The Void’s Curtis Hickman on scaling, creative IP and the future of VR experiences
What can you do with virtual reality when you have complete control of the physical space around the player? How “real” can virtual reality become?
That’s the core concept behind The Void. They take over retail spaces in places like Downtown Disney and shopping malls around the country and turn them into virtual reality playgrounds, They’ve got VR experiences based on properties like Star Wars, Ghostbusters, and Wreck-It Ralph; while these big names tend to be the main attractions, they’re dabbling with creating their own original properties, too.
By building both the game environment and the real-world rooms in which players wander, The Void can make the physical and virtual align. If you see a bench in your VR headset, there’s a bench there in the real world for you to sit on; if you see a lever on the wall in front of you, you can reach out and physically pull it. Land on a lava planet and heat lamps warm your skin; screw up a puzzle, and you’ll feel a puff of mist letting you know to try something else.
At $30-$35 per person for what works out to be a roughly thirty-minute experience (about ten of which is watching a scene-setting video and getting your group into VR suits), it’s pretty pricey. But it’s also some of the most mind-bending VR I’ve ever seen.
The Void reportedly raised about $20 million earlier this year and is in the middle of a massive expansion. It’s more than doubling its number of locations, opening 25 new spots in a partnership with the Unibail-Rodamco-Westfield chain of malls.
I sat down to chat with The Void’s co-founder and Chief Creative Officer, Curtis Hickman, to hear how they got started, how his background (in stage magic!) comes into play here, how they came to work with massive properties like Ghostbusters and Star Wars, and where he thinks VR is going from here.
Greg Kumparak: Tell me a bit about yourself. How’d you get your start? How’d you get into making VR experiences?
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Udacity names former LendingTree executive to CEO post
Online education startup Udacity has hired former LendingTree executive Gabriel Dalporto as its new CEO, an appointment that follows months of layoffs and a restructuring directed by the company’s co-founder and executive chairman Sebastian Thrun.
Dalporto comes to Udacity after seven years at LendingTree, where he served in numerous positions, including chief marketing officer and chief financial officer. Dalporto stepped down as CFO in 2017 to join the company’s board and become executive advisor to the CEO. Dalporto left the executive advisor job in 2018, but remains on the board.
Thrun stepped in as executive chairman and took over operations at Udacity after Vishal Makhijani left the top post in October 2018. The CEO position has remained vacant since Makhijani left. Thrun will remain as executive chairman now that the CEO spot has been filled.
“He’s extremely strategic and pragmatic,” Thrun said in a recent interview, describing Dalporto.
Dalporto is known for his turnaround skills. But the new CEO says his focus at Udacity won’t be slashing costs and other activities often associated with that skill set.
“I was hired as a growth executive; I was not hired to be a turnaround executive,” Dalporto told TechCrunch.
Dalporto isn’t ready to provide details of his plans as CEO. Monday is his first day at the startup. But he will likely focus on growth areas such as the startup’s enterprise and government programs, as well as retaining and recapturing students into the Udacity ecosystem. Udacity’s enterprise clients include AT&T, Airbus, Audi, BMW, Capital One, Cisco and the Royal Bank of Scotland. It also has government relationships with Australia, the MENA region and New Zealand.
Dalporto is coming into a startup that is leaner and more productive, in terms of launching new nanodegrees, than it was a year ago. It’s also cash-flow positive, according to Thrun, who has spent 2019 revamping the company.
When Thrun took over as executive chairman and assumed operations and a search for a CEO, he found a company that had grown too quickly and was burdened by its own bureaucracy. Udacity, which specializes in “nanodegrees” on a range of technical subjects that include AI, deep learning, digital marketing, VR and computer vision, was struggling because of runaway costs and other inefficiencies. Its nanodegree programs, which had grown in 2017, became sluggish in 2018.
Staff reductions soon followed as Thrun sought to get a handle on costs. About 130 people were laid off and other open positions were left vacant. Thrun then cut further in April. About 20% of the staff was laid off and operations were restructured in an effort to bring costs in line with revenue without curbing growth. The company streamlined its marketing efforts and downsized and consolidated office space. As of April, the startup employs 300 full-time equivalent employees and about 60 contractors.
Other changes included the launch of a global technical mentoring program, switching its direct-to-student business from fixed to monthly subscription pricing to incentivize individuals to move through courses faster. Lalit Singh, who joined Udacity in February as chief operating officer, has been critical to the turnaround, according to Thrun.
Its productivity has also improved. In first six months of 2019, Udacity launched 12 new nanodegree programs compared to just 8 in all of 2018.
“In the three months since we’ve initiated these changes, the consumer business has grown by more than 60%,” Thrun wrote in a blog post Monday announcing the changes.
Udacity’s enterprise and government programs have also grown, with bookings increasing by more than 100% year over year.
Clarification: Thrun was never officially the CEO. He was at the helm of all activities at Udacity, but under the role of executive chairman, a position he is keeping.
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Why now is the time to get ready for quantum computing
For the longest time, even while scientists were working to make it a reality, quantum computing seemed like science fiction. It’s hard enough to make any sense out of quantum physics to begin with, let alone the practical applications of this less than intuitive theory. But we’ve now arrived at a point where companies like D-Wave, Rigetti, IBM and others actually produce real quantum computers.
They are still in their infancy and nowhere near as powerful as necessary to compute anything but very basic programs, simply because they can’t run long enough before the quantum states decohere, but virtually all experts say that these are solvable problems and that now is the time to prepare for the advent of quantum computing. Indeed, Gartner just launched a Quantum Volume metric, based on IBM’s research, that looks to help CIOs prepare for the impact of quantum computing.
To discuss the state of the industry and why now is the time to get ready, I sat down with IBM’s Jay Gambetta, who will also join us for a panel on Quantum Computing at our TC Sessions: Enterprise event in San Francisco on September 5, together with Microsoft’s Krysta Svore and Intel’s Jim Clark.
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Downloads needed to rank No. 1 on App Store is down 30+% since 2016 for apps, up 47% for games
With the App Store’s big makeover in fall 2017, Apple attempted to shift consumers’ attention away from the Top Charts and more toward editorial content. But app developers still want to make it to the No. 1 position. According to new research from app store intelligence firm Sensor Tower, it’s become easier for non-game apps over the past few years to achieve the top ranking.
Specifically, the firm found that the median number of daily downloads required for non-game applications on the U.S. iPhone App Store to reach No. 1 decreased around 34%, from 136,000 to 90,000 in 2018, then increased a little more than 4% to 94,000 this year.
At the same time, the number of non-game installs on the U.S. App Store had increased by 33% between Q1 2016 and Q1 2019.
These findings, Sensor Tower suggests, indicate that the U.S. market for the top social and messaging apps has become saturated, with downloads for top apps like Facebook and Messenger decreasing over time. In addition, no other apps have found the same level of success that Snapchat and Bitmoji did back in 2016 and 2017, the report adds.
For example, Messenger saw 5 million U.S. App Store installs in November 2016 while Bitmoji and Snapchat passed 5 million installs in August 2016 and March 2017, respectively. And no other non-game app has topped 3.5 million installs in a single month since March 2017.
Meanwhile, the decline in downloads needed to reach the No. 1 spot on Google Play was even more significant.
The median daily downloads for the top non-game app decreased by 65%, from 209,000 in 2016 to 74,000 so far in 2019.
Similarly, the store saw a decrease in installs among top apps, including Messenger, Facebook, Snapchat, Pandora and Instagram. Messenger, for example, saw its yearly installs fall by 68% from nearly 80 million in 2016 to 26 million in 2018.
Games
With mobile games, however, it’s a different story across both app stores.
On the Apple App Store, it has taken 174,000 downloads for a game to reach the top of the rankings on any given day in 2019 — 85% more the 94,000 installs required for non-game app to reach the top of the charts.
This figure also represents an increase of 47% compared to the 118,000 median daily downloads required to top the charts back in 2016, Sensor Tower said.
In part, this trend is due to the rise of hyper-casual gaming. So far in 2019, 28 games have reached the No. 1 position on the U.S. App Store, with hyper-casual games making up all but four of those. And of those four, only Harry Potter: Wizards Unite spent more than one day at the top of the charts. Meanwhile, hyper-casual games like aquapark.io and Colorbump 3D have spent 25 and 30 days at No. 1, respectively.
On Google Play, the median daily installs to reach the No. 1 position increased from 70,000 in 2017 to 116,000 so far in 2019, or 66% growth. Overall game downloads, however, decreased 16% from 646 million in Q1 2017 to 544 million in Q1 2019.
Similarly, 21 out of the 23 games that reached the top spot this year have been hyper-casual titles, like Words Story or Traffic Run.
Breaking the top 10
While topping the charts has gotten easier for non-game apps over the years, breaking into the top 10 has gotten more difficult. Median U.S. daily installs for the No. 10 free non-game app increased 11%, from 44,000 in 2016 to 49,000 in 2019.
On Google Play, median daily installs for non-game apps fell nearly 50%, from 55,000 median daily installs in 2016 to 31,000 in 2019.
For games, the No. 10 game’s spot on the App Store increased from 25,000 median daily installs in 2016 to 43,000 so far in 2019, and Google Play saw 26% growth, from 27,000 to 34,000 during the same period.
Categories making the Top 10
In terms of breaking into the top 10 by category, Photo & Video apps on the App Store present the most challenge. The category where YouTube, Instagram, TikTok and Snapchat reside saw a median daily amount of more than 16,000 downloads for the No. 10 app.
This was followed by Shopping (15,300 daily downloads for the No. 10 app), Social Networking (14,500), Entertainment (12,600) and Productivity (12,400).
On Google Play, Entertainment apps — like Hulu, Netflix and Bitmoji — need around 17,100 U.S. installs in a day to reach the top 10. This is followed by Shopping (10,800), Social (9,100), Music (8,200) and Finance (8,000).
Beyond the U.S.
Outside the U.S., a non-game app needs approximately 91,000 downloads to reach the top 10 on the App Store in China — higher than the 49,000 installs needed in the U.S. For games, the U.S. is the most difficult to crack the top 10, with a median of 43,000 daily downloads for the No. 10 game.
On Google Play, India required the most downloads to reach the top 10, with apps needing 256,000 downloads in a day and games needing 117,000 downloads.
Of course, the App Store’s ranking algorithms — nor Google Play’s algorithms — don’t rely on downloads alone to determine an app’s ranking. Apple takes into consideration downloads and velocity, among other undocumented factors. Google Play does something similar.
But these days, developers are more concerned with showing up highly ranked in app store searches than they are on top charts, where they’ll need to consider numerous other factors beyond downloads — like keywords, description, user engagement and even app quality, among other things.
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Bedding startup Boll & Branch raises $100M
Boll & Branch, which sells sustainably sourced sheets, pillows, mattresses and towels, is announcing that it has raised $100 million in a strategic investment from L Catterton’s Flagship Buyout Fund.
This looks like a big change from the company’s previous approach to funding. It was self-funded for its first two years (resulting in what CEO Scott Tannen described as “a lot of maxed out credit cards and five mortgages on my house”), and even when it started looking at venture capital, it only raised a total of $12 million from a single institutional backer, Silas Capital.
In fact, when Recode wrote about Boll & Branch’s Series B last year, it described the startup as one “that wants to raise as little venture capital as possible.”
Tannen said that when he founded the company with his wife Missy, they wanted to “build a sustainable business from the ground up,” and that wasn’t just about the products — they didn’t want to build a company that was “ultimately designed from day one to be sold.”
As a result, he said, Boll & Branch has been profitable for the past four years and is now bringing in “nine-figure revenue.” He compared it to other L Catterton investments like The Honest Company and Peloton, companies that “have become the winner in the startup competition” and are ready to “really become household names.”
In a statement, L Catterton’s Nik Thukral described Boll & Branch as “one of the most beloved bedding brands” and said it “capitalizes on several compelling trends including the emergence of authentic, pure, and chemical free products that can be traced back to their origin, as well as consumers’ heightened focus on healthy living.”
The company’s next steps include expanding internationally — Tannen said that while the company doesn’t currently sell outside the United States, “It’s hard to imagine a country or market in the world that doesn’t make sense for Boll & Branch.”
It will also continue expanding the product lineup. Tannen hinted at “really interesting product introductions” coming in the next few months. They might not be the most obvious additions to the lineup, but he said these decisions come from asking, “What does the home goods brand of the future look like?”
He added, “That’s what we’re trying to be, versus trying to look in the shopping mall and just creating a new version of something [that already exists].”
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VMware is bringing VMs and containers together, taking advantage of Heptio acquisition
At VMworld today in San Francisco, VMware introduced a new set of services for managing virtual machines and containers in a single view. Called Tanzu, the product takes advantage of the knowledge the company gained when it acquired Heptio last year.
As companies face an increasingly fragmented landscape of maintaining traditional virtual machines, alongside a more modern containerized Kubernetes environment, managing the two together has created its own set of management challenges for IT. This is further complicated by trying to manage resources across multiple clouds, as well as the in-house data centers. Finally, companies need to manage legacy applications, while looking to build newer containerized applications.
VMware’s Craig McLuckie and fellow Heptio co-founder Joe Beda were part of the original Kubernetes development team. They came to VMware via last year’s acquisition. McLuckie believes that Tanzu can help with all of this by applying the power of Kubernetes across this complex management landscape.
“The intent is to construct a portfolio that has a set of assets that cover every one of these areas, a robust set of capabilities that bring the Kubernetes substrate everywhere — a control plane that enables organizations to start to think about [and view] these highly fragmented deployments with Kubernetes [as the] common lens, and then the technologies you need to be able to bring existing applications forward and to build new application and to support third-party vendors bringing their applications into [this],” McLuckie explained.
It’s an ambitious vision that involves bringing together not only VMware’s traditional VM management tooling and Kubernetes, but also open-source pieces and other recent acquisitions, including Bitnami and Cloud Health along with Wavefront, which it acquired in 2017. Although the vision was defined long before the acquisition of Pivotal last week, it will also play a role in this. Originally that was as a partner, but now it will be as part of VMware.
The idea is to eventually cover the entire gamut of building, running and managing applications in the enterprise. Among the key pieces introduced today as technology previews are the Tanzu Mission Control, a tool for managing Kubernetes clusters wherever they live, and Project Pacific, which embeds Kubernetes natively into vSphere, the company’s virtualization platform, bringing together virtual machines and containers.
VMware Tanzu (Slide: VMware)
McLuckie sees bringing virtual machine and Kubernetes together in this fashion provides a couple of key advantages. “One is being able to bring a robust, modern API-driven way of thinking about accessing resources. And it turns out that there is this really good technology for that. It’s called Kubernetes. So being able to bring a Kubernetes control plane to vSphere is creating a new set of experiences for traditional VMware customers that is moving much closer to a kind of cloud-like agile infrastructure type of experience. At the same time, vSphere is bringing a whole bunch of capabilities to Kubernetes that’s creating more efficient isolation capabilities,” he said.
When you think about the cloud-native vision, it has always been about enabling companies to manage resources wherever they live through a single lens, and this is what this set of capabilities that VMware has brought together under Tanzu is intended to do. “Kubernetes is a way of bringing a control metaphor to modern IT processes. You provide an expression of what you want to have happen, and then Kubernetes takes that and interprets it and drives the world into that desired state,” McLuckie explained.
If VMware can take all of the pieces in the Tanzu vision and make this happen, it will be as powerful as McLuckie believes it to be. It’s certainly an interesting attempt to bring all of a company’s application and infrastructure creation and management under one roof using Kubernetes as the glue — and with Heptio co-founders McLuckie and Beda involved, it certainly has the expertise in place to drive the vision.
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Style recommendation startup Stylitics raises $15M
Stylitics, a startup powering outfit-based shopping recommendations for online retailers, is announcing that it has raised $15 million in Series B funding.
The company was initially known for ClosetSpace, a mobile app that provided consumers with outfit recommendations and inspiration.
While the app is still live, Stylitics’ focus has shifted to its retailer tools — for example, when you look at this blouse on the LOFT website or this shirt on the Banana Republic site, Stylitics is powering the “Ways to Wear It” and “Wear It With” widgets recommending other products that you could purchase to complete the outfit.
The company said it’s drawing on brand merchandising guidelines, engagement and purchase data from the retailer, broader trend data and stylists’ expertise to create these recommendations, which are updated as products sell out.
In an email, founder and CEO Rohan Deuskar (pictured above) added that Stylitics is able to provide useful recommendations from the start, without requiring time to train with a retailer’s data.
“We have billions of data points from powering outfitting on dozens of sites for more than four years, so we have a very good idea on Day One what an excellent and high performing outfit should look like for each product for a new customer,” Deuskar said.
Stylitics says it has driven $300 million for its retail partners — a group grown in the past year to include Ann Taylor, Calvin Klein, Chico’s, Gap, Kohl’s, Macy’s, Under Armour and White House Black Market.
The startup has now raised a total of $21 million. The new round was led by PeakSpan Capital, with participation from Trestle LP. PeakSpan co-founder Phil Dur is joining the Stylitics board.
“With the rapid growth of digital commerce, retailers are scrambling to keep pace with the consumer demand for more visually exciting and compelling shopping experiences,” Dur said in a statement.
The startup said it will use the money to grow its sales and marketing team while developing new types of shoppable content and in-store experiences.
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Nvidia and VMware team up to make GPU virtualization easier
Nvidia today announced that it has been working with VMware to bring its virtual GPU technology (vGPU) to VMware’s vSphere and VMware Cloud on AWS. The company’s core vGPU technology isn’t new, but it now supports server virtualization to enable enterprises to run their hardware-accelerated AI and data science workloads in environments like VMware’s vSphere, using its new vComputeServer technology.
Traditionally (as far as that’s a thing in AI training), GPU-accelerated workloads tend to run on bare metal servers, which were typically managed separately from the rest of a company’s servers.
“With vComputeServer, IT admins can better streamline management of GPU accelerated virtualized servers while retaining existing workflows and lowering overall operational costs,” Nvidia explains in today’s announcement. This also means that businesses will reap the cost benefits of GPU sharing and aggregation, thanks to the improved utilization this technology promises.
Note that vComputeServer works with VMware Sphere, vCenter and vMotion, as well as VMware Cloud. Indeed, the two companies are using the same vComputeServer technology to also bring accelerated GPU services to VMware Cloud on AWS. This allows enterprises to take their containerized applications and from their own data center to the cloud as needed — and then hook into AWS’s other cloud-based technologies.
“From operational intelligence to artificial intelligence, businesses rely on GPU-accelerated computing to make fast, accurate predictions that directly impact their bottom line,” said Nvidia founder and CEO Jensen Huang . “Together with VMware, we’re designing the most advanced and highest performing GPU- accelerated hybrid cloud infrastructure to foster innovation across the enterprise.”
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India’s FreshToHome raises $20M to grow its fish, meat, vegetable and milk e-commerce platform
FreshToHome, a Bangalore-based e-commerce startup that sells fresh vegetable, fish, chicken and other kinds of meat, has raised $20 million in a new financing round as it looks to expand its footprint in the nation.
The Series B round for the startup was led by Iron Pillar, with Joe Hirao, the founder of Japan’s ZIGExn, also participating. The startup, which closed its $11 million Series A financing round three months ago, has raised $33 million to date.
FreshToHome sells “100 percent” pure and fresh vegetables and meat in Bangalore, Mumbai and Pune — the latter two of which it recently entered. It says it does not add any preservatives or other chemicals to prolong the life of the produce. (Typical meat sold by a retail store is riddled with chemicals and could be months old.)
Unlike most other marketplaces, FreshToHome has built its own supply chain network, which gives it better control over quality and delivery of the food items. It uses trains and planes to move inventory, and has become one of the biggest clients of several local airlines.
The startup sources vegetables and fish directly from 1,500 fishermen and farmers across the nation. It uses an app to negotiate with farmers and fishermen.
It continues to expand its control over all aspects of its business. “Today a large part of our poultry comes from institutional farmers. Now we are going a step ahead and processing the chicken at the slaughtering level ourselves,” Shan Kadavil, CEO of FreshToHome, told TechCrunch in an interview.
FreshToHome is able to deliver the perishables on the same day and as soon as up to two hours, Kadavil said.
The startup also began operations in UAE recently and has opened physical stores in Bangalore and Chennai.
FreshToHome has amassed 650,000 customers — up from 400,000 in late May — in 10 cities in India, and recently started to sell milk in Bangalore, another market segment that remains largely unstructured in the nation. Every day it receives 14,000 orders, and processes 20 tons of fresh food.
It recently crossed $30 million in annualized direct to consumer sales, which makes it the largest e-commerce platform serving this category. It is seeing 30% month-to-month growth, said Kadavil, who has previously managed tech support for Support, and India operations for gaming firm Zynga.
And that growth has helped the startup attract some attention. Several major players in the nation, including Amazon India that recently expanded to include perishable category and Flipkart, have held talks with FreshToHome to acquire some stake in the startup, a person familiar with the matter told TechCrunch.
And there is a big opportunity in the space. The cold-chain market of India is estimated to grow to $37 billion in next five years.
In addition to directly procuring its supplies from farmers and fishermen, FreshToHome also serves as a micro-VC, giving them access to some money upfront and resources to produce more from their farms. It also gives them an assurance that it will buy back their produce.
Kadavil founded FreshToHome with Mathew Joseph, a veteran in the industry who has dealt with fish export for more than 30 years. Joseph started India’s first e-commerce venture in fish and meat, called SeaToHome, in 2012.
FreshToHome will use the fresh capital to expand its network of contract farmers, and add 200 to 300 tons of additional produce each month.
In a prepared statement, Anand Prasanna, managing partner of Iron Pillar, for which it is the first investment in food-tech space, said, “FreshToHome’s brand proposition has been to provide 100% fresh food with 0% chemicals — not an easy thing to achieve in India at a large scale. By smartly using big data and machine learning, they have created a sustainable supply chain, which offers a fair price to consumers, fishermen and farmers, for their premium produce… We love companies that solve such hard issues in large market segments in India through unique tech enabled moats!”
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India’s BharatPe raises $50M to help merchants accept digital payments and secure working capital
BharatPe, a New Delhi-based firm that is enabling hundreds of thousands of merchants to start accepting digital payments for the first time, and is also giving them access to working capital, has raised $50 million as it looks to scale its business in the nation.
The Series B round for the one-year-old startup was led by San Francisco-headquartered VC firm Ribbit Capital and London-based Steadview Capital, both of which have previously invested in a number of financial services in India.
Existing investors Sequoia Capital, Beenext Capital and Insight Partners also participated in the round, pushing BharatPe’s all-time raise to $65 million. The new round valued the startup at $225 million, Ashneer Grover, co-founder and CEO of BharatPe, told TechCrunch in an interview.
Google and Amazon, both of which offer payment services in India, were also in advanced stages of talks to fund BharatPe’s Series B financing round, but the startup’s founding team was not keen on diluting their stakes, especially in the wake of BharatPe’s recent growth, a person familiar with the matter told TechCrunch.
BharatPe operates an eponymous service to help offline merchants accept digital payments. Even as India has already emerged as the second largest internet market, with more than 500 million users, much of the country remains offline. Among those outside of the reach of the internet are merchants running small businesses, such as roadside tea stalls.
To make these merchants comfortable in accepting digital payments, BharatPe relies on QR codes built as part of government-backed UPI payments infrastructure. “We get them to put up a QR code in their shops, and any customer that uses a UPI-powered payments app — which is now supported by nearly every payments app in India — can pay these shop owners digitally,” said Grover.
Through BharatPe, these merchants also get access to a simplified dashboard on their phones to track the customers who owe them money and get periodic reminders.
BharatPe has amassed more than 1.5 million merchants on its platform. It processes more than 21 million transactions a month, worth more than $83 million, Grover said.
BharatPe also allows merchants to secure short-term loans. New merchants can secure about $500 for a period of three months from BharatPe. As merchants spend more time on BharatPe, the firm increases the amount to about $2,000.
The lending business is crucial to BharatPe. Payment apps make little to no money through making transactions on their platforms. Those processing UPI payments can not even charge a small commission to merchants. “There is no money to be made in doing payments in India,” Grover said. So you charge small interest on loans.
Access to working capital is a major challenge in developed markets such as India. According to a World Bank report, more than 2 billion people globally do not have access to working capital.
Grover said BharatPe aims to use the fund to add about 3.5 million merchants in the next 12 months. The firm has more than 2,000 sales people who are adding 400,000 new merchants to BharatPe each month, he said.
The rest of the money will go into financing the loans on the platform and building new solutions. Later today, BharatPe will launch a new service to connect suppliers and merchants through BharatPe so that their accounts are in sync.
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