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Ne-Yo wants to make Silicon Valley more diverse, one investment at a time

Dressed in a Naruto t-shirt and a hat emblazoned with the phrase “lone wolf,” Ne-Yo slouches over in a chair inside a Holberton School classroom. The Grammy-winning recording artist is struggling to remember the name of “that actor,” the one who’s had a successful career in both the entertainment industry and tech investing.

“I learned about all the things he was doing and I thought it was great for him,” Ne-Yo told TechCrunch. “But I didn’t really know what my place in tech would be.”

It turns out “that actor” is Ashton Kutcher, widely known in Hollywood and beyond for his role in several blockbusters and the TV sitcom That ’70s Show, and respected in Silicon Valley for his investments via Sound Ventures and A-Grade in Uber, Airbnb, Spotify, Bird and several others.

Ne-Yo, for his part, is known for a string of R&B hits including So Sick, One in a Million and Because of You. His latest album, Good Man, came out in June.

Ne-Yo, like Kutcher, is interested in pursuing a side gig in investing but he doesn’t want to waste time chasing down the next big thing. His goal, he explained, is to use his wealth to encourage people like him to view software engineering and other technical careers as viable options.

“Little black kids growing up don’t say things like ‘I want to be a coder when I grow up,’ because it’s not real to them, they don’t see people that look like me doing it,” Ne-Yo said. “But tech is changing the world, like literally by the day, by the second, so I feel like it just makes the most sense to have it accessible to everyone.”

Last year, Ne-Yo finally made the leap into venture capital investing: his first deal, an investment in Holberton School, a two-year coding academy founded by Julien Barbier and Sylvain Kalache that trains full-stack engineers. The singer returned to San Francisco earlier this month for the grand opening of Holberton’s remodeled headquarters on Mission Street in the city’s SoMa neighborhood.

Holberton, a proposed alternative to a computer science degree, is free to students until they graduate and land a job, at which point they are asked to pay 17 percent of their salaries during their first three years in the workforce.

It has a different teaching philosophy than your average coding academy or four-year university. It relies on project-based and peer learning, i.e. students helping and teaching each other; there are no formal teachers or lecturers. The concept appears to be working. Holberton says their former students are now employed at Apple, NASA, LinkedIn, Facebook, Dropbox and Tesla.

Ne-Yo participated in Holberton’s $2.3 million round in February 2017 alongside Reach Capital and Insight Venture Partners, as well as Trinity Ventures, the VC firm that introduced Ne-Yo to the edtech startup. Holberton has since raised an additional $8 million from existing and new investors like daphni, Omidyar Network, Yahoo! co-founder Jerry Yang and Slideshare co-founder Jonathan Boutelle.

Holberton has used that capital to expand beyond the Bay Area. A school in New Haven, Conn., where the company hopes to reach students who can’t afford to live in tech’s hubs, is in development.

The startup’s emphasis on diversity is what attracted Ne-Yo to the project and why he signed on as a member of the board of trustees. More than half of Holberton’s students are people of color and 35 percent are women. Since Ne-Yo got involved, the number of African American applicants has doubled from roughly 5 percent to 11.5 percent.

“I didn’t really know what my place in tech would be.”

Before Ne-Yo’s preliminary meetings with Holberton’s founders, he says he wasn’t aware of the racial and gender diversity problem in tech.

“When it was brought to my attention, I was like ‘ok, this is definitely a problem that needs to be addressed,’” he said. “It makes no sense that this thing that affects us all isn’t available to us all. If you don’t have the money or you don’t have the schooling, it’s not available to you, however, it’s affecting their lives the same way it’s affecting the rich guys’ lives.”

Holberton’s founders joked with TechCrunch that Ne-Yo has actually been more supportive and helpful in the last year than many of the venture capitalists who back Holberton. He’s very “hands-on,” they said. Despite the fact that he’s balancing a successful music career and doesn’t exactly have a lot of free time, he’s made sure to attend events at Holberton, like the recent grand opening, and will Skype with students occasionally.

“I wanted it to be grassroots and authentic.”

Ne-Yo was very careful to explain that he didn’t put money in Holberton for the good optics.

“This isn’t something I just wanted to put my name on,” he said. “I wanted to make sure [the founders] knew this was something I was going to be serious about and not just do the celebrity thing. I wanted it to be grassroots and authentic so we dropped whatever we were doing and came down, met these guys, hung out with the students and hung out at the school to see what it’s really about.”

What’s next for Ne-Yo? A career in venture capital, perhaps? He’s definitely interested and will be making more investments soon, but a full pivot into VC is unlikely.

At the end of the day, Silicon Valley doesn’t need more people with fat wallets and a hankering for the billionaire lifestyle. What it needs are people who have the money and resources necessary to bolster the right businesses and who care enough to prioritize diversity and inclusivity over yet another payday.

“Not to toot the horn or brag, but I’m not missing any meals,” Ne-Yo said. “So, if I’m going to do it, let it mean something.”

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What each cloud company could bring to the Pentagon’s $10 B JEDI cloud contract

The Pentagon is going to make one cloud vendor exceedingly happy when it chooses the winner of the $10 billion, ten-year enterprise cloud project dubbed the Joint Enterprise Defense Infrastructure (or JEDI for short). The contract is designed to establish the cloud technology strategy for the military over the next 10 years as it begins to take advantage of current trends like Internet of Things, artificial intelligence and big data.

Ten billion dollars spread out over ten years may not entirely alter a market that’s expected to reach $100 billion a year very soon, but it is substantial enough give a lesser vendor much greater visibility, and possibly deeper entree into other government and private sector business. The cloud companies certainly recognize that.

Photo: Glowimages/Getty Images

That could explain why they are tripping over themselves to change the contract dynamics, insisting, maybe rightly, that a multi-vendor approach would make more sense.

One look at the Request for Proposal (RFP) itself, which has dozens of documents outlining various criteria from security to training to the specification of the single award itself, shows the sheer complexity of this proposal. At the heart of it is a package of classified and unclassified infrastructure, platform and support services with other components around portability. Each of the main cloud vendors we’ll explore here offers these services. They are not unusual in themselves, but they do each bring a different set of skills and experiences to bear on a project like this.

It’s worth noting that it’s not just interested in technical chops, the DOD is also looking closely at pricing and has explicitly asked for specific discounts that would be applied to each component. The RFP process closes on October 12th and the winner is expected to be chosen next April.

Amazon

What can you say about Amazon? They are by far the dominant cloud infrastructure vendor. They have the advantage of having scored a large government contract in the past when they built the CIA’s private cloud in 2013, earning $600 million for their troubles. It offers GovCloud, which is the product that came out of this project designed to host sensitive data.

Jeff Bezos, Chairman and founder of Amazon.com. Photo: Drew Angerer/Getty Images

Many of the other vendors worry that gives them a leg up on this deal. While five years is a long time, especially in technology terms, if anything, Amazon has tightened control of the market. Heck, most of the other players were just beginning to establish their cloud business in 2013. Amazon, which launched in 2006, has maturity the others lack and they are still innovating, introducing dozens of new features every year. That makes them difficult to compete with, but even the biggest player can be taken down with the right game plan.

Microsoft

If anyone can take Amazon on, it’s Microsoft. While they were somewhat late the cloud they have more than made up for it over the last several years. They are growing fast, yet are still far behind Amazon in terms of pure market share. Still, they have a lot to offer the Pentagon including a combination of Azure, their cloud platform and Office 365, the popular business suite that includes Word, PowerPoint, Excel and Outlook email. What’s more they have a fat contract with the DOD for $900 million, signed in 2016 for Windows and related hardware.

Microsoft CEO, Satya Nadella Photo: David Paul Morris/Bloomberg via Getty Images

Azure Stack is particularly well suited to a military scenario. It’s a private cloud you can stand up and have a mini private version of the Azure public cloud. It’s fully compatible with Azure’s public cloud in terms of APIs and tools. The company also has Azure Government Cloud, which is certified for use by many of the U.S. government’s branches, including DOD Level 5. Microsoft brings a lot of experience working inside large enterprises and government clients over the years, meaning it knows how to manage a large contract like this.

Google

When we talk about the cloud, we tend to think of the Big Three. The third member of that group is Google. They have been working hard to establish their enterprise cloud business since 2015 when they brought in Diane Greene to reorganize the cloud unit and give them some enterprise cred. They still have a relatively small share of the market, but they are taking the long view, knowing that there is plenty of market left to conquer.

Head of Google Cloud, Diane Greene Photo: TechCrunch

They have taken an approach of open sourcing a lot of the tools they used in-house, then offering cloud versions of those same services, arguing that who knows better how to manage large-scale operations than they do. They have a point, and that could play well in a bid for this contract, but they also stepped away from an artificial intelligence contract with DOD called Project Maven when a group of their employees objected. It’s not clear if that would be held against them or not in the bidding process here.

IBM

IBM has been using its checkbook to build a broad platform of cloud services since 2013 when it bought Softlayer to give it infrastructure services, while adding software and development tools over the years, and emphasizing AI, big data, security, blockchain and other services. All the while, it has been trying to take full advantage of their artificial intelligence engine, Watson.

IBM Chairman, President and CEO Ginni Romett Photo: Ethan Miller/Getty Images

As one of the primary technology brands of the 20th century, the company has vast experience working with contracts of this scope and with large enterprise clients and governments. It’s not clear if this translates to its more recently developed cloud services, or if it has the cloud maturity of the others, especially Microsoft and Amazon. In that light, it would have its work cut out for it to win a contract like this.

Oracle

Oracle has been complaining since last spring to anyone who will listen, including reportedly the president, that the JEDI RFP is unfairly written to favor Amazon, a charge that DOD firmly denies. They have even filed a formal protest against the process itself.

That could be a smoke screen because the company was late to the cloud, took years to take it seriously as a concept, and barely registers today in terms of market share. What it does bring to the table is broad enterprise experience over decades and one of the most popular enterprise databases in the last 40 years.

Larry Ellison, chairman of Oracle Corp.

Larry Ellison, chairman of Oracle. Photo: David Paul Morris/Bloomberg via Getty Images

It recently began offering a self-repairing database in the cloud that could prove attractive to DOD, but whether its other offerings are enough to help it win this contract remains to be to be seen.

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Y Combinator is changing up the way it invests

To keep up with the growing sizes of early-stage funding rounds, Y Combinator announced this morning that it will increase the size of its investments to $150,000 for 7 percent equity starting with its winter 2019 batch.

Based in Mountain View, Calif., YC funds and mentors hundreds of startups per year through its 12-week program that culminates in a demo day, where founders pitch their companies to an audience of Silicon Valley’s top investors. Airbnb, Dropbox and Instacart are among its greatest successes.

Since 2014, YC has invested $120,000 for 7 percent equity in its companies. It has increased the size of its investment before — in 2007, a YC “standard deal” was just $20,000 — but the amount of equity the accelerator takes in exchange for the capital has been consistent.

“We thought a $30K increase was necessary to help companies stay focused on building their product without worrying about fundraising too soon,” Y Combinator chief executive officer Michael Seibel wrote in a blog post this morning. “Capital for startups has never been more abundant, and we’ll continue to focus on the things that remain hard to come by — community, simplicity, advice that’s systematic and personal, and above all, a great founder experience.”

Seibel was named CEO in 2016. Co-founder Sam Altman serves as YC’s president.

YC is also changing the way it crafts its investments. It will now invest in startups on a post-money safe basis rather than on a pre-money safe. YC invented the fundraising mechanism, safe, in 2013. A safe, or a simple agreement for future equity, means an investor makes an investment in a company and receives the company stock at a later date — an alternative to a convertible note. A safe is a quicker and simpler way to get early money into a company and the idea was, according to YC, that holders of those safes would be early investors in the startup’s Series A or later priced equity rounds.

In recent years, YC noticed that startups were raising much larger seed rounds than before and those safes were “really better considered as wholly separate financings, rather than ‘bridges’ into later priced rounds.” Founders, in the meantime, were struggling to determine how much they were being diluted.

YC’s latest change, in short, will make it easier for founders to know exactly how much of their company they are selling off and will make capitalization table math, which can be extremely grueling for founders, a whole lot easier.

The pre-money safe has been criticized by founders and investors alike.

Last year, a pair of venture capitalists who’d worked with YC companies, Dolby Family Partners’ Pascal Levensohn and Andrew Krowne, wrote that the safe method was screwing over founders.

“Entrepreneurs who don’t do the capitalization table math end up owning less of their company’s equity than they thought they did. And when an equity round is inevitably priced, entrepreneurs don’t like the founder dilution numbers at all. But they can’t blame the VC, they can’t blame the angels, so that means they can only blame… oops!”

A transition to a post-money safe will eliminate that cap table math headache while still being simple and efficient. The trade-off, YC says, “is that each incremental dollar raised on post-money safes dilutes just the current stockholders, which is often the founders and early employees.” So it’s not perfect, but it’s an improvement.

Recent YC grad Deepak Chhugani, the founder of The Lobby, which announced a $1.2 million investment this week, had a positive response to the changes and said either way, most of the resources provided by YC are priceless to a first-time founder, like himself.

“I think given rising costs in the Bay Area and most startup hubs, the new YC deal is going to be great for founders, regardless of whether they stay in the Bay Area afterward or not,” Chhugani told TechCrunch.

YC is also tweaking its policy around pro-rata follow-ons. You can read about that here.

 

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This is the Razer Phone 2

Remember phone reveals? Once upon a time, companies were able to save a little for the event. These days, however, we nearly always know exactly what we’re getting ourselves into. Due to be announced next month, the second iteration of Razer’s gaming-centric handset is no different.

Bits and pieces of the forthcoming phone have already surfaced, but today’s latest leaks give us the clearest picture thus far. From an aesthetic standpoint, not a lot has changed. From the front, the new Razer Phone 2 looks virtually identical to last year’s model, retaining the boxy design.

Enough politics for today. pic.twitter.com/5nUc3xdden

— Evan Blass (@evleaks) September 28, 2018

The back of the handset has been tweaked a bit, with a shifted logo, now in a neon green, in keeping with the rest of Razer’s products. The company appears to have borrowed the Chroma lighting effects here, meaning that the logo should light up when in use. The rear-facing camera has shifted down a bit, as well.

Beyond this, we don’t know a ton about the phone — but have no fear, there’s still time. The handset is set for an official launch on October 10, which leaves us with a week and a half left to leak.

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Blok.Party raises $10M, will adapt Settlers of Catan to its blockchain game console

Blok.Party, the company that built the upcoming PlayTable game console, announced today it raised $10 million in new funding. It’s also unveiling a big content partnership, where Blok.Party will create its own version of the popular board game Settlers of Catan.

I first wrote about Blok.Party and PlayTable earlier this year, when co-founder and CEO Jimmy Chen first laid out his vision to use blockchain technology to build a console that can recognize real-world objects (like figurines and cards), creating a hybrid between tabletop and video gaming.

The idea may have sounded a little abstract at the time, but it got a lot clearer when Chen dropped by the TechCrunch New York office to play a couple rounds of Catan with me.

I’ll admit that I hadn’t played in a while, but it was clear from the start that PlayTable saved us some setup time — instead of putting all the pieces of the physical board together, you play on a digital representation of the board. Most of the pieces are digitized too, and we used and traded our cards using smartphones. But there is a physical “robber” piece, because Chen said this allows the robber’s movement to remain “a very visceral experience … that a digital version can’t ever capture.”

It may not be too long before you get to try this out for yourself, at least if you’re among the 10,000 pre-orders Blok.Party has received so far. Chen said the company will start shipping its first devices this fall.

He added that Catan, like many of the other games built for PlayTable, will be priced at around $20.

“For us, it’s not about trying to compete based on price,” Chen said. “We’re trying to compete based on experience.”

The new funding comes from crypto fund JRR Capital and other investors. Chen said the company will use the money to continue scaling the product, including further software development and building out the library of games.

At the same time, he emphasized that although Blok.Party is manufacturing the initial devices, his vision is to achieve real scale through partnerships with hardware manufacturers, who will build their own PlayTable consoles. Apparently, some of those discussions are already underway.

“Our strategy is to always have [our own] hardware program running to continually do research,” Chen said. “What I’ve discovered is that keeping a hardware program running is not that expensive. The expensive part is when you try to scale the program.”

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Spotify ends test that required family plan subscribers to share their GPS location

Spotify has ended a test that required its family plan subscribers to verify their location, or risk losing accessing to its music streaming service. According to recent reports, the company sent out emails to its “Premium for Family” customers that asked them to confirm their locations using GPS. The idea here is that some customers may have been sharing Family Plans, even though they’re not related, as a means of paying less for Spotify by splitting the plan’s support for multiple users. And Spotify wanted to bust them.

Spiegel Online and Quartz first reported this news on Thursday.

Of course, as these reports pointed out, asking users to confirm a GPS location is a poor means of verification. Families often have members who live or work outside the home — they may live abroad, have divorced or separated parents, have kids in college, travel for work or any other number of reasons.

But technically, these sorts of situations are prohibited by Spotify’s family plan terms — the rules require all members to share a physical address. That rule hadn’t really been as strictly enforced before, so many didn’t realize they had broken it when they added members who don’t live at home.

Customers were also uncomfortable with how Spotify wanted to verify their location — instead of entering a mailing address for the main account, for instance, they were asked for their exact (GPS) location.

The emails also threatened that failure to verify the account this way could cause them to lose access to the service.

Family plans are often abused by those who use them as a loophole for paying full price. For example, a few years ago, Amazon decided to cut down on Prime members sharing their benefits, because they found these were being broadly shared outside immediate families. In its case, it limited sharing to two adults who could both authorize and use the payment cards on file, and allowed them to create other, more limited profiles for the kids.

Spotify could have done something similar. It could have asked Family Plan adult subscribers to re-enter their payment card information to confirm their account, or it could have designated select slots for child members with a different set of privileges to make sharing less appealing.

Maybe it will now reconsider how verification works, given the customer backlash.

We understand the verification emails were only a small-scale test of a new system, not something Spotify is rolling out to all users. The emails were sent out in only four of Spotify’s markets, including the U.S.

And the test only ran for a short time before Spotify shut it down.

Reached for comment, a Spotify spokesperson confirmed this, saying:

“Spotify is currently testing improvements to the user experience of Premium for Family with small user groups in select markets. We are always testing new products and experiences at Spotify, but have no further news to share regarding this particular feature test at this time.”

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Our 3 favorite startups from Urban-X’s 4th demo day

Urban-X, the urban-tech startup accelerator backed by BMW MINI and early-stage urban-tech fund Urban.Us, hosted a demo day today for its fourth cohort of companies at its Brooklyn HQ.  The seven presenting companies offered solutions to issues plaguing modern cities, including toll-road pricing, energy and construction management, and even the inefficiencies of modern cycling helmets.

In a day that offered an impressive display of entrepreneurial talent, here are a few of the companies that really stood out to us:

Rentlogic

In hopes of improving landlord transparency, Rentlogic uses years of city government data to create objective algorithmic letter ratings for apartment buildings.  As CEO Yale Fox pointed out, despite city-dwellers spending half our paychecks on rent, urban housing hasn’t seen the same rating systems that we use to guide decisions on where we eat, what car we buy, or what shows we binge.  Rentlogic allows apartment hunters to screen buildings before signing a lease and avoid committing to unhealthy conditions or an absentee landlord.

Rentlogic partners with landlords looking to obtain a stamp of quality for potential renters, offering an added inspection feature that allows them to hang a letter rating outside their building. The company’s roster of customers already includes Blackstone and Phipps Houses, the largest for-profit and non-profit landlords in the world, respectively.   

What stands out with Rentlogic is its ability to scale. Though currently only in New York City, the same data used in New York presumably exists across all major US markets and Rentlogic has minimized the cost of entering new cities by building out the back-end infrastructure required to ingest and analyze the data.  From a demand perspective, as renters defer to Rentlogic for quality assurance and more competitors hang “A” ratings outside their buildings, landlords will face more pressure to maintain the same offering. 

The idea hit home for a born-and-bred New Yorker with my own set of landlord horror stories, and the first thing I did when I left was look up my building on Rentlogic.

Campsyte

Most companies wish they had mega-campuses or “motherships” where they could offer employees access to sprawling outdoor working areas. For companies based in urban areas, offering outdoor space can be tough, with many parks often privatized, far from city centers, or void of the amenities needed to be productive. 

Campsyte transforms underutilized urban outdoor spaces into productive and fun spaces that customers can book for co-working purposes, corporate off-sites, or events. Similar to WeWork’s approach with buildings, Campsyte takes a parking lot, and adds value by filling it with greenery, furniture, electricity, WiFi, and other services. With its services driving nearly 10x the annual revenue per square foot seen by traditional parking lots, the value proposition for lot owners is convincing.

Given the competition companies are facing when it comes to attracting and retaining talent, providing the same amenities as competitors based outside city centers seems invaluable, with Campsyte boasting an extremely impressive roster of partner companies, including LinkedIn, PayPal, Salesforce, and Airbnb. 

ODN (Open Data Nation)

As anyone who has driven in a city knows, car crashes or accidents can often be caused by the built environment around you. Yet insurers, who focus on personal characteristics like credit scores when underwriting a policy, lack the measurement tools to assess the risk of someone’s external environment.

Founded by an MIT-trained city planner, ODN builds risk models using machine learning and public data records to help insurers evaluate risk and mitigate accidents. The resulting analytics eases the selection process for insurers, allowing them to drive more sales with less cost and risk. ODN is already partnered up with some of the world’s largest insurers including Zurich, Travelers, and Hanover insurance.

The potential use cases for ODN’s technology go far beyond the massive existing insurance market, with the eventual rollout of autonomous cars forcing insurers to ask how they construct policies when human behavior plays no role in accidents. ODN is working with carriers to help answer this question while helping create a more efficient and fair underwriting process today. 

Other members of Urban-X Cohort 4 included:

Avvir:  “Avvir automates quality assurance for the construction industry, providing real-time insights into the progress and potential defects on a project.”

ClearRoad:  “ClearRoad helps government agencies automate toll road pricing for any section of road without the need for traditional proprietary hardware infrastructure.”

Park & Diamond:  “Park & Diamond makes biking better by reinventing the bike helmet, using next-generation materials to build a safer, more portable helmet that can roll up into the shape of a water bottle for easier carrying, while looking like a regular hat, cap, or beanie.”

Sapient Industries:  “Sapient Industries has developed an autonomous energy management system that senses and learns human behavior in order to eliminate wasted energy in buildings.”

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May Mobility puts autonomous shuttles on the streets of Columbus, Ohio

This December a set of autonomous vehicles will start roaming the streets of Columbus, Ohio, in an effort to turn this bustling Midwestern community into the first smart city. The project, which is part of the Smart Columbus and DriveOhio initiatives, is the first step in launching a fully autonomous shuttle route in the city.

“We’re proud to have the first self-driving shuttle in Ohio being tested on the streets of Columbus,” said Mayor Andrew J. Ginther. “This pilot will shape future uses of this emerging technology in Columbus and the nation. Residents win when we add more mobility options to our transportation ecosystem – making it easier to get to work, school or local attractions.”

Michigan-based May Mobility provided the shuttles and the team is training the autonomous vehicles to navigate Columbus streets. May Mobility already launched their vehicles in Detroit and this is the second full implementation of the tech.

The six-seater electric shuttles will follow a 3 mile route through downtown Columbus and the vehicles will start picking up passengers on December 1. Rides are free. May Mobility has already performed over 10,000 successful trips in Detroit. In Columbus the shuttles will drive the Scioto Mile loop, a scenic route through the city and by the Ohio River. A large digital display will show system information and there will be a single operator to oversee the trip and take control in case of emergency.

Founder Edwin Olson is a robotics professor at the University of Michigan and his team won the original DARPA challenge in 2007.

“Cities are seeking cost-effective transportation services that will improve congestion in urban cores, and self-driving shuttles can offer a huge relief,” he said. “As we work toward a future where people can drive less and live more, we’re thrilled to be working with partners from Columbus to provide a new transportation experience that will make traveling through Columbus safe, reliable and personal.”

Columbus won the $40 million Smart City Challenge in June 2016 to test and implement smart city tech.

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Compound launches easy way to short cryptocurrencies

Think Ethereum and other crypto coins are overvalued? Now you can make money when their prices fall via Compound, which is launching its money market protocol for shorting cryptocurrencies today. The Coinbase and Andreessen Horowitz-funded startup today opens its simple web interface allowing users to borrow and short Ethereum, 0x’s ZRX, Brave’s BAT, and Augur’s REP token, or lend them through Compound to earn interest.

Compound’s protocol isn’t just useful for crypto haters, or HODLers who want to generate interest instead of just having their coins gathering dust in a wallet.  “If/when Compound scales, this will lead to some really interesting improvements in market structure, namely, fairer prices” Compound CEO Robert Leshner tells me.

The startup spent the summer completing a security audit by Trail Of Bits and adding 26 hedge fund partners who will trade with Compound, offering liquidity to independent investors looking to be matched with borrowers or lenders. Next, the startup wants to offer a stablecoin on its protocol, bring in big financial institutions to add even more liquidity, and partner with a wallet provider to make signup faster.

Compound users visit its site through a Web3 browser such as MetaMask or Coinbase Wallet and enter their Ethereum price. They can then view the interest rates for borrowing and shorting or lending and earning interest for each of the supported tokens. Compound’s secret sauce is that those interest rates are set algorithmically based on demand, though eventually it wants a community governance body to oversee this process. “It ranges from 5 percent to 45 percent APR depending on how scarce liquidity is . . . in general, we expect supply to outnumber borrowing about 5-1, and borrowing rates to be about 10 percent”.

To make sure no one thinks they’re getting scammed, Compound is also releasing a transparency dashboard users can view to check up on all the assets moving through the protocol and see what Compound is earning. It charges 10 percent of what borrowers pay in interest, with the rest going to the lender. That margin is what attracted the $8.2 seed round for Compound that also included Polychain Capital and Bain Capital Ventures.

It could also make crypto exchanges like Coinbase or Robinhood less attractive to users because leaving their coins there comes with the opportunity cost of not lending them for profit. Meanwhile, shorts could pop the volatile crypto bubble and push prices to more sensible and stable levels. That’s market health is a critical precursor to big banks and traditional investors diving into crypto.

[Disclosure: The author owns small positions in Bitcoin and Ethereum, but has no financial motive for writing this article, did not make trades in the week prior to this article, and doesn not plan to make trades in the 72 hours following publication.]

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The Infatuation raises $30M from Jeffrey Katzenberg’s WndrCo to bring Zagat into the digital age

WndrCo, the consumer tech investment and holding company founded by longtime Hollywood executive Jeffrey Katzenberg, has invested $30 million in The Infatuation, a restaurant discovery platform.

The Infatuation made waves earlier this year when it purchased Zagat from Google, which had paid $151 million for the 40-year-old company in 2011. Despite efforts to makeover the Zagat app, the search giant ultimately decided to unload the perennial restaurant review and recommendation service and focus on expanding its database of restaurant recommendations organically.

New York-based The Infatuation was founded by music industry vets Chris Stang and Andrew Steinthal in 2009. It has previously raised $3.5 million for its mobile app, events, newsletter and personalized SMS-based recommendation tool.

Stang told TechCrunch this morning that they plan to use a good chunk of the funds to develop the new Zagat platform, which will be kept separate from The Infatuation.

“The first thing we want to do before we build anything is spend a lot of time researching how people have used Zagat in the past, how they want to use it in the future, what a community-driven platform could look like and how to apply community reviews and ratings to the brand,” said Stang, The Infatuation’s chief executive officer. “Zagat’s roots are in user-generated content. … What we are doing now is thinking through what that looks like with new tech applied to it. What it looks like in the digital age. How [we can] take our domain expertise and that legendary brand and make something new with it.”

The Infatuation will also expand to new cities beginning this fall with launches in Boston and Philadelphia. It’s already active in a dozen or so U.S. cities including Los Angeles, Seattle and San Francisco. The startup’s first and only international location is London.

Katzenberg, who began his Hollywood career at Paramount Pictures, began raising up to $2 billion for WndrCo about a year ago. Since then, he’s unveiled WndrCo’s new mobile video startup NewTV, which has raised $1 billion and hired Meg Whitman, the former president and CEO of Hewlett Packard, as CEO.

On top of that, WndrCo has invested in MixcloudAxiosNodeFlowspace, Whistle Sports, TYT Network and others.

Given The Infatuation founders’ experience in the entertainment industry, a partnership with Katzenberg was natural.

“We really felt like between content and technology they had … expertise on both sides,” Stang said. “The Infatuation is at its best when great content intersects with great technology, to find a fund that was perfectly suited to that was exciting.”

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