brokers, they’ll say, ‘oh, the guys that send an email every week,’” co-founder Jonathan Wasserstrum said. “The industry has been slow to adopt because the average person who owns the building is fine. They don’t wake up every morning and say this process sucks. But the people who wake up and say the process sucks are looking for space. That was kind of one fo the early things that we kind of figured out and focused a lot of attention on aggregating that tenant demand.

Squarefoot starts off on the buyer side as an aggregation platform that localizes open office space into one spot. While companies used to have to Google search something along the lines of “Chelsea office space” in New York — especially for early-stage companies that are just starting to outgrow their early offices — the goal is to always have Squarefoot come up as a result for that. It already happens thanks to a lot of efforts on the marketing front, but eventually with enough inventory and demand the hope is that building owners will be coming to Squarefoot in the first place. (That you see an ad for Squarefoot as a result for a lot of these searches already is, for example, no accident.)

Squarefoot is also another company that is adopting a sort of hybrid model that includes both a set of tools and algorithms to aggregate together all that space into one spot, but keep consultants and brokers in the mix in order to actually close those deals. It’s a stance that the venture community seems to be increasingly softening on as more and more companies launch with the idea that the biggest deals need to have an actual human on the other end in order to manage that relationship.

“We’re not trying to remove brokers, we have them on staff, we think there’s a much better way to go through the process,” Wasserstrum said. “When I am buying a ticket to Chicago, I’m fine going to Kayak and I don’t need a travel agent. But when I’m the CEO of a company and about to sign a three-year lease that’s a $1.5 million liability, and I’ve never done this before, shouldn’t I want someone to help me out? I do not see in the near future this e-commerce experience for commercial real estate. You don’t put it in your shopping cart.”

And, to be sure, there are a lot of platforms that already focus on the consumer side, like Redfin for home search. But this is a big market, and there already is some activity — it just hasn’t picked up a ton of traction just yet because it is a slog to get everything all in one place. One of the original examples is 42Floors, but even then that company early on faced a lot of troubles trying to get the model working and in 2015 cut its brokerage team. That’s not a group of people Wasserstrum is looking to leave behind, simply because the end goal is to actually get these companies signing leases and not just serving as a search engine.

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Voicera scoops up AI note-taking app Wrappup

Voicera wants to be the company that eliminates the need for human note taking once and for all. Their vision is an AI-driven voice recognition system that not only takes notes, but identifies speakers and summarizes key points and action items. Today, the company announced it had acquired a similar startup, Wrappup, an AI-fueled note taking app that fits in nicely with that vision.

The Wrappup team is joining Voicera immediately. Terms were not disclosed.

Voicera CEO Omar Tawakol certainly saw the fit. “Both companies approached the problem with meetings in synergistic ways. Wrappup’s mobile-first, in-person meeting product complements and extends Voicera’s initial focus on conference calls,” he said in a statement.

Wrappup’s special strength it turns out it is identifying the salient points in a meeting in a mobile context. To that end, the company also announced the launch of a new mobile app. Chances are this combining of these two companies has been in the works for some time, and is just being made official today.

Photo: Voicera

Wrappup CEO Rami Salman says joining forces with Voicera creates a more compelling and powerful solution for customers. “Our combined tech stack and AI algorithms more accurately identify and summarize important moments from all your meetings, regardless of where they are held,” he said in a statement.

Voicera’s voice recognition tool is a cloud service called Eva. It is designed to remove the task of note taking from the meeting experience. The company got a $13.5 million Series A last month from some big-time investors, including e.ventures, Battery Ventures, GGV Capital and Greycroft. They also got some attention from enterprise corporate venture investors, including GV (the investment firm affiliated with Google), Microsoft Ventures, Salesforce Ventures and Workday Ventures. The level of these investors shows the company is attacking a real pain point for meeting attendees.

Wrappup is based in Dubai and was founded in 2015. It has raised $800,000 to date. It works with existing meeting tools, including GoToMeeting from Citrix, WebEx from Cisco, UberConference and Zoom.

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Wonolo picks up $13M to create a way to connect temp workers with companies

AJ Brustein was out spending time with a member of his merchandising team when a nearby store ran out of stock of some goods — but there was no one on staff responsible for that location. Fortunately, the employee he was with had already showed him how to restock the shelves, and he offered to peel off and do it himself.

But that gap in the workforce may have just continued, leading directly to potential lost revenue for companies that sell products in those stores. That’s why Brustein and Yong Kim started Wonolo, a tool to connect companies with temporary workers in order to fill the unexpected demand those companies might face in those same out-of-stock situations. Wonolo employees sign up for the platform, and the companies that partner with the startup have an opportunity to grab the necessary workers they need on a more flexible basis. Wonolo today said it has raised $13 million in a new financing round led by Sequoia Capital, including existing investors PivotNorth and Crunchfund, and new investor Base10. Sequoia Capital’s Jess Lee is joining the company’s board of directors as part of the financing.

“There’s a big opportunity  helping people fill in their schedule with shifts,” Brustein said. “We really found there’s this huge untapped market of people who are looking for work who are underemployed. Let’s say Mary is a great worker and has a great job at the Home Depot, but no matter how good she, is she can only get 29 hours of work. It’s hard to manage schedules between different employers that want you to work the same hours. That’s the market we’ve really focused on, the underemployed market, which is a growing unfortunate trend in the U.S. That’s changed a little bit about the types of jobs we have on the platform.”

Wonolo is essentially looking to replace the typical temp agency experience, which helps workers find positions with companies that need a more limited amount of time. Meanwhile, those workers get an opportunity to fill in extra shifts that they might need for additional income on a more flexible schedule. Once a company posts a job to Wonolo, employees will get notified that it’s available and then get a chance to pick up those shifts, and when the job is approved those workers get paid right away.

While the jobs that Wonolo is suited for are more along the lines of merchandising, events staff, or more general labor, the hope is that the service will also expose those employees to a variety of companies who may actually end up wanting to hire them at some point. It allows them to get a good snapshot of all the work that’s available, and theoretically would help offer them an additional step on a career path that could get them to a direct full-time job with any of the companies from which they might end up accepting jobs.

“We thought we could address [the idea of being able to deal with unpredictability] better than temp staffing, and we realized the antidote was flexibility on the worker side,” Brustein said. “We could match them with these jobs that would unpredictably pop up. When we dug into it, we realized flexibility was something that was just completely lacking for workers. We took a very different approach to the way that people will often recruit talent for staffing agencies or their own employees. We are looking at character traits.”

Wonolo was born out of Brustein and Kim’s experience at Coca-Cola, where they had an opportunity to work with a major brand for a number of years. After a while, they got an opportunity to start working on a more entrepreneurial project, and that’s when that whole merchandising scenario played out and prompted them to start working on Wonolo. That part about character traits is an important part for Wonolo, Brustein said — because as long as someone can complete a job, they don’t have to be an absolute expert, as long as they are there ready and good to go.

There are, of course, companies trying to create platforms for temporary workers, like TrueBlue, and Brustein said Wonolo will inevitably have to compete with more local players as it looks to expand. But the hope is that aiming to tap the same kind of flexibility that made Uber so popular for temporary staffers — and potentially that pathway to a big career opportunity — will be one that attracts them to their service.

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Here’s the 23rd batch of 500 Startups companies

500 Startups may soon be coming up on the one-year mark for the end of a tumultuous saga involving its founder, but its accelerator classes still continue to plug along — and its next batch is now getting ready to roll.

The firm’s 23rd batch of startups this year consists of the usual mix of business to business and consumer companies (even coffee) that end up in each class. This class is definitely a smaller one, but it still seems to spread a pretty wide number of different verticals. There’s also, of course, a blockchain track for this class, though a small percentage of the startups in it are taking part of that — and there was still a certain rigor they had to have to run through it.

“For every major tech movement, for every tech phase, there’s the infrastructure phase and the deployment phase,” 500 Startups partner Marvin Laio said. “Our view, with the blockchain, we’re in the infrastructure phase. A lot of these projects outside that we see and read about, they’re kind of bad. They’re really applications. There’s no point having a mobile app if you don’t have the app store. You need to build out the app store. For better or worse, we’re in the infrastructure phase right now.”

The firm is still clearly making some pretty big changes, including an unconventional deal with the Abu Dhabi Financial Group (ADFG) that gives it a stake in the firm’s parent company. The terms of that deal weren’t disclosed, it was another move among many by CEO Christine Tsai to begin to rework the mechanics of how the firm works — especially as it hopes to succeed as both a venture fund as as a program for entrepreneurs looking to get their companies off the ground. Dave McClure, the firm’s co-founder, resigned last year following allegations of sexual misconduct, and since then it’s been trying to get back to business as usual.

500 Startups takes a similar approach to other accelerators, where they will invest around $150,000 for a small chunk of equity and then take on a small amount of that back (a little more than $37,000) for program fees. The firm has primarily been known for its savvy when it comes to growth and marketing, so the support entrepreneurs get usually has that as a core part of the experience.

Here’s the next batch of 500 Startups companies:

  • Chipper — A mobile app that helps student loan borrowers pay off debt faster through round ups from everyday transactions and contributions from family and friends.
  • Copper Cow Coffee — A service that brings specialty Vietnamese coffee to offices and homes biodegradable pour over technology.
  • Finedine Menu — A management platform for restauranteurs to create data driven digital menus for a smarter dining experience.
  • Harmonica — A mobile application that helps users find the right life partner that focuses on quality and fits conservative cultures.
  • Koreaboo — A digital media company that creates and shares viral Korean pop culture content in English to millions of people around the world.
  • Lexop — A digital process server that allows law firms and property managers prove the delivery of their emails in a legal and trackable way.
  • Lexyom — An online platform that provides users with smart legal answers and tailored legal services using artificial intelligence.
  • Libra Credit — A global lending platform that allows anyone to borrow money against their crypto-curriences and crypto-assets
  • Metadium — An identity service platform that provides the fundamentals for various services providers to develop their business on the blockchain.
  • Orchard — A program for affordable smartphone insurance to enterprises, leveraging diagnostic software to make device support and claims a seamless self-serve experience.
  • Purple Go — Enables retailers in the $36B vision care industry to reach today’s omni-channel consumer with seamlessly integrated online and in-store mobile software services.
  • reflect — A mental health platform that reimagines in-person therapy to be more accessible and effective by using data-driven matching to increase engagement and outcomes.
  • Salusive Health — A nurse-based healthcare provider that offers a technology platform with clinical services to help physician practices streamline disease management.
  • Shezlong — An online mental health platform focusing in the Middle East and North Africa region that allows patients to be connected with licensed therapists via video visit on mobile or web.
  • Solana — A high performance blockchain that can scale over 700,00 transactions per second on stock hardware.
  • Starship — A mobile health savings account with automated investing built for humans.
  • StructionSite Inc — Lets construction project teams access the jobsite remotely and compare design to reality.

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