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Cratejoy sheds nearly half of workforce amid restructuring effort

Cratejoy, a startup that runs a marketplace for subscription businesses and helps founders launch and scale their own subscription box services, has laid off 18 members of its 43-person team.

The company’s co-founder and chief executive officer Amir Elaguizy confirmed the lay-offs to TechCrunch. He says the cuts are part of a restructuring effort to keep costs in line and that subscribers and merchants will not be impacted.

The startup has raised a total of $10 million to date from investors, including Charles River Ventures, SV Angel, Andreessen Horowitz, Maverick Capital, Start Fund and ACE Venture Fund. Cratejoy completed the Y Combinator accelerator program in the summer of 2013 alongside DoorDash, Le Tote and Bloom That, which itself recently hit pause on its on-demand flower service.

“This was a hard decision made by the leadership team to keep our costs in line,” Elaguizy told TechCrunch. “Whenever we’re forced to make hard staffing decisions it is difficult, and this reduction was no exception. We had to part ways with many very good and talented people.”

Elaguizy declined to elaborate on any other changes to the business.

Austin-based Cratejoy sells a curated collection of subscription boxes and helps entrepreneurs develop their own subscription box. It exists on the premise that the future of e-commerce is these packaged collections of goods delivered on a recurring basis.

For some time, venture capitalists were drinking the subscription box Kool-Aid, but those days appear to be over. Funding into subscription box startups, according to Crunchbase data, has dropped off significantly.

Cratejoy was founded in 2014 amid the subscription box funding boom. The same year it completed its $4 million Series A, Birchbox completed a $60 million round, Dollar Shave Club raised $13 million and Stitch Fix brought in $30 million. With 30 companies raising about $200 million, 2014 was the highest on record for investment in subscription box companies.

Last year, companies in the sector raised just $39.7 million across 20 deals.

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Meet the 10 startups in Techstars NYC’s summer 2018 class

Not even Techstars NYC can avoid the end of summer, where 10 startups are wrapping up their participation in the accelerator’s summer program.

This also marks the end of Alex Iskold’s tenure as managing director of the program. He’s certainly going out with a varied groups of startups — these entrepreneurs are working on everything from tampons to spices to skin care, plus more traditional tech categories like finance and security.

Here’s a quick rundown of each company.

    • Aunt Flow helps businesses and schools stock free tampons. Founder and CEO Claire Coder argues that if businesses are providing toilet paper for free, they should do the same with menstrual products. Current customers include Viacom, Twitter, and Brown University. (And it’s also selling products directly to customers.)

aunt flow

    • Burlap and Barrel finds spices from farmers all over the world, selling them to consumers and restaurants (including Dig Inn). The startup emphasizes the stories behind the spices, and it says it currently offers organic black peppercorns from Zanzibar, wild mountain cumin from Afghanistan, smoked pimenton paprika from Spain, plus 40 other spices.
    • Clever Girl Finance offers financial education content and tools for women of color. Founder and CEO Bola Sokunbi is an immigrant, computer science major and a certified financial educator. The startup currently offers more than 20 different courses, covering topics like getting out of debt and managing your wedding on the budget, all accessible for $10 per month.
    • Concert Finance automates financial reporting, starting with sales commissions. This allows sales reps to get real-time updates on the commissions that they’re earning. It works on top of Salesforce with no developer integration work required.
    • FlyThere connects customers with drone operators, allowing those customers to fly drones remotely. The company is pitching this as a way for people to experience locations around the world without actually traveling there. It’s available for visits to eight locations already, including the Big Buddha temple in Thailand and the pirate ship in Cancun.
    • With Le CultureClub, customers can test the “microbiome” of their skin by swabbing their skin and sending a sample to the startup. Le CultureClub can then give them access to a dashboard with personalized skincard recommendations.
    • Pandium aims to make it easier for B2B software companies to support integrations. The platform handles authentication, scheduling and other basic issues. That doesn’t eliminate the work for developers, but it’s supposed to allow them on the core integration logic, and supposedly reduces engineering time by 80 percent.
    • Perch aims to improve physical training and coaching by installing a camera and tablet, which is mounted on gym equipment to track and display data like number of reps and velocity. It’s currently targeting college and professional teams, and plans to expand to commercial and home gyms.

Perch

  • SeekWell co-founder Mike Ritchie spent 15 years leading analytics teams at Bank of America and at startups. His goal is to change the way analytics teams share code by offering them an analytics platform and common code repository, allowing them to share and reuse SQL queries.
  • SIEmonster is focused on security information and event management, using deep learning to detect and defend against attacks. Its partners include HP, which is distributing the platform to financial institutions.

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iOS 12.1 will come with new emojis

Apple is about to release the public beta version of iOS 12.1. And before everybody freaks out, the company announced that this update will feature new emojis — best feature update ever.

In other words, Apple is releasing its own take on Unicode 11.0 emojis. Other devices and major services will soon all support the same emojis, but with a different design.

Apple already previewed some of these new emoji designs back in July for World Emoji Day. So here’s what you should expect.

Curly hair, grey hair, bald people, red hair…

As always, you’ll be able to find five skin colors in addition to yellow, and all characters come in male and female variants. The Unicode 11.0 specs said that vendors should add “curly hair” emojis. But it looks like Apple concluded “alright let’s put a ’stache on that face!”

As for everything else, you’ll find a new emojis for outdoor accessories, such as luggage, compass and hiking shoes. On the food front, you’ll find bagels, salt, cupcakes, leafy greens, mango, moon cake, etc.

And when it comes to animals, there’s finally a mosquito emoji as well as new llama, swan, raccoon, kangaroo, lobster, parrot and peacock emojis.

Animals

Faces

Food

Everything else

Every time I’ve written about emojis, the number one comment has always been about red hair. It took a few years but red hair people, the Unicode consortium has finally heard you!

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Cover collects $16M to insure your gadgets, pets… anything

People procrastinate about buying insurance because it’s such a boring and complicated chore to compare policies. But Cover combines plans from 45 insurance companies into a single marketplace so it’s easy to find the best one for your car, home, rental, business, personal property, pets, jewelry and more. Now Cover is building powerful onboarding tricks like a driving school that earns you lower car insurance rates, and a way for Shopify merchants to sell warranties for their items.

The potential to use tech to run circles around the old insurance brokers has attracted a new $16 million Series B for Cover led by Tribe Capital’s Arjun Sethi, who led the Series A and sits on the startup’s board. The round was joined by Y Combinator, Social Capital, Exor and Samsung, and brings the company to a total of $27.1 million in funding.

“Insurance isn’t very different from being a white-collar bookie, where the house’s rake is too high and the dollars at stake are in the hundreds of billions in the U.S. alone,” says co-founder and CEO Karn Saroya. “This, all to the detriment of regular people, who view insurance as a tax. We’re here to change that perception.”

Saroya and his co-founders have deep ties. He went to high school with Anand Dhillon, is engaged to Natalie Gray and hired Ben Aneesh at the team’s previous startup, a high-end fashion marketplace called StyleKick that was eventually acqui-hired by Shopify. “We were tossing around ideas for what we wanted to do after StyleKick/Shopify, running hackathons on weekends. We built a couple different apps, but Cover — the MVP, where we just asked potential customers to take pictures of things they wanted to insure, surprised us” says Saroya. “Our customers sent us walkthroughs of their homes, pictures of their dogs and videos of themselves washing their cars. When you come across behavior that violates your expectations in consumers, that’s usually when you double-down.”

Cover co-founder and CEO Karn Saroya

So they built Cover, where you don’t have to cobble together an endless set of insurance websites or wait on hold. You download the app, pick your item, list how much you paid and where, provide some photos or video of its condition using its TensorFlow-equipped camera and Cover will check across its insurance partners and find you the best quote instantly. You can easily see what is and isn’t covered, learn how to make claims, and text with an agent if you have questions. For example, I was quickly quoted $5 per month to insure my new iPhone against damage but not loss or theft.

Cover earns between 10 to 35 percent per dollar of premium you pay. Its annualized premium already exceeds $8.5 million and is growing 30 percent per month. Thanks to its low-churn business model, easy cross-promotion of products, low training requirements for customers and no need to constantly update its existing subscriptions, Cover starts to look like a very efficient software-as-a-service business.

The big question remains whether Cover can consistently find the best rates for customers so they don’t second guess its quotes and search somewhere else. It will have to outcompete multi-insurance providers, like State Farm and Geico, as well as startups like MetroMile tackling specific insurance verticals with mobile apps. To really earn the big profits, Cover is building out its own in-house insurance plans. But that will put it under constant threat of insuring the wrong risks and ending up paying out too much.

“We built Cover because we saw an opportunity to build elegant products that could deliver on pricing and customer experience in a way that no incumbent insurance entity can,” Saroya concludes. By bringing the service to mobile and making it a seamless part of owning something, Cover could ensure you’re insured, even if insurance is the last thing you want to think about.

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Apple expands Business Chat with new businesses and additional countries

Apple Business Chat launched earlier this year as a way for consumers to communicate directly with businesses on Apple’s messaging platform. Today the company announced it was expanding the program to add new businesses and support for additional countries.

When it launched in January, business partners included Discover, Hilton, Lowe’s and Wells Fargo. Today’s announcement includes the likes of Burberry, West Elm, Kimpton Hotels, and Vodafone Germany.

The program, which remains in Beta, added 15 new companies today in the US and 15 internationally including in the UK, Japan, Hong Kong, Singapore, Canada, Italy, Australia and France.

Since the launch, companies have been coming up with creative ways to interact directly with customers in a chat setting that many users prefer over telephone trees and staticy wait music (I know I do).

For instance, Four Seasons, which launched Business Chat in July, is expanding usage to 88 properties across the globe with the ability to chat in more than 100 languages with reported average response times of around 90 seconds.

Apple previously added features like Apple Pay to iMessage to make it easy for consumers to transact directly with business in a fully digital way. If for instance, your customer service rep helps you find the perfect item, you can purchase it right then and there with Apple Pay in a fully digital payment system without having to supply a credit card in the chat interface.

Photo: Apple

What’s more, the CSR could share a link, photo or video to let you see more information on the item you’re interested in or to help you fix a problem with an item you already own. All of this can take place in iMessage, a tool millions of iPhone and iPad owners are comfortable using with friends and family.

To interact with Business Chat, customers are given messaging as a choice in contact information. If they touch this option, the interaction opens in iMessage and customers can conduct a conversation with the brand’s CSR, just as they would with friends.

Touch Message to move to iMessage conversation. Photo: Apple

This link to customer service and sales through a chat interface also fits well with the partnership with Salesforce announced last week and with the company’s overall push to the enterprise. Salesforce president and chief product officer, Bret Taylor described how Apple Business Chat could integrate with Salesforce’s Service Bot platform, which was introduced in 2017 to allow companies to build integrated automated and human response systems.

The bots could provide a first level of service and if the customer required more personal support, there could be an option to switch to Apple Business Chat.

Apple Business Chat requires iOS 11.3 or higher.

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SoftBank leads $35M investment in sports engagement startup Heed

Heed, a startup looking to create new ways for sports leagues and clubs to engage with fans, is announcing that it has raised $35 million led by SoftBank Group International.

As laid out for me by CEO Danna Rabin, the company sits at the intersection of sports and IoT — which makes sense, since it was founded by Internet of Things company AGT International and talent agency Endeavor .

“Our primary mission is to connect the young audience with sports leagues and clubs,” Rabin said. “[Those] audiences are consuming less broadcast TV, consuming less of anything linearly. Sports clubs and brands are having more and more issues connecting with and reengaging those younger audiences.”

To create that connection, Heed places sensors around the match or game venue, even potentially on players’ clothing and equipment.

For example, the team let me make a couple punches using gloves with sensors inside, which were created for the mixed martial arts league UFC. Afterwards, I could see the measured force of each of my swings. (I didn’t really have any points of comparison, but I think it’s safe to say that my numbers weren’t too impressive.)

Heed

Rabin emphasized that Heed’s real focus isn’t on building fancy hardware, but rather on the artificial intelligence it uses to take that data (which can also be drawn from video and audio footage of the match) and transform it into a general narrative that can be viewed on the Heed smartphone app.

Pointing to the UFC glove, Rabin said, “We extract, only from this sensor, 70 different data points. What’s happening is, the fusion of these data points is what creates the stories.”

Put another way, the goal is to replace the generic commentary that you often get in sports coverage and live games with unique details about how the game or match is unfolding. Those aren’t just numbers like how hard someone is punching, but also inferences about a player’s emotional state based on the data.

“One of our core promises is that it’s not editorial driven,” Rabin added. “The AI is selecting what’s interesting in a match. Of course, we have a creative team that designs the formats, the visuals, how the packaging should look like, but that’s incorporated into the technology, which is automatically selecting the moments and creating the experiences with no human interpretation.”

So does Heed aim to be a technology provider or a sports media company of its own? Well, Rabin said it didn’t make sense to simply provide the tech to individual leagues or teams.

“A specific club does not have the breadth of technologies to keep evolving,” she said. Plus, she argued that the audience isn’t looking for just a one-off site with stories about one team, but an all-around destination where they can “get a bit of everything.”

In addition to the UFC, Heed is also working with EuroLeague (the European basketball league), various soccer clubs and Professional Bull Riding. In the latter case, it’s not just creating content, but actually working with the organization to create a more automated and objective form of judging.

“By leveraging AI and IoT, HEED has developed a unique platform that is changing the way fans watch and interact with sports,” said Softbank President and CFO Alok Sama. “HEED is taking a traditionally static experience and providing fans with deeper insights into the physical and emotional aspects of the sporting event by gathering and analyzing large, complex data in real time.”

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Apple adds student ID cards into Apple Wallet to access buildings, buy food and more

The education market has long been one of the cornerstones of growth for Apple’s hardware business, and today the company is leveraging its popularity in it, specifically among college-aged students, to build out a newer effort. Today, Apple started to integrate university student ID cards — used to access buildings, pay for food or books, and any other transactional campus services — into Wallet, its contactless payment system on the Apple Watch and the iPhone. The first schools to come online are Duke University, the University of Alabama and the University of Oklahoma.

Apple had actually announced the service back in June, during WWDC, earmarking the three schools going live today. It said that Johns Hopkins University, Santa Clara University and Temple University will start using the service by the end of this year.

The expansion comes at a time when Apple is riding on a growth high for its mobile wallet. iPhone and Watch owners have been shown to be enthusiastic users of their devices for making purchases (thrice as more avid, it seems, than Android users), and on the back of that, Apple Pay — which is now live in 24 markets — has laid claim to being the most popular mobile contactless payment in use today, with some 1 billion transactions in the last quarter alone, up three-fold from a year before.

Many of those transactions are specifically related to Apple Pay, made using more traditional payment cards such as American Express or Visa credit cards, and at traditional retail locations — Apple says it expects 60 percent of all US retail locations to support Apple Pay by the end of this year, including over 70 of the top 100 retail chains.

But Apple has also been pursuing a second wave of growth to make Wallet useful, by encouraging people to upload and use the myriad cards they have for various other services, such as loyalty cards and passes for city transport systems. Twelve US metro areas already use Apple Pay, and there is ground being gained internationally too in markets like the UK, China and Japan.

Adding in university student cards falls within that scope, Apple says.

“iPhone and Apple Watch have brought us into a new era of mobility, helping to transform everyday experiences,” said Jennifer Bailey, Apple’s vice president of Internet Services, said in a statement. “When we launched Apple Pay, we embarked on a goal to replace the physical wallet. By adding transit, loyalty cards and contactless ticketing we have expanded the capabilities of Wallet beyond payments, and we’re now thrilled to be working with campuses on adding contactless student ID cards to bring customers even more easy, convenient and secure experiences.”

Apple Pay may not appear to massively profit Apple in a direct way — as it’s been pointed out by others, the percentages on payment transactions are tiny — but what it does give the company indirectly is another tie into how people use their phones and watches, making the devices more valuable to their owners, and those users more tied into the Apple ecosystem.

At colleges (and other schools), we’ve seen an increasing use of student ID cards not just as a way to identify yourself, but to access services and buildings, and also to pay for things, and use of contactless versions of these has been on the rise. Part of the reason for this is safety: having one card for everything means students need to carry less valuables, and if they lose it or it’s stolen, the card can be more easily replaced. At the same time, watches and phones are not items they’re leaving behind, so further consolidating, and making those cards more secure by way of Apple’s device locks, makes sense.

What we don’t know is if Apple is getting a commission (even a tiny one) on the payment transactions made via these student cards. We have asked the company and will update as we learn more.

Educational institutions aren’t the only not-strictly-retail locations that are being put into Wallet. Apple’s been adding sports venues to let attendees use Wallet to carry their tickets, and to then buy food and other concessions once you get in. (See how Apple uses one non-commissioned transaction to lead you into using it for one that might be?)

Today, Apple is estimated to account for between 14 percent and 17 percent of the K-12 education market in the US, and with the likes of Google and Microsoft also pushing hard for growth both here and in higher education, you can see how adding in more services like this could help Apple expand its piece of the pie.

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Assassin’s Creed Odyssey falls far short of its own wondrous sandbox

It’s hard to imagine a better demonstration of the state of AAA gaming today than Assassin’s Creed Odyssey, a game where the whole of the wine-dark Classical Aegean is available for you to ply with your oars — but which operates according to a risible, cartoonish video game logic that seems, if possible, even more anachronistic. Should you play it? Absolutely.

(Very minor spoilers ahead.)

In case you haven’t been following the Assassin’s Creed… well, odyssey, the last few years, the game took some time off following the lavishly produced but ambivalently received Unity and Syndicate games, set in revolutionary Paris and Victorian London, respectively. The series, critics said, was wearing itself a bit thin despite the fabulous set dressing.

You can imagine everyone’s surprise when AC returned in Origins, set in an enormous swathe of ancient Egypt. New systems nudged the game from the stealth action of its roots toward the expansive, open-world RPG currently in vogue. It was a little rough around the edges, but the scale was welcome, as was the shift away from the increasingly turgid Assassins versus Templars secret society scramble.

The news that the next game would take place in Ancient Greece at the time of the Peloponnesian War thrilled me to no end. I’ve always been a fan of the Classical era, Homer and Herodotus and Periclean Athens and all that. I’ll also admit to an unironic love of “300” and the story of Leonidas’s last stand — the graphic novel, not the movie, which was awful.

Are you kidding me? Look at this.

Here, then was that world brought to life with all the fidelity that Ubisoft’s hundreds of artists and modelers could bring, with a narrative combining secret societies with classical warfare, historical figures and high-seas adventure (I loved the pirate-themed AC Black Flag). On paper this is the greatest game ever to grace the screen.

And in a way, it is. Ubisoft’s rendering of the Classical world is so beautiful, so massive, so obviously a labor of love and skill and intensive research that I have spent much of my time in the game simply gawking.

The costumes! The statues! The landscapes! The light! It’s a feast of details at every location, from the idyllic backwater of Kephallonia, where your hero begins their story, to the sprawling, bustling Athens just approaching the zenith of its glory. I (that is to say, my character) walked past the Theatre of Dionysus in its construction, which I have visited in person (now ruined and restored, of course), and on up to the Acropolis, where I scaled the Parthenon and looked out over the tiled roofs under one of which, for all I know, I may find Plato sitting and writing The Symposium.

Seriously.

Then I meander to the harbor, board my black ship and split the seas to explore any of the islands in the entire Aegean — any of them. The whole Aegean! Well, most of it, anyway. Enough that you won’t ask for more. Here be mythical creatures, political machinations, stormy seas and sunny shanties.

The world that Assassin’s Creed Odyssey inhabits, I feel confident in saying, is the largest and most impressive that I have encountered, with special credit given for having to reflect reality to a certain extent, which is not a limitation shared by its eminent competition in the open-world genre, like Horizon: Zero Dawn and Breath of the Wild.

In my opinion, both as a gamer and a lover of antiquity, it is worth the price of admission to experience this world, to see and hear Ancient Greece in a way that was heretofore impossible, and simply to revel in the almost inconceivable level of craft that was so obviously put into this mind-boggling world.

And now, having made that judgment, I will proceed to trash the game I just recommended for about two thousand words.

The game itself

Assassin’s Creed Odyssey, the game itself, is embarrassing to play. The characters you interact with and the minute-by-minute gameplay are so uneven that I truly believe that Ubisoft simply didn’t have time to adequately play-test it. It feels like the game was just too big to run through once they’d made it so they just shipped. If someone from Ubisoft were sitting next to me as I played, I would expect them to be cringing constantly.

It’s an incredibly lopsided collection of old and new ideas, balanced and unbalanced systems, good and bad UI, intuitive and baffling combat, beautiful and repulsive graphics, and excellent and laughable voice acting. I haven’t finished the game, let alone all the side quests, but although I expect to encounter more good things as I go, the bad things were apparent pretty much from the first few minutes and haven’t abated.

The AI of the people in this game seems to have regressed 10 years to a simpler age. They are truly idiots all, from people on the street to elite soldiers.

Good old Adrastos the Logician, engaging in hand to hand combat.

One of the first things that happened when I got my horse and learned to have it follow a road was that it mowed down a few laborers. This, I found, would happen everywhere I went: every character in the game walks right in the center of the road and dives madly out of your way as you canter down it, screaming and cursing. Wild animals cluttered the road, and reacted confusedly as I approached, throwing themselves under the hooves of my steed, Phobos.

This was my first taste of what would become a theme. Why, I asked myself, wouldn’t these people just walk on the side of the road? The developers clearly accounted for horses riding down it, and have behaviors and barks for when that happens. But it’s so weird, so unrealistic, so video gamey. Surely in this lovingly rendered world it is not unusual for a horse to run down a mountain road? Why then do they behave in this way? Because the people were not created intelligently — it’s as simple as that. None of them.

I once emptied a military camp of guards and then set about looting the place. A woman was being held captive in a cage — not an uncommon thing to find — so I let her out. As she escaped, thanking me, I turned to take the items out of a nearby chest. The woman, mid-escape, screamed with rage at me for this theft, snatching a nearby spear and rushed me in righteous anger. What?

Perhaps I can’t expect every peasant to be a genius, but guards too (of all ranks) are unbelievably dense. They will step over the corpses of their fellow men to get to their post and not say a word. They will fail to hear the clashing of swords, or not notice a guy being violently flipped over and disemboweled, a matter of feet away. They will follow you one by one around corners where you can dispatch them individually and fail to see or care about the ever-widening pool of blood. They are as dumb as the dumbest guards from games that came out 10 years ago.

“Mother of Spiders”

Not much better are the much-ballyhooed mercenaries, who come after you if you do too many bad things. It’s not really clear what the bad things are, but eventually you’ll see a red helmet icon on your map and know you’ve been naughty. They’re basically guards with special weapons and a few characteristics like “weak to fire” or “takes 20 percent less ranged damage.” Technically they have backstories but you have to drill down to their description to find them, and by the time you’re doing that you’ve probably already killed them. You can recruit them for your ship, like you can recruit anyone, but they generally amount to stat bonuses with funny names like Demos the Drunk. He didn’t act drunk — just had a spear I wanted, so I took him out. I mean, the variation is welcome, but it’s nothing like, for example, the nemesis system in the Mordor series.

Combat is a real mix. You are no longer a fragile assassin who can be killed from a few good hits, but a powerful warrior with supernatural skills like instant mid-battle heals and teleportation. This is combat between equals, but your equals are generally stiff types with two or three attacks they repeat over and over, glowing a bright red or gold before doing so.

A slippery-feeling dodge system zips you through these attacks, or you can parry some of them, then slash away at your attacker. Some guards or targets, especially if they’re a level or two above you, will take minutes of patient slashing before they drop. I was sent on a hunt to kill a legendary boar that I gave up on after a couple minutes because I had only taken its health down by a quarter while not being hit myself.

Compared with other action RPGs it’s pretty listless stuff. More appealing is the stealth, which the fools of guards are obviously there to encourage, since you can empty a camp or fort of its occupants systematically and it can be quite satisfying. But with the perfect knowledge effected by scouting such a place with your eagle’s x-ray vision, it feels more like bullying than anything.

The Peloponnesian War is going on around you, though you’d be hard-pressed to notice most of the time. You don’t exactly take sides, since whatever area you’re in, your enemies are the ones in control. You can weaken the faction in power by various means and force a battle (a melee in which the combat, now against dozens, feels frustratingly sloppy), but ultimately the guards and camps feel much the same as one another — Spartans have different helmets from Athenians.

I thought at first this would be deeper than it is. I had looted a variety of armor pieces, several of which suggested I could use them to blend in among the Athenians whom I was at that moment working to undermine. So I donned them and headed to the nearest camp, hoping to walk about unsuspected, Hitman-style, sowing chaos by releasing caged animals and setting fire to supplies. Nope: I was immediately attacked on approaching the gate, before I’d even come in or done anything suspicious. The guard that had never seen me before apparently recognized me as the bloodthirsty mercenary who’d wiped out a camp a mile or so away, minutes earlier. No espionage for me.

It’s never really clear who you’re fighting or why, because the locations and people are just names. It doesn’t matter if they’re Athenian or Spartan, just that they’re the ones between you and the treasure chest. I guess that’s the life of a mercenary, but it doesn’t make you care a lot.

That was a quest?

The RPG elements, from gear to abilities, have almost no integration with the game itself. From the very beginning you can see your whole skill tree, including things involving the magic spear that you don’t yet know is magic. You gain new abilities and upgrade your ship not through interesting quests or meeting interesting people, but simply by spending points and resources.

When your ship’s captain says the hull ought to be upgraded, it’s not the start of a quest to find some cool big trees or visit his hometown where he left his ship-building tools and pals. It’s literally just a reminder to stock up on wood and iron and press the button to upgrade in the pause screen.

When you meet a talented carpenter whose brother is being held by bandits, it isn’t a quest to reunite these guys for a power team that enables a ship repair superpower. He just turns out to be a regular guy who increases your hull strength by a couple of percentage points.

Quests, talked up ahead of release as being fully voiced and emergent, as though you’re receiving a request from help from a needy merchant or the like, are nothing of the sort. Every one I’ve encountered so far has been a variant of: Kill these five wolves specifically. Kill these three Spartan elite guards specifically. Kill these bandits. Sink these ships.

Each has a flimsy justification (they’re blocking the road; they stole money from me) and are often atrociously acted. In one I found the quest giver asleep; he obligingly woke me up to say he wanted to take the fight to some bandits who had been demanding money from him. As soon as I agreed, those very bandits appeared not 10 feet away and instantly ran him through. Quest failed.

There are deeper side quests, to be sure. But the hundreds of quests you’ll see on quest boards or appearing randomly in the wild are like this, and rarely give more than a spritz of XP and gold. Sometimes you can recruit the quest-giver, though they might or might not be helpful on your crew.

I wish that they had taken the time and effort that went into creating 20 or 30 of these quests and made one single side quest with multiple steps, characters that mattered a bit, and provided substantial rewards like a new ability for your ship.

Even main story quests, such as the targets you’ll be taking on, can be disappointingly shallow. You’re supposed to be following threads and clues, but several are just handed to you: Here’s some lady. Here’s her exact location. Go kill her. No dialogue, no footwork, no alternatives. Stab this person and take their shiny thing. Shouldn’t I at least try to get some information out of her? Why isn’t there even a death cut scene like in so many of the other games?

The writing is hit and miss. The main story and its immediate side quests are fine — I’m perhaps 25 hours in and I’m interested to see where it’s going, even if it’s not particularly surprising. And it helps that the writing and voices for the main characters are leaps and bounds above the rest.

I chose to play as Kassandra, as opposed to Alexios, for a lot of reasons. And I love her. She’s well-acted, her writing is funny and occasionally realistic, and I like that she is indistinguishable from her male alternative in every way. Your companions, especially Herodotos and your exuberant captain Barnabas, are great.

Yet other characters are ridiculous: badly written, worse acted. Even major ones. I remember one exchange with a soon-to-be-target who was pressuring me to torture some poor sap. His voice acting was so bad, especially compared to his interlocutor Kassandra’s, that I was laughing out loud. He was far from the only example of this.

Games like The Witcher 3 have spoiled us on the quality of the writing and quests, but that should be a new bar to meet, not a high-water point. It’s sad that Ubisoft hasn’t upped its game here, so to speak; it feels like 90 percent of the game I’ve played so far is purely mechanical, and even at its best it sits like a layer of butter spread thinly across an enormous Greek piece of toast. But what toast!

It’s tantalizing to see how good a game like this could be, only to be let down again and again with elements that would feel out of date 10 years ago. I’m having a great time when I’m not shaking my head at it, and enjoying the scenery when I’m not being attacked by one of the evidently 50,000 bears out for my blood in the Classical world.

As I wrote earlier, to me it is worth buying just for the good parts. But as someone who cares about games and loves the idea of this one, I can’t help but observe how dated and baffling it is at the same time. It doesn’t live up to the world it was created to inhabit, but that world is practically a complete game in itself, and one that I immediately loved.

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Why Blissfully decided to go all in on serverless

Serverless has become a big buzzword of late, and with good reason. It has the potential to completely alter how developers write code. They can simply write a series of event triggers, while letting the cloud vendor worry about providing whatever amount of compute resources are required to complete the job. It represents a huge shift in how programs are developed, but it’s been difficult to find companies who were built from the ground up using this methodology because it’s fairly new.

Blissfully, a startup that helps customers manage their Software-as-a-Service usage inside their companies, is one company that decided to do just that. Aaron White, co-founder and CTO, says that when he was building early versions of Blissfully, he found he needed quick bursts of compute power to deliver a list of all the SaaS products an organization is using.

He figured he could set aside a bunch of servers to provide that burst of power as needed, but that would have required a ton of overhead on his part to manage. At this point, he was a lone programmer trying to prove his SaaS management idea was even possible. As he looked at the pros and cons of serverless versus traditional virtual machines, he began to see serverless as a viable approach.

What he learned along the way was that serverless offers many advantages to a company with a bursty approach like Blissfully, scaling up and down as needed. But it isn’t perfect and there are issues around management and tooling and handling the pros and cons of that scaling ability that he had to learn about on the fly, especially coming in as early as he did with this approach.

Serverless makes sense

Blissfully is a service where serverless made a lot of sense. It wouldn’t have to manage or pay for servers it wasn’t using. Nor would it have to worry about the underlying infrastructure at all. That would be up to the cloud provider, and it would only pay for the bursts as they happened.

Serverless is actually a misnomer, in that it doesn’t mean there are no servers. It actually means you don’t have to set up servers in order to run your program, which is a pretty mind-blowing transformation. In traditional programming you have to write your code and set up all the underlying hardware ahead of time, whether it’s in your data center or in the cloud. With serverless, you just write the code and the cloud provider handles all of that for you.

The way it works in practice is that programmers set up a series of event triggers, so when a certain thing happens, the cloud provider sees this and provides the necessary resources on demand. Most of the cloud vendors are offering this type of service, whether AWS Lambda, Azure Functions or Google Functions.

At this point, White began to think about serverless as a way of freeing him from thinking about managing and maintaining infrastructure and all that entailed. “I started thinking, let’s see how far we can take this. Can we really do absolutely everything serverless, and if so that reduces a ton of traditional DevOps-style work you have to do in practice. There’s still plenty, but that was the thinking at the beginning,” he said.

Overcoming obstacles

But there were issues, especially getting into serverless as early as he did. For starters, White needed to find developers who could work in this fashion, and in 2016 when it launched there weren’t a large number of people out there with serverless skills. White said he wasn’t looking for direct experience so much as people who were curious to learn and were flexible enough to deal with new technology, regardless of how Blissfully implemented that.

Once he figured out the basics, he needed to think about how this would work structurally. “Part of the challenge is figuring out where do you draw the boundaries between different serverless functions? How do you think about how much you want to overload the capability of one function versus another? How do you want to split it up? You could go way too specific, and you can of course, go way too broad. So there’s a lot of judgement calls to be made in terms of how you want to split your code base to work in this way,” he said.

The other challenge he faced going with a serverless approach so early was a dearth of tooling around it. White found Serverless, Inc. right way, which helped him with a basic framework for developing, but he lacked good logging tools and says that the company still struggles with this even now. “DevOps doesn’t go away. This is still running on a server somewhere (even if you don’t control that) and you will run into issues.” One such issue he calls a “cold start issue.”

Getting the resources right

Blissfully uses AWS Lambda, and as their customers require resources, it isn’t as though Amazon has a set of dedicated resources set aside waiting for such an event. If it needs to start servers cold, that could result in latency. To compensate for that, Blissfully runs a job that pings Lambda continually, so that it’s always ready to run the actual application, and there isn’t a lag time related to starting from scratch.

The other issue could be the opposite problem. You can scale much faster than you’re ready to deal with and that can be a problem for a small team. He says in that case, you want to put a limiter on the speed of the calls so you don’t end up spending more than you can afford, and it doesn’t scale beyond your team’s ability to manage it, “I think, in some ways, this actually accelerates you running into problems where you would normally be larger scale before you really had to think about them,” White said.

The other piece is that once Lambda gets everything going, it can move data faster than your external APIs can handle, and that could require limiters to actually slow things down. “I never had that problem in the past where I was provisioning so many computational resources that Google was yelling at me for being too fast. Being too fast for Google takes a lot of effort, but it doesn’t take a lot of effort with Lambda. When it does decide to spool up whatever resources, you can do some serious outbound damage to other APIs.” That meant he and his team actually had to think very early on about building sophisticated rate-limiting schemes.

As for costs, White estimates that his costs are much lower now that he has the service built and in place. “Our costs are so low right now, and far lower than if we had server-based infrastructure. Our computational pattern is very bursty.” That’s because it re-parses the SaaS database once a day or when the customer first signs up, and in between, usage is fairly low beyond interacting with the data.

“So for us that was perfect for serverless because I don’t really need to keep capacity around that would be pure waste.”

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Meet Adam Mosseri, the new head of Instagram

Former Facebook VP of News Feed and recently appointed Instagram VP of Product Adam Mosseri has been named the new head of Instagram following the resignation of Instagram’s founders Kevin Systrom and Mike Krieger last week. “We are thrilled to hand over the reins to a product leader with a strong design background and a focus on craft and simplicity — as well as a deep understanding of the importance of community,” the founders wrote. “These are the values and principles that have been essential to us at Instagram since the day we started, and we’re excited for Adam to carry them forward.”

Systrom will recruit a new executive team, including heads of product, operations and engineering, to replace himself, Instagram COO Marne Levine, who went back to lead Facebook partnerships last month, and engineering leader James Everingham, who moved to Facebook’s blockchain team in May before finishing at Instagram in July. Instagram’s product director Robby Stein is a strong candidate for the product head position, as he’s been overseeing Stories, feed, Live, direct messaging, camera and profile.

Instagram’s founders announced last week they were leaving the Facebook corporation after sources told TechCrunch the pair had dealt with dwindling autonomy from Facebook and rising tensions with its CEO Mark Zuckerberg. The smiling photo above seems meant to show peace has been restored to Instaland, and counter the increasing perception that Facebook breaks its promises to acquired founders. TechCrunch previously reported Mosseri was first in line for the role according to sources, and The Information later wrote that some inside the company saw him as a lock.

Mosseri’s experience dealing with the unintended consequences of the News Feed, such as fake news in the wake of the 2016 election, could help him predict how Instagram’s growth will affect culture, politics and user well-being. Over the years of interviewing him, Mosseri has always come across as sharp, serious and empathetic. He comes across as a true believer that Facebook and its family of apps can make a positive impact in the world, but cognizant of the hard work and complex choices required to keep them from being misused.

Born and raised in New York, Mosseri started his own design consultancy while attending NYU’s Gallatin School of Interdisciplinary Study to learn about media and information design. Mosseri joined Facebook in 2008 after briefly working at a startup called TokBox. Tasked with helping Facebook embrace mobile as design director, he’s since become part of Zuckerberg’s inner circle of friends and lieutenants. Mosseri later moved into product management and oversaw Facebook’s News Feed, turn it into the world’s most popular social technology and the driver of billions in profit from advertising. However, amidst his successes, Mosseri also oversaw Facebook Home, the flopped mobile operating system, and was the officer on duty when fake news and Russian election attackers proliferated.

After going on parental leave this year, Mosseri returned to take over the role of Instagram VP of Product from Kevin Weil as he moved to Facebook’s blockchain team. A source tells TechCrunch he was well-received and productive since joining Instagram, and has gotten along well with Systrom. Mosseri now lives in San Francisco, close enough to work from both Instagram’s city office and South Bay headquarters. He’ll report to Facebook’s chief product officer Chris Cox as he did at Facebook. Cox wrote, “Kevin and Mike, we will never fill your shoes. But we will work hard to uphold the craft, simplicity, elegance, and the incredible community of Instagram: both the team and the product you’ve built.”

“The impact of their work over the past eight years has been incredible. They built a product people love that brings joy and connection to so many lives,” Mosseri wrote about Instagram’s founders in an Instagram post. “I’m humbled and excited about the opportunity to now lead the Instagram team. I want to thank them for trusting me to carry forward the values that they have established. I will do my best to make them, the team, and the Instagram community proud.”

Mosseri will be tasked with balancing the needs of Instagram, such as headcount, engineering resources and growth, with the priorities of its parent company Facebook, such as cross-promotion to Instagram’s younger audience and revenue to contribute to the corporation’s earnings reports. Some see Mosseri as more sympathetic to Facebook’s desire than Instagram’s founders, given his long-stint at the parent company and his close relationship with Zuckerberg. Interestingly, Zuckerberg wasn’t mentioned or pictured in the transition announcement and hasn’t posted anything congratulating Mosseri as is common in Facebook’s employee culture. Zuckerberg may be seeking to reduce the appearance that he’s playing puppet master and instead does actually let Instagram run independently.

The question now is whether users will end up seeing more notifications and shortcuts linking back to Facebook, or more ads in the Stories and feed. Instagram hasn’t highlighted the ability to syndicate your Stories to Facebook, which could be a boon for that parallel product. Instagram Stories now has 400 million daily users compared to Facebook Stories and Messenger Stories’ combined 150 million users. Tying them more closely could see more content flow into Facebook, but it might also make users second guess whether what they’re sharing is appropriate for all of their Facebook friends, which might include family or professional colleagues.

Mosseri’s most pressing responsibility will be reassuring users that the culture of Instagram and its app won’t be assimilated into Facebook now that he’s running things instead of the founders. He’ll also need to snap into action to protect Instagram from being used as a pawn for election interference in the run-up to the 2018 U.S. mid-terms. While he’ll never have the same mandate and faith from employees that the founders did, Mosseri is the experienced leader Instagram needs to grapple with its scaled-up influence.

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