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$100M Grant for the Web fund aims to jump-start a new way to pay online

Published September 16, 2019

Getting paid for providing content online isn’t simple, and as the ad-based economy continues to collapse, pretty much everyone is looking for alternatives. One problem: While the web is great at moving images and audio and files around, it has a real problem with money. Coil, Mozilla and Creative Commons hope to change that with a native web payments standard and $100 million to get it off the ground.

“Web monetization” is the name of the game here, not just generally but also the specific new web protocol being proposed. It’s meant to be an open, interoperable standard that will let anyone send money to anyone else on the web.

That doesn’t mean it sprang fully formed out of nowhere, though. It’s based on a protocol called Interledger pursued by former Ripple CTO Stefan Thomas in his new company Coil.

“We were basically applying the concept of internet protocol to payments — routing little packets of money,” Thomas told TechCrunch, though he was quick to add that it’s not blockchain-powered. Those systems, he said, are useful in their place, but end up bogged down in upkeep and administration. And services like Flattr are great, he said, but limited by the fact that they’re essentially run by a single company.

Interledger, he explained, is a protocol for securely and universally connecting existing payment systems in a totally agnostic way. “It supports any underlying payment structure, bitcoin or a bank ledger or whatever, and any connection you use, satellite or Wi-Fi, it doesn’t care. We were working on it for a long time, since like 2015, and last year were like, well, how do we get this out into the real world?”

300M-user meme site Imgur raises $20M from Coil to pay creators

The answer was a new company, for one thing, but also partnering with open web advocates at Mozilla and Creative Commons on Grant for the Web, a $100 million fund to disburse with their input. Both have a seat at the table in selecting grant recipients, and the latter is a recipient itself.

“This is an opportunity for CC to experiment with optional micropayments in CC Search,” said Creative Commons interim CEO Cable Green. “If users want to provide micropayments to authors of openly licensed images, to show gratitude, we’re interested in exploring these options with our global community.”

“An open-source micropayment protocol and ecosystem could be good for creators and users,” he continued. “Building a web that doesn’t rely on data acquisition and advertising is a good thing.”

The $100 million fund is all Coil money, which makes sense, as Coil was founded to promote and develop the Interledger and Web Monetization protocols. Huge funding pushes don’t seem like the ordinary way to establish new web standards, but Thomas explained that payments are a unique case.

“The underlying business model for the web is kind of broken,” he said. And that’s partly by design: Enormous companies with vested interests in existing payment and monetization structures are always working to maintain the status quo or shift it in a favorable direction — companies like Google that rely on advertising, or Visa and others that power traditional payment methods.

Payments giant Stripe debuts a credit card in its latest step into the financing fray

“From our perspective, what the standard is ultimately competing with is proprietary platforms with billions in funding,” Thomas said.

The $100 million fund will be spread out over five years or so, and will be awarded both to companies and people that use or plan to use the Web Monetization standard in an interesting way, and to content creators who are poorly served by existing monetization methods.

Long-tail content that’s nevertheless important, like investigative journalism or documentaries from and by marginalized communities, is one of the targets for the fund. Grants could come in the form of direct funding, or matching subscribers’ contributions. There’s no quid pro quo, Thomas said, except for a hard minimum of half the content being released under an open license like Creative Commons — which that organization is likely excited about.

Right now a subscription-based browser extension that allows easy payments to sites that have implemented the standard is the only way to get in the door. Admittedly that’s not a very sexy onboarding experience. But part of the fund is intended to juice the development and adoption of the standard much more widely.

It’s a way — though an expensive one, sure — to show that an alternative model exists to the traditional ad-based or subscription-based methods of supporting content.

You can sign up now to be notified when they start accepting grant applications at grantfortheweb.org.

Daily Crunch: Salesforce launches vertical clouds

Published September 16, 2019

The Daily Crunch is TechCrunch’s roundup of our biggest and most important stories. If you’d like to get this delivered to your inbox every day at around 9am Pacific, you can subscribe here.

1. Salesforce doubles down on verticals, launches Manufacturing and Consumer Goods Clouds

Salesforce unveiled two new business units today as part of its strategy to build specialized solutions for specific industries.

For example, with its Manufacturing Cloud, Salesforce says it has built a way for sales agreements to link up with a company’s ERP and forecasting software, allowing for improved demand prediction.

2. Samsung’s Galaxy Tab S6 combines creative flexibility with great design

Darrell Etherington says the new Galaxy Tab S6 (with pricing starting at $649.99) expands the definition of what a tablet can be.

3. Facebook rolls out new video tools, plus Instagram and IGTV scheduling feature

The highlights include better ways to prep for and simulcast live broadcasts, ways to take better advantage of Watch Party events, new metrics to track video performance and a much-anticipated option to schedule Instagram/IGTV content for up to six months in advance.

4. Hear how to build a billion-dollar SaaS company at TechCrunch Disrupt

This year we’ll welcome three people to the Extra Crunch stage who know first-hand what it takes to join the billion-dollar club: Battery Ventures partner Neeraj Agrawal, HelloSign COO Whitney Bouck and Harness CEO Jyoti Bansal.

5. Beekeeper raises $45M Series B to become the ‘Slack for non-desk employees’

Beekeeper has built a mobile-first communications platform for employers who need to communicate with blue-collar and service-oriented workers.

6. How to get people to open your emails

We tackle the obvious stuff that can help with low open rates, as well as bigger challenges: Let’s say 60% of your audience opens your email — how can you get the remaining 40% to open and read it too? (Extra Crunch membership required.)

7. This week’s TechCrunch podcasts

The Equity team has some thoughts on the latest WeWork drama, and how it shows that valuations are essentially meaningless. And on Original Content, we review the Netflix documentary series “The Family.”

Ten years after Adobe bought Omniture, the deal comes into clearer focus

Published September 16, 2019

Ten years ago this week, Adobe acquired Omniture for $1.8 billion. At the time, Adobe was a software company selling boxed software like Dreamweaver, Flash and Photoshop to creatives. Many people were baffled by the move, not realizing that purchasing a web analytics company was really the first volley in a full company transformation to the cloud and a shift in focus from consumer to enterprise.

It would take many years for the full vision to unfold, so you can forgive people for not recognizing the implications of the acquisition at the time, but CEO Shantanu Narayen seemed to give an inkling of what he had in mind. “This is a game-changer for both Adobe and our customers. We will enable advertisers, media companies and e-tailers to realize the full value of their digital assets,” he said in a statement after the acquisition became public.

While most people thought that perhaps this move involved some sort of link between design and data, it would turn out to be more complex than that. Tony Byrne, founder and principal analyst at Real Story Group, tried to figure out the thinking behind the deal in an EContent column published a couple of months after it was announced.

“Going forward, I think the real action will continue to revolve around integrating management and metrics, less so than integrating design and metrics. And that’s why I also think that Adobe isn’t done acquiring yet,” It was pure speculation on Byrne’s part, but it proved prescient.

There’s something happening here

Walt Disney Studios partners with Microsoft Azure on cloud innovation lab

Published September 16, 2019

Seems like everything is going to the cloud these days, so why should movie making be left out? Today, Walt Disney Studios announced a five-year partnership with Microsoft around an innovation lab to find ways to shift content production to the Azure cloud.

The project involves the Walt Disney StudioLAB, an innovation work space where Disney personnel can experiment with moving different workflows to the cloud. The movie production software company, Avid is also involved.

The hope is that by working together, the three parties can come up with creative, cloud-based workflows that can accelerate the innovation cycle at the prestigious movie maker. Every big company is looking for ways to innovate, regardless of their core business, and Disney is no different.

As movie making involves ever greater amounts of computing resources, the cloud is a perfect model for it, allowing them to scale up and down resources as needed, whether rendering scenes or adding special effects. As Disney’s CTO Jamie Voris sees it, this could make these processes more efficient, which could help lower cost and time to production.

“Through this innovation partnership with Microsoft, we’re able to streamline many of our processes so our talented filmmakers can focus on what they do best,” Voris said in a statement. It’s the same kind of cloud value proposition that many large organizations are seeking. They want to speed time to market, while letting technology handle some of the more mundane tasks.

The partnership builds on an existing one that Microsoft already had with Avid, where the two companies have been working together to build cloud-based workflows for the film industry using Avid software solutions on Azure. Disney will add its unique requirements to the mix, and over the five years of the partnership, hopes to streamline some of its workflows in a more modern cloud context.

SmartNews’ latest news discovery feature shows articles from across the political spectrum

Published September 16, 2019

Even before the 2016 election, political polarization was increasing, with Americans so entrenched in the news sources they rely on that the Pew Research Center said “liberals and conservatives inhabit different worlds.” Now SmartNews, the news aggregation app that recently hit unicorn funding status, wants to give users a way to step out of their bubbles with a feature called News From All Sides.

News From All Sides is an option located under the politics tab in SmartNews’ app. A slider at the bottom allows users to see articles about a specific news event sorted into five groups, ranging from most liberal to most conservative. Now available for new users in the United States, the feature will gradually roll out as the company fine-tunes it.

News From All Sides was created for readers who want to see other points of view, but might be overwhelmed by an online search, says Jeannie Yang, SmartNews’ senior vice president of product. It also aims to provide more transparency about news algorithms, which have been blamed for exacerbating political polarization.

Before developing the feature, the SmartNews team conducted research and focus groups in places including Minneapolis and cities in North Carolina to understand how people across the country consume political news online.

“We found that across the board, the last [presidential] election was not just a wake-up call about what news reporting is, but users also expressed that they are much, much more aware of algorithms running underneath what they see. They might not know how it works, but they know there is something else going on,” Yang says.

The political leanings of publications that appear in News From All Sides were categorized by SmartNews’ content team, which includes journalists who previously worked at The Wall Street Journal, Bloomberg, Fox News and other major news outlets. An AI-based algorithm decides which headlines appear in each category. As the feature goes through new iterations, Yang says SmartNews will make changes based on reader feedback. For example, future versions might look at the positions taken in specific articles and include more than five categories on the slider.

News From All Sides is an eye-opener along the lines of “Blue Feed, Red Feed,” an interactive feature (now archived) by The Wall Street Journal that demonstrated how much someone’s political leanings can influence what Facebook’s algorithms display on their News Feed.

Of course, there are many people who are content to be ensconced in their own news bubbles and may not be interested in News From All Sides, even with the upcoming presidential election. Features like it won’t fix political polarization, but for people who are curious about different points of view, even ones they strongly disagree with, News From All Sides gives them a simple way to explore more coverage.

“We definitely discussed that,” says Yang. “The feature is not initially targeted to everyone. It targets people who are more political news junkies, who are checking their phones for news multiple times a day and will actively seek out other sources, so they might go on Google News and go down a rabbit hole.”

“As more readers consider how they are going to vote, it will also help them with perspectives,” Yang adds. “It’s not something that will appeal to everyone broadly, but we hope that we will adjust a pain point for this core group and then iterate it to something more universal.”

SmartNews was founded in Japan, but the slider is currently only on its app for the U.S. because political polarization is a major issue there. Yang says the feature is one part of SmartNews’ goal to improve discovery in all news topics.

“Our mission is to break people out of filter bubbles and personalize discovery with the idea that recommendation algorithms can expand interests, instead of narrowing your interests,” she says. “We’re thinking of how to create more transparency and also expose readers to something they might not usually see, but present it in a fun way, like a serendipitous discovery.”

Trigo raises $22M for an automated grocery check-out platform, similar to Amazon Go

Published September 16, 2019

Automated check-out systems in supermarkets, where cashiers are replaced by barcode-readers and touchscreen interfaces for taking payments, have become a commonplace fixture in many parts of the world. But today, a startup that’s building what many believe will be the next generation of such systems — computer-vision-powered platforms that monitor what you take from the shelves and automatically tally it up as you are on the move so that you can leave without checking out — has raised funding to continue developing its product and help it connect with grocery retailers that have seen the advances of Amazon Go and also want to get in on the AI action without getting involved with Amazon itself.

Trigo, a computer vision startup out of Tel Aviv that is building check-out-free grocery purchasing systems specifically targeted at large supermarkets, has picked up a Series A round of $22 million. The funding is being led by Red Dot Capital, with previous Vertex Ventures Israel and Hetz Ventures also participating. This round brings the total raised by Trigo to $29 million.

The company is not disclosing its valuation, but says that it has a number of deals in place already with grocery chains, including an unspecified European chain and Shufersal, the largest grocer in Israel.

Shufersal already has plans to implement Trigo’s solution in 280 stores in the next five years, which speaks to the company’s ambitions and traction to date, even at this early stage in its development: The company says that it’s already piloting its camera and sensor technology in stores that are 5,000 square feet, or twice the size of a typical Amazon Go store. It’s, however, still fairly small compared to the size of a large supermarket (35,000-45,000 square feet) or even smaller challenger markets like a Trader Joe’s or a Lidl (20,000 square feet).

As with Amazon Go, Trigo works by implementing a series of cameras throughout a store to monitor shoppers and record what they are placing into their baskets. This is not just about being able to identify items: it’s also a triangulation system to ensure that people are not charged twice for items, and that items are removed from the total if they are discarded before a person leaves the store.

And it’s not just to speed things up, either. It’s to make shopping great again.

“I don’t actually think people really want grocery e-commerce,” Ran Peled, VP of marketing, said. “They do that because the supermarket experience has become worse with the years. We are very much committed to helping brick and mortar stores return to the time of a few decades ago, when it was fun to go to the supermarket. What would happen if a store could have an entirely new OS that is based on computer vision?”

Unlike Amazon Go, Trigo is not tied to any specific company that might potentially compete with the retailers that it is targeting, and the product can be implemented to work with loyalty cards, or without them.

However, given that Amazon has built one of the world’s most valuable companies by being both a simultaneous competitor and partner to businesses, I’m not sure that its competitor status will be a gating factor to the growth of Amazon Go, if it decides to productise it and sell the technology to other retailers… and neither does Trigo.

“The technology behind Amazon Go existed in the industry for about a decade before Amazon Go,” Peled said (Trigo was founded in 2018 by brothers Michael and Daniel Gabay). “But after it launched, it was a moment of realising, ‘Ah, this is really happening!’ ” Meaning, he knew now would be a fruitful period because other grocery retailers would want to get on board, and even if Amazon did roll Go out as its own service, and a service used by other retailers, there will be others who will never work with it, presenting a market opportunity to his startup.

If the endgame is bringing the time spent in the check-out phase down to zero, there are other startups working on alternative ways to reach that. Just last week, Caper raised a round of funding for a system that is based on “smart” trolleys, with sensors attached to grocery carts to take note of items and add them to your shopping bill. While the shopping cart might have the advantage of being able to more closely monitor an individual’s own shopping cart, store-wide systems like Trigo’s will potentially cost less to operate and the software might even be something that can be used on existing in-store cameras.

Interestingly, at a time when patents form one of the key ways that a company defends its intellectual property, Trigo is taking another approach. “We don’t file patents because we don’t want our technology to be public,” said Peled. “We have things that we don’t want anyone to see.” It’s an ironic, if perhaps telling, stance for a computer vision company.

In the rush to build tech solutions to all the world’s problems (and if not problems, at least all the world’s processes), there are bound to be others building further technology to bring grocery stores into the twenty-first century. Trigo presents one route to getting there, making it as much a coveted company for grocery businesses as it is for the companies that provide other services to them.

“We believe that Trigo’s world-leading computer-vision team will be the first to scale this technology globally and unlock the full potential of a true grocery-wide revolution,” said Barak Salomon, managing partner of Red Dot Capital. “The process of manually scanning barcodes for each separate item at check out is outdated and time-consuming. Trigo’s technology is going to save brick and mortar, revitalizing the in-store experience while keeping the best part of shopping alive.”

FOSSA scores $8.5 million Series A to help enterprise manage open-source licenses

Published September 16, 2019

As more enterprise developers make use of open source, it becomes increasingly important for companies to make sure that they are complying with licensing requirements. They also need to ensure the open-source bits are being updated over time for security purposes. That’s where FOSSA comes in, and today the company announced an $8.5 million Series A.

The round was led by Bain Capital Ventures, with help from Costanoa Ventures and Norwest Venture Partners. Today’s round brings the total raised to $11 million, according to the company.

Company founder and CEO Kevin Wang says that over the last 18 months, the startup has concentrated on building tools to help enterprises comply with their growing use of open source in a safe and legal way. He says that overall this increasing use of open source is great news for developers, and for these bigger companies in general. While it enables them to take advantage of all the innovation going on in the open-source community, they need to make sure they are in compliance.

“The enterprise is really early on this journey, and that’s where we come in. We provide a platform to help the enterprise manage open-source usage at scale,” Wang explained. That involves three main pieces. First it tracks all of the open-source and third-party code being used inside a company. Next, it enforces licensing and security policy, and, finally, it has a reporting component. “We automate the mass reporting and compliance for all of the housekeeping that comes from using open source at scale,” he said.

The enterprise focus is relatively new for the company. It originally launched in 2017 as a tool for developers to track individual use of open source inside their programs. Wang saw a huge opportunity inside the enterprise to apply this same kind of capability inside larger organizations, which were hungry for tools to help them comply with the myriad open-source licenses out there.

“We found that there was no tooling out there that can manage the scale and breadth across all the different enterprise use cases and all the really complex mission-critical code bases,” he said. What’s more, he found that where there were existing tools, they were vastly underutilized or didn’t provide broad enough coverage.

The company announced a $2.2 million seed round in 2017, and since then has grown from 10 to 40 employees. With today’s funding, that should increase as the company is expanding quickly. Wang reports that the startup has been tripling its revenue numbers and customer accounts year over year. The new money should help accelerate that growth and expand the product and markets it can sell into.

FOSSA scores $2.2M to help developers manage open source licenses

Salesforce doubles down on verticals, launches Manufacturing and Consumer Goods Clouds

Published September 16, 2019

As legacy industries make the migration to cloud-based digital solutions to run and grow their businesses, Salesforce is hoping that it will get a cut of the action when it comes to their IT investments. The CRM giant has been doubling down on building specialised solutions for individual industry verticals, and today, it is unveiling new business units dedicated to not one but two of them: manufacturing and consumer goods.

The Manufacturing Cloud and Consumer Goods Cloud, as the two new products are called, are the latest in a list of other vertical-specific products the company has created. Other verticals targeted to date include finance, healthcare, media, nonprofits and retail.

The idea behind Salesforce’s strategy to build industry-specific solutions is that while the CRM and sales processes that go into manufacturing and consumer goods do have some aspects in common with other industries, both also have relatively specific requirements, too, around how sales are agreed and clients are managed.

In the case of manufacturing and consumer goods, both are capital-intensive businesses where those working on the physical products might be very removed from those working on sales (not just in terms of job functions, but in terms of the software that’s used to manage each operation), or those who are in the field who are helping to distribute those goods to the people ultimately selling them.

“In the manufacturing industry, changing customer and market demands can have a devastating effect on the bottom line, so being able to understand what is happening on the ground is imperative for success,” said Cindy Bolt, SVP and GM, Salesforce Manufacturing, in a statement. “Manufacturing Cloud bridges the gap between sales and operations teams while ensuring more predictive and transparent business, so they can build deeper and more trusted relationships with their customers.”

In both the cases of manufacturing and consumer goods, Salesforce is not creating these services out of thin air: the company had already been touting solutions for both sectors as part of its bigger push into specific industries. Past acquisitions of companies like Steelbrick — a specialist in quote-to-cash solutions, a cornerstone of how manufacturing sales are made — are likely to have played a contributing role in how the new clouds were built.

With the Manufacturing Cloud, Salesforce says that it has included a feature for sales agreements that link up with a company’s ERP and forecasting software to be able to better predict demand from individual customers as well as the wider market. The services are also coming with more analytical insights by way of Einstein Analytics, and more functionality to work with channel partners. Third parties working with Salesforce on joint solutions using Marketing Cloud include Acumen Solutions, Deloitte and Rootstock.

The Consumer Goods Cloud has some parallel with the Manufacturing Cloud, in that both are targeting businesses that are by their nature and by legacy very rooted in physical goods and are therefore not easily “disrupted” by digital innovation. Indeed, despite all that we hear about the might of Amazon and e-commerce, a full 95% of products are still sold in physical stores. That system has a lot of drawbacks, not least of them being challenges with consumer goods brands having accurate control over how products are distributed and ultimately sold.

“Retail execution remains one of the most important pieces of a consumer goods brands strategy, but so much opportunity is wasted if the field rep doesn’t have the data and technology needed to make smart decisions,” said John Strain, GM and SVP, Retail and Consumer Goods at Salesforce, in a statement. “Consumer Goods Cloud provides these field reps with the tools they need to be successful on the ground while helping build both business opportunities and stronger relationships with their retail partners.”

The company, citing research from PwC, claims that of the $200 billion that’s spent in the U.S. by consumer goods companies each year on merchandising, marketing and sales efforts for in-store sales, some $100 billion of that spend is never used in the way it was originally intended. (That’s one reason so many consumer goods companies have jumped into social media: it’s a way of connecting better and more directly, at least with the customers.)

That represents a huge area to tackle for a company likes Salesforce, and the Consumer Goods Cloud is the start of that effort. The product covers software that addresses areas optimising visits to stores, improving relationships with retailers, using Einstein insights for analytics and ordering software. Partners in the effort include Accenture and PwC.

Another important thing to note here is that Salesforce’s move into the area comes as a competitive strike: Not only are there companies out there that have built products specifically for these markets — Sysco for consumer goods, and Atlatl Software for manufacturing, for example — but Salesforce has to contend with general rivals such as Microsoft and SAP also targeting the same potential customers.

As of last quarter, Sales Cloud now accounts for more than one-quarter of Salesforce’s revenues, but today’s news underscores how “sales” is becoming a more complex and nuanced topic for the company as its business continues to grow, and as cloud-based digital processes become ever more ubiquitous across all sectors beyond simply knowledge workers. As Salesforce builds out more solutions to meet every kind of enterprise’s needs, it’s likely there will be more vertical-specific tools making their way to the platform.

How to get people to open your emails

Published September 15, 2019

Julian Shapiro
Contributor

Julian Shapiro is the founder of BellCurve.com, a growth marketing agency that trains you to become a marketing professional. He also writes at Julian.com.

How can you send email campaigns that get opened by 100% of your mailing list?

Based on insights from Nick Selman, Fletcher Richman of Halp, and Wes Wagner.

First, a few obvious pieces of advice for avoiding low open rates:
- Avoid spam filters by avoiding keywords commonly used in spam emails.
- Consider using email subjects (1) that are clearly descriptive and (2) look like they were written by a friend. Then A/B your top choices.
- Include the recipient’s name in your email body. This signals to spam filters that you do in fact know the recipient.
Now, for the real advice: Let’s say 60% of your audience opens your mailing, how can you get the remaining 40% to open and read it too?
- First, wait 2 weeks to give everyone a chance to open the initial email.
- Next, export a list of those who haven’t opened. Mailchimp lets you do this.
- Important note: The reason many recipients don’t open your email is because it was sent to Spam, it was buried in Promotions, or it was insta-deleted because it looked like spam (but wasn’t). The goal here is to resuscitate these people. You have two options for doing so:
- (1) Duplicate the initial email then selectively re-send it to non-openers. This time, use a new subject (try a new hook) and downgrade the email to plain text: remove images and link tracking. De-enriching the email in this way can help bypass spam filters and the Promotions tab.
- (2) Alternatively, export your list of non-openers to a third-party email tool like Mailshake (or Mixmax).
  - First, connect Mailshake to a new Gmail account on your company domain.
  - Next, configure Mailshake to automatically dole out small batches of emails on a daily schedule. Let it churn through non-openers slowly so that Gmail doesn’t flag your account as a spammer.
  - Emails sent through Mailshake are more likely to get opened than emails sent through Mailchimp. Why? Mailshake sends emails through your Gmail account, and Gmail-to-Gmail emails have a greater chance of bypassing Spam and Promotions folders, particularly if the sender doesn’t have a history of its emails being marked as spam.

Get the word on product-market fit from leads at Instagram, Tinder, Uber, and Okta at Disrupt SF

Published September 15, 2019

Every founder knows you gotta find market fit. Almost no one gets it right on the first try, which means iterating quickly and decisively is the difference between greatness and the void.

On the Extra Crunch stage at TechCrunch Disrupt SF, we have a jam-packed panel filled with leading product builders to discuss just how founders should think about launching and iterating their products.

First, we have Ravi Mehta, chief product officer at dating app Tinder . Before Tinder, he was a product director at Facebook and a vice president of product at TripAdvisor, in addition to a host of other product-related roles. Mehta brings years of consumer products experience to the panel, and will talk about the specific needs of social and network-based products.

Second, we have Manik Gupta, chief product officer at transportation and delivery company Uber . Before becoming product chief, he led Uber’s Marketplace and Maps products, and spent years at Google as a leading PM for Google Maps. He brings a deep background on building popular consumer apps, and also instrumenting those apps with location and consumer data.

Third, we have Diya Jolly, chief product officer of identity management platform Okta . Before Okta, she led product for Google’s home products like Nest as well as YouTube’s monetization efforts, and also held product roles at Microsoft and Motorola. She brings a hybrid background in enterprise and consumer product design, and will be able to speak about the varying challenges different types of users bring to bear on a product.

Finally, we have Robby Stein, a director of product management at Instagram where he leads the consumer team in charge of Stories, Feed, Messaging, Camera, and Profile. Before Facebook/Instagram, he held a senior product role at Yahoo, which acquired his startup Stamped, and was also a PM at Google. He brings a cross-over product perspective between startups and larger tech companies that will enrich our conversation.

We’re amped for this conversation, and we can’t wait to see you there! Buy tickets to Disrupt SF here at an early-bird rate!

Did you know Extra Crunch annual members get 20% off all TechCrunch event tickets? Head over here to get your annual pass, and then email extracrunch@techcrunch.com to get your 20% discount. Please note that it can take up to 24 hours to issue the discount code.