

Instacart has expanded its alcohol delivery to now be available in 14 states and Washington, DC from nearly 100 different retailers.
With the roll-out, Instacart alcohol delivery is currently available to 40 million homes in the U.S., and the number of alcohol deliveries on the platform has more than doubled since the same time last year.
Partners who participate in alcohol delivery on Instacart include Albertsons, Kroger, Publix, Schnucks and Stater Bros., alongside wine and liquor stores such as BevMo!, Binny’s Beverage Depot and Total Wine & More.
The list of states where Instacart offers alcohol delivery include California, Connecticut, Florida, Illinois, Kentucky, Massachusetts, Minnesota, Missouri, North Carolina, Ohio, Oregon, Texas, Virginia, Washington and Washington, DC.
Instacart started rolling out alcohol delivery a year ago, and has quickly become a competitive player in the space. Postmates introduced alcohol delivery in 2017, whereas strictly alcohol delivery services like Drizly, Minibar and Saucey have been around for a while.
Here is what Instacart’s chief business officer, Nilam Ganenthiran, had to say:
Part of grocery shopping for many people goes beyond getting fresh produce, meats and pantry staples, and includes picking up the perfect bottle of wine for a dinner party or their favorite beer to sip while watching the big game. By working alongside our retail partners to add alcohol to the marketplace, we’re offering customers more choice and making it easier for Instacart to be their ‘one-stop-shop’ to get the groceries they need – including beer, wine and spirits – from the retailers they love.
When Amazon bought Whole Foods in 2017, some speculated that Instacart might be hit hard. But the deal also represented the digitization of a massive, traditional industry. Considering Instacart’s retail partner growth over the past year, it seems that the Whole Foods acquisition might have made Instacart an attractive platform for some retailers.
The company now serves more than 80 percent of U.S. households, which was Instacart’s stated goal for the end of 2018. Across its 300 retail partners, Instacart now delivers from 20,000 grocery stores across 5,500 cities in North America.
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Vochlea Music, a U.K. startup and alumni of Abbey Road Red, the music tech incubator from Abbey Road Studios, is launching a crowdfunding campaign today for “Dubler Studio Kit,” a new device and app that turns your voice into a MIDI controller for synths, drum machines, DAWs and other music gear.
Described as a “vocal MIDI controller,” the Dubler Studio Kit consists of a bespoke USB microphone and a desktop application for Mac and Windows. It claims to be able to listen to you sing or beatbox and turn those sounds into MIDI notes and other MIDI control messages in real time.
Designed to be responsive enough to use live or for use in a recording studio, with a bit of practice, its makers say you’ll be able to hum a synth pattern (depending on your ability to sing in relative tune), beatbox to trigger a virtual drum kit or manipulate effects and filters vocally.
Vochlea Music demoed an early version of the technology at SXSW last year and won the festival’s pitch competition for its live vocal recognition for music making. While in pre-launch beta testing, Dubler Studio Kit has been used by Mercury Prize-nominated grime MC and producer Novelist, alongside other musicians and producers.
In a call with Vochlea Music founder and CEO George Wright, he explained that the Dubler Studio Kit was created in part to lower the barriers to generating and recording musical ideas, especially for those who are unable to play an instrument.
It’s common for artists, such as singers, to make a vocal note of their melody ideas using the iPhone’s voice memo app or similar mobile recording apps. However, being able to create MIDI notes and other MIDI data using your voice, instead of raw and often badly recorded audio, has the advantage of being able to edit and manipulate those ideas later within MIDI, including patching the resulting MIDI data to different sounds and effects.
Perhaps even more exciting is the way Dubler Studio Kit can be used in addition to playing an instrument, such as a synth or other keyboard, to control various parameters and effects. Traditionally, you have to lift one hand off the keyboard to make tweaks to the sound, or use a foot pedal. Dubler Studio Kit adds a fifth limb, so to speak.
Furthermore, Dubler Studio Kit doesn’t use the VST or Audio Unit plugin format for integration with a DAW. Rather cleverly, once the software is installed, the Dubler Studio Kit is recognised by your Mac or Windows machine as a standard MIDI controller so that it can be used by any software that accepts MIDI, including Logic or Ableton or the hundreds of virtual instruments on the market.
Related to this out of the box experience is the choice to couple the Dubler Studio Kit software with a Dubler-branded low-latency USB microphone. Wright says he wanted to avoid the user needing to have to conduct lengthy calibration with the Dubler machine-learning powered software, which would be the case if third-party microphones were supported.
In the future, that doesn’t prohibit Vochlea Music developing a version of Dubler Studio Kit for iPhone — where device specs are well-known — but will make supporting Android more tricky.
Live on Kickstarter, Vochlea Music wants to raise £40,000 for the Dubler Studio Kit over the next 35 days. During the campaign, backers have the opportunity to pledge to be amongst the first owners of Dubler Studio Kit at what promises to be an early-bird price starting from £175.
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Time is Ltd., a Prague-based startup offering “productivity software analytics” to help companies gain insights from employees’ use of Slack, Office 365, G Suite and other enterprise software, has raised €3 million in funding.
Leading the round is Mike Chalfen — who previously co-founded London venture capital firm Mosaic Ventures but has since decided to operate as a solo investor — with participation from Accel. The investment will be used by Time is Ltd. to continue building the platform for large enterprises that want to better understand the patterns of behaviour hidden inside the various cloud software on which they run.
“Time is Ltd. was founded… to help large corporations and companies get a view into insights and productivity of teams,” co-founder and CEO Jan Rezab tells me. “Visualising insights around calendars, time and communication will help companies to understand real data behind their productivity.”
Powered by machine learning, the productivity software analytics platform plugs into the cloud software tools that enterprises typically use to collaborate across various departments. It then analyses various metadata pulled from these software tools, such as who is communicating with whom and time spent on Slack, or which teams are meeting, where and for how long as per various calendars. The idea is to enable managers to gain a better understanding of where productivity is lost or could be improved and to tie to business goals changes in these patterns.
Rezab cites the example of a large company undergoing “agile” transformation. “If you want to steer a massive company of 5,000 plus people, you really should understand the impact of your actions a bit more much earlier, not after the fact,” he says. “One of the hypothesis of an agile transformation is, for example, that managers really get involved a bit less and things work a bit more streamlined. You see from our data that this is or is not happening, and you can take corrective action.”
Or it could be something as simple as a large company with multiple offices that is conducting too many meetings. Time is Ltd. is able to show how the number of meetings held is increasing and which departments or teams are instigating them. “You can also show the inter-departmental video meeting efficiency, and if the people, for example, often need to travel to these meetings, how long does that takes versus digital meetings — so you can generally help and recommend the company take specific actions,” explains Rezab.
Sales is another area that could benefit from productivity analytics, with Time is Ltd. revealing that most sales teams actually spend the majority of their meeting time inside the company, not outside as you would think. “The structure of these internal meetings varies; planning for these events or just on-boarding and education,” says the Time is Ltd. CEO. “You can, so to speak, follow the time from revenue to different teams… and then see over time how it changes, and how it impacts sales productivity.”
Meanwhile, investor Mike Chalfen describes the young startup as a new breed of data-driven services that use “significant but under-utilised datasets.” “Productivity is one of the largest software markets globally, but lacks deep enterprise analytics to drive intelligent operational management for large businesses,” he says in a statement.
That’s not to say Time is Ltd. isn’t without competition, which includes Microsoft itself. “Our biggest competitor is Microsoft Workplace Analytics,” says Rezab. “However, Microsoft does not integrate other than MS products. Our advantage is that we are a productivity platform to integrate all of the cloud tools. Starting with Slack, SAP Success Factors, Zoom and countless others.”
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Rather than be sore about losing independence within Facebook, Instagram co-founder Kevin Systrom told me it was an inevitable sign of his app’s triumph. Today at South By South West, Systrom and fellow co-founder Mike Krieger sat down for their first on-stage talk together since leaving Facebook in September. They discussed their super hero origin stories, authenticity on social media, looming regulation for big tech, and how they’re exploring what they’ll do next.
Krieger grew up hitting “view source” on websites while Systrom hacked on AOL booter programs that would kick people off instant messenger, teaching both how code could impact real people. As Instagram grew popular, Krieger described the “incredi-bad” feeling of fighting server fires and trying to keep the widely loved app online even if that meant programming in the middle of a sushi restaurant or camping retreat. He once even revived Instagram while drunk in the middle of the night, and woke up with no memory of the feat, confused about who’d fixed the problem. The former Instagram CTO implored founders not to fall into the “recruiting death spiral” where you’re too busy to recruit which makes you busier which makes you too busy to recruit…
But thankfully, the founders were also willing to dig into some tougher topics than their scrappy startup days.
Kevin Systrom and Mike Krieger (from left) drive to Palo Alto to raise their Series A, circa January 2011
“In some ways, there being less autonomy is a function of Instagram winning. If Instagram had just been this niche photo app for photographers, we probably would be working on that app for 20 year. Instead what happened was it got better and better and better, and it improved, and it got to a size where it was meaningfully important to this company” Systrom explained. “If this thing gets to that scale that we want it to get to which is why we’re doing this deal, the autonomy will eventually not be there as much because it’s so important. So in some ways it’s just an unavoidable thing if you’re successful. So you can choose, do you want to be unsuccessful and small and have all the autonomy in the world, or no?”
AUSTIN, TX – MARCH 11: Mike Krieger speaks onstage at Interactive Keynote: Instagram Founders Kevin Systrom & Mike Krieger with Josh Constine during the 2019 SXSW Conference and Festivals at Austin Convention Center on March 11, 2019 in Austin, Texas. (Photo by Chris Saucedo/Getty Images for SXSW)
Krieger followed up that “I think if you study . . . all the current companies, the ones that succeed internally eventually have become so important to the acquiring company that it’s almost irresponsible to not be thinking about what are the right models for integration. The advice I generally give is, ‘are you okay with that if you succeed?’ And if you’re not then you shouldn’t do the deal.” If the loss of autonomy can’t be avoided, they suggest selling to a rocket ship that will invest in and care for your baby rather than shift priorities.
Asked if seeing his net worth ever feels surreal, Systrom said money doesn’t make you happy and “I don’t really wake up in the morning and look at my bank account.” I noted that’s the convenient privilege of having a big one.
The pair threw cold water on the idea that being forced to earn more money drove them out of the company. “I remember having this series of conversations with Mark and other folks at Facebook and they’re like ‘You guys just joined, do not worry about monetization, we’ll figure this out down the road.’ And it actually came a lot more from us saying “1. It’s important for us to be contributing to the overall Fb Inc . . . and 2. Each person who joins before you have ads is a person you’re going to have to introduce ads to.” Systrom added that “to be clear, we were the ones pushing monetization, not the other way around, because we believed Instagram has to make money somehow. It costs a lot to run . . . We pushed hard on it so that we would be a successful unit within Facebook and I think we got to that point, which is really good.”
But from 2015 to 2016, Instagram’s remaining independence fueled a reinvention of its app with non-square photos, the shift to the algorithm, and the launch of Stories. On having to challenge the fundamental assumptions of a business, “You’ve got maybe a couple years of relevance when you build a product. If you don’t reinvent it every quarter or every year, then you fall out of relevance and you go away.”
That last launch was inspired by wanting to offer prismatic identity where people could share non-highlights that wouldn’t haunt them. But also, Systrom admits that “Honestly a big reason why was that for a long time, people’s profiles were filled with Snapchat links and it was clear that people were trying to bridge the two products. So by bringing the two products [Feed and Stories] into one place, we gave consumers what they wanted.” Though when I asked anyone in the crowd who was still mad about the algorithm to hiss, SXSW turned into a snake pit.
With Systrom and Krieger gone, Facebook is moving forward with plans to more tightly integrate Instagram with Facebook and WhatsApp. That includes unifying their messaging system, which some say is designed to make Facebook’s apps harder to break up with anti-trust regulation. What does Systrom think of the integration? “The more people that are available to talk with, the more useful the platform becomes. And I buy that thesis . . . Whether or not they will in fact want to talk to people on different platforms, I can’t tell the future, so I don’t know” Systrom said.
AUSTIN, TX – MARCH 11: Josh Constine, Mike Krieger and Kevin Systrom speak onstage at Interactive Keynote: Instagram Founders Kevin Systrom & Mike Krieger with Josh Constine during the 2019 SXSW Conference and Festivals at Austin Convention Center on March 11, 2019 in Austin, Texas. (Photo by Chris Saucedo/Getty Images for SXSW)
Krieger recommended Facebook try to prove users want that cross-app messaging before embarking on a giant engineering challenge of merging their backends. When I asked if Systrom ever had a burning desire to Instagram Direct message a WhatsApp user, he admitted “Personally, no.” But in a show of respect and solid media training, he told his former employer “Bravo for making a big bet and going for it.”
Then it was time for the hardest hitting question: their thoughts on Presidential candidate Senator Elizabeth Warren’s proposal to regulate big tech and roll back Facebook’s acquisition of Instagram. “Do we get our job back?” Systrom joked, trying to diffuse the tension. Krieger urged more consideration of downstream externalities, and specificity on what problem a break up fixes. He wants differentiation between regulating Facebook’s acquisitions, Amazon white-labeling and selling products, and Apple’s right to run the only iOS App Store.
“We live in a time where I think the anger against big tech has increased ten-fold — whether that’s because the property prices in your neighborhood have gone up, whether it’s because you don’t like Russian meddling in elections — there are a long list of reasons people are angry at tech right now and some of them I think are well-founded” Systrom confirmed. “That doesn’t mean that the answer is to break all the companies up. Breaking companies up is a very specific prescription for a very specific problem. If you want to fix economic issues there are ways of doing that. If you want to fix Russian meddling there are ways of doing that. Breaking up a company doesn’t fix those problems. That doesn’t mean that companies shouldn’t be broken up if they get too big and they’re monopolies and they cause problems, but being big in and of itself is not a crime.”
attends Interactive Keynote: Instagram Founders Kevin Systrom & Mike Krieger with Josh Constine during the 2019 SXSW Conference and Festivals at Austin Convention Center on March 11, 2019 in Austin, Texas
Systrom then took a jab at Warren’s tech literacy, saying “part of what’s surprised me is that generally the policy is all tech should be broken up, and that feels to me again not nuanced enough and it shows me that the understanding of the problem isn’t there. I think it’s going to take a more nuanced proposal, but my fear is that something like a proposal to break up all tech is playing on everyone’s current feeling of anti-tech rather than doing what I think politicians should do which is address real problems and give real solutions.”
The two founders then gave some pretty spurious logic for why Instagram’s acquisition helped consumers. “As someone who ran the company for how many years inside of Facebook? Six? There was a lot of competition internally even and I think better ideas came out because of it. We grew both companies not just one company. It’s really hard question. What consumer was damaged because it grew to the size that it did? I think that’s a strong argument that in fact the acquisition worked out for consumers.” That ignores the fact that if Instagram and Facebook were rivals, they’d have to compete on privacy and treating their users well. Even if they inspired each other to build more engaging products, that doesn’t address where harm to consumers has been done.
Krieger suggested that the acquisition actually spurred competition by making Instagram a role modeI. “There was a gold rush of companies being like ‘I’m going to be the Instagram of X . . . the Instagram of Audio, the Instagram of video, the Instagram of dog photos.’ You saw people start new companies and try to build them out in order to try to achieve what we’ve gotten to.” Yet no startup besides Snapchat, which had already launched, has actually grown to rival Instagram. And seeing Instagram hold its own against the Facebook empire would have likely inspired many more startups — some of which can’t find funding since investors doubt their odds against a combined Facebook and Instagram
As for what’s next for the college buddies, “we’re giving ourselves the time to get curious about things again” Krieger says. They’re still exploring so there was no big reveal about their follow-up venture. But Systrom says they built Instagram by finding the mega-trend of cameras on phones and asking what they’d want to use, “and the question is, what’s the next wave?”
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If you’re like me, you let out a heavy sigh every month or so when you reach out and unexpectedly find an empty bag of coffee. Bottomless, one of the 200-plus startups in Y Combinator’s latest batch, has a solution for us caffeine addicts.
For a $36 annual membership fee, a cost which co-founder Michael Mayer says isn’t set in stone, plus $11.29 per order depending on the blend, Bottomless will automatically restock your coffee supply before you run out. How? The startup sends its members an internet-connected scale free of charge, which members place under their bag of coffee grounds. Tracking the weight of the bag, Bottomless’ scales determine when customers are low on grounds and ensure a new bag of previously selected freshly roasted coffee is on their doorstep before they run out.
Voilà, no more coffee-less mornings.
Founded by Seattle-based husband and wife duo Mayer and Liana Herrera in 2016, Bottomless began as a passion project for Mayer, a former developer at Nike.com. Herrera kept working as a systems implementations specialist until Bottomless secured enough customers to justify the pair working on the project full-time. That was in 2018; months later, after their second attempt at applying, they were admitted into the Y Combinator accelerator program.
Bottomless’ smart scale
Bottomless today counts around 400 customers and has inked distribution deals with Four Barrel and Philz Coffee, among other roasters. Including the $150,000 investment YC provides each of its startups, Bottomless previously raised a pre-seed round from San Francisco and Seattle-area angel investors.
Before relocating to San Francisco for YC, the Bottomless founders were working feverishly out of their Seattle home.
The long-term goal is to automate the restocking process of several household items, like pet food, soap and shampoo. Their challenge will be getting customers to keep multiple smart scales in their homes as opposed to just asking their digital assistant to order them some coffee or soap on Amazon .
Amazon recently announced it was doing away with its stick-on Dash buttons, IoT devices capable of self-ordering on Amazon. The devices launched in 2015 before Google Homes and Amazon Alexas hit the mainstream.
So why keep a smart scale in your kitchen as opposed to just asking a digital assistant to replenish your supply? Mayer says it’s coffee quality that keeps it competitive.
“Some of our most enthusiastic customers live out in like deep suburbs far away from city centers, but they really love fresh coffee,” Mayer said. “And there’s no way to get fresh coffee if you live 20 or 30 minutes from a city center, right?”
“Or you might think in a city like San Francisco or Seattle, you can get freshly roasted coffee pretty easily because there are restaurants all over the place, right?” He added. “That’s certainly true, but it does take a little bit of extra thought to remember to grab it on the right day when you’re running low.”
Mayer and Herrera don’t consider themselves coffee experts, despite now running what is essentially a direct-to-consumer coffee marketplace out of Seattle, the coffee capital.
“I’m originally from Portland and Portlanders know a lot about coffee,” Mayer said. “I never really considered myself to be a coffee aficionado or a coffee snob in my head, but I guess compared to like the average American from anywhere in the country, I would be just a regular coffee drinker in Portland. All I really knew about coffee going into this was that it’s better fresh. That’s it.”
Bottomless is currently accepting customers in beta. The team will pitch to investors at YC Demo Days next week.
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Unmind, a U.K.-based startup that offers a mental health platform for the workplace, has raised £3 million in new funding. The round is led by London-based venture capital firm Felix Capital, with co-investment from Michael Whitfield and Chris Bruce, the founders of Thomsons Online Benefits.
Founded in 2016, Unmind is a B2B service that provides “clinically backed” tools, training and assessments for company employees in a bid to improve workplace mental health. The digital platform, delivered through the Unmind mobile app, includes bite-sized exercises for “everyday wellbeing,” personalised assessments, and customised programmes for improving areas such as stress, focus, and sleep.
“There is not enough support in society for people’s mental health, and this is especially true in the workplace,” explains co-founder and CEO Dr Nick Taylor, who is a Clinical Psychologist. “Everyone has mental health — and supporting it is integral to a successful workforce — but most provisions are highly reactive and heavily stigmatised, leading to low uptake amongst employees.”
To help remedy this, Unmind is designed to offer a “positive, preventative solution” that anyone can use to bolster their mental health. Designed to be anonymous, Taylor says employees can use the platform to proactively measure, manage and improve their mental health and well-being.
“The digital platform offers personalised assessments, bite-sized tools, online interventions and confidential signposting to other services,” he explains. “Employees can anonymously access Unmind at anytime, anywhere, on any device.”
To date, Unmind has partnered with organisations such as John Lewis & Partners, Made.com, Square Enix, William Hill, Yorkshire Building Society, Thomsons Online Benefits and Pentland Brands, to name just a few. “Unmind is now used in many countries around the world, which is an exciting place to be given the early stage of the company,” says Taylor. “We are focused on working with enterprise clients with 1,000 plus employees.”
Meanwhile, Unmind says the new investment will be used to improve the startup’s “consumer grade, mobile first product,” whilst increasing its library of proprietary content. The broader vision, says the company, is to help create a workplace environment where mental health is “universally understood, nurtured and celebrated.”
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The U.S. government is threatening to reduce the amount of intelligence it shares with Germany if Huawei wins a contract to build the country’s next-generation 5G network.
That’s the takeaway from a letter sent by the U.S. ambassador to Germany, Richard Grenell, to Germany’s economics minister Peter Altmaier, as reported by The Wall Street Journal. Grenell, appointed by President Trump last year, said the U.S. would not be able to continue sharing the same level or amount of classified intelligence over fears of Chinese spying.
It comes just days after Germany’s federal cybersecurity agency announced its 5G security requirements, but did not outright ban Huawei from the contract-bidding process.
It’s the latest move — if not a significant escalation — by the Trump administration to pressure its allies into dropping the Chinese networking gear maker over its links to the Chinese military.
The U.S.’ anti-Huawei cabal has so far seen Canada, Australia, New Zealand, Japan and most of Europe drop plans to use Huawei gear, which governments and phone networks have said is both cheap and reliable, but necessary for the anticipated explosion in 5G interest.
But Germany has — like the British — seen little conclusive evidence to show that Beijing is behind the scenes pulling the strings — only that the company could be compelled to spy in the future once use of the technology has been firmly established.
Korbinian Wagner, a spokesperson for the German ministry for economic affairs, confirmed the receipt of the letter but declined to comment on its contents.
The Department of State did not respond to requests for comment.
The U.S. and Germany have worked to try to repair their intelligence sharing relationship following the Edward Snowden disclosures after allegations that the National Security Agency was caught tapping into the phone of German chancellor Angela Merkel. Germany is one of dozens of countries that obtain classified signals intelligence from the U.S. intelligence community, as both a member of NATO and the so-called 14 Eyes alliance of European countries, which rely on the data sharing alliance for counterterrorism efforts. Germany suffered several terrorist attacks in the past two years, most of which inspired by Kurdish extremists and supporters of the so-called Islamic State.
The European Commission is set to rule on a potential bloc-wide ban of Huawei gear in the coming weeks, per reports.
Meanwhile, Germany is expected to launch its 5G spectrum as early as next week, sparking the beginning of the country’s first foray into the next-generation mobile network.
Updated with response from German government,
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Nigerian startup Gloo.ng is dropping consumer online retail and pivoting to B2B e-procurement with Gloopro as its new name.
The Lagos-based venture has called it quits on e-commerce grocery services, shifting to a product that supplies large and medium corporates with everything from desks to toilet paper.
Gloopro’s new platform will generate revenues on a monthly fee structure and a percentage on goods delivered, according to Gloopro CEO D.O. Olusanya.
Gloopro, which raised around $1 million in seed capital as Gloo.ng, is also in the process of raising its Series A round. The startup looks to expand outside of Nigeria on that raise, “before the end of next year,” Olusanya told TechCrunch.
Gloopro’s move away from B2C comes as several notable consumer digital sales startups have failed to launch in Nigeria — Africa’s most populous nation with the continent’s highest number of online shoppers, per a recent UNCTAD report.
The country is home to the continent’s first e-commerce startup unicorn, Jumia, and serves as an unofficial bellwether for e-commerce startup activity in Africa.
Gloo.ng’s shift to B2B electronic commerce was prompted by Nigeria’s 2016 economic slump and a customer request, according Olusanya.
“When the recession hit it affected all consumer e-commerce negatively. We saw it was going to take a longer time to get to sustainability and profitability,” he told TechCrunch.
Then an existing client, Unilever, requested an e-procurement solution in 2017. “We observed that the unit economics of that business was far better than consumer e-commerce,” said Olusanya.
Gloopro dubs itself as a “secure cloud based enterprise e-procurement and commerce platform…[for]…corporate purchasing,” per a company description.
“The old brand Gloo.ng, is going to be rested and shut down completely. The corporate name will be PayMente Limited with the brand name Gloopro,” Olusanya said.
From the Gloopro interface customers can order, pay for and coordinate delivery of office supplies across multiple locations. The product also produces procurement analytics and allows companies to designate users and permissions.
Olusanya touts the product’s benefits at improving transparency and efficiency in the purchasing process.
“It makes procurement transparent and secure. A lot of companies in Nigeria still use paper invoices and there are some shenanigans,” he said.
Gloopro began offering the service in beta and building a customer base prior to winding down its Gloo.ng grocery service.
In addition to Unilever, Gloopro clients include Uber Nigeria, Cars45 and industrial equipment company LaFarge. Cars45 CEO Etop Ikpe and a spokesperson for Uber Nigeria confirmed their client status to TechCrunch.
Olusanya believes the company can compete with other global e-procurement providers, such as SAP Ariba and GT-Nexus, by “leveraging our sourcing and last-mile delivery experience in Nigeria” and expertise working around local requirements in Africa.
Gloopro expects to hit $4 million in revenue by the end of the year and the company could reach $100 million over the course of its international expansion into countries like South Africa, Kenya, Morocco, Egypt and the Ivory Coast, according to Olusanya. A seed investor briefed on Gloo.ng’s estimates confirmed the company’s revenue expectations with TechCrunch.
Gloo.ng’s pivot to Gloopro and e-procurement comes during an up and down period for B2C online retail in Nigeria, home of Africa’s largest economy.
Last year, e-commerce startup Konga.com, backed by roughly $100 million in VC, was sold in a distressed acquisition, at a loss to investors, including Naspers. In late 2018, Nigerian online sales platform DealDey shut down.
On the possible upside, several outlets reported this year that Jumia — Africa’s largest e-commerce site and first unicorn headquartered in Nigeria — is pursuing an IPO. But that information is unconfirmed based on a February 8, Bloomberg story without named sources. Jumia has declined to comment.
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Niantic’s follow-up to the absurdly popular Pokémon GO, the long-awaited Harry Potter: Wizards Unite, has one major drawback: unlike its predecessor, you can’t explain it in a single sentence. There’s so much to do in this game that it may repel some casual players — but while its depths of systems and collectibles may be nigh endless, don’t worry: you still basically just walk around doing wizard and witch stuff.
We first reported the news that this was coming back in 2017. Last week I got to spend a short time playing the game at Niantic’s office in San Francisco, and while they didn’t reveal all their secrets, I saw enough to convince me that HP:WU (I await a catchier nickname, like PoGO) will be a huge time sink for any Harry Potter fan and will probably convert or cannibalize many players from GO.
If you were worried this would be a slapdash cash-in effort like some of the HP tie-ins we’ve seen… don’t be. This is legit. Rowling isn’t involved, and the voice actors are sound-alikes, but still legit.
And just to get some of the major facts out of the way before we move on: it’s coming out sometime in 2019 (I’d guess before Summer but they wouldn’t say), in 17 languages (listed at bottom; actual countries where it’ll be offered unknown), there’s no wand accessory yet (I asked and they all looked nervous), minimum specs are reasonable and AR is optional, and it’s free but there are in-app purchases.
So what is this game? While it would be misleading to say it’s just HP:GO, the similarities are deep. But there’s a lot more going on. Perhaps I’d best summarize it in bullet point form before I embark on the many details. In HP:WU you:
So let’s take that piece by piece.
(By the way: The few images I have here were provided by Niantic and Portkey Games, the studio under WB Games who co-developed the game; I actually saw much more than what the shots show, so if something I describe isn’t illustrated directly, don’t worry — it’s in there.)
“For Harry Potter fans, the line between the real world and the wizarding world is paper thin,” said WB Games’s Jonathan Knight. So they wanted to make it seem like, as with the pervasive hidden nooks and secrets of the HP world, “magic is all around you.”
The plot that enables all this is that, in a post-Deathly Hallows HP world, a macguffin event has caused magical items and creatures to appear all over the muggle world, threatening to expose the existence of magic; Witches and wizards are being recruited to track these things down and deal with them.
Conveniently, the event snatched these things and people from all throughout history and the world, laying them down willy-nilly — so you’re just as likely to find Fleur Delacoeur as Hermione Granger, or a young Dumbledore as an old one.
As a member of the SOS squad (enforcing the “Statute Of Secrecy” mandating separation between the magic and muggle worlds, you know), you’re tasked with tracking down these various things wherever they appear and reporting back to the ministry.
The map is, like in Pokémon GO, where you’ll be spending most of your time.
As before, it reflects the streets and features nearby: streets, parks, landmarks, and so on. It’s decidedly busier this time, however, both with gameplay elements and set dressing. Brooms and owls zip overhead, potion ingredients clutter the ground around you, and locations to visit sprinkle every block. (Although I’d hoped they’d use the Marauder’s Map aesthetic, they were probably right not to: it would probably get old fast.)
You interact with these locations as you would spin Pokéstops in GO, with “inns” and “greenhouses” giving you a semi-randomized reward every time (and starting a 5-minute cooldown). Encounters and ingredients pop up like Pokémon did, appearing semi-randomly but with some tendencies or affinities — for example, you’re more likely to find school-related foundables by actual schools, and so on. These places are helpfully noted by a little flag that highlights the affected area, such as: “Golden Gate Park – you’ll encounter more magical creatures here.”
The equivalent to lures are “dark detectors,” which will cause encounters to pop up with more frequency around the location you attach it to — and you can stack them! These will no doubt be a popular purchase.
One nice touch: when you move quickly, your character flies on a broom. No more “running” along the highway. That always did bug me.
Of course you’ll also be able to customize your appearance, and you even get to make a (non-public) “wizarding passport” complete with a moving photo you can outfit with various AR props. Your Hogwarts house is just something you select and which has no gameplay effect — for now.
When you tap an encounter, you enter an AR minigame where you may, for instance, have to cast a spell to free Buckbeak the gryphon from a magical ball and chain, or defeat a monster threatening a character from the books.
You do this generally by tracing a shape with your finger on the screen to cast a spell. You don’t get to choose the spell, unfortunately, it’s built into the encounter. The more accurate and quick your trace is, the better the power of the spell — a bit like throw quality in Pokémon.
It’s similar in combat except you’ll also have to quickly cast protego when the enemy attacks you. That’s right, there are hostiles in this game! And although you can’t “die,” running out of stamina will fail the encounter or mission. More combat options open up later, though, as you’ll see. Encounters also vary in difficulty, which can be determined from the map or within the encounter — you may find some foes or rescues are beyond your power until you pump up a bit (or quaff a potion).
There are other little twists on the formula, though — the team said they have over 100 unique encounters, all fully realized in AR. And although you can only interact with them from a sweet spot that appears on the ground in AR, you can take your time to walk around or closely inspect the scene.
Everything you’ll encounter is a foundable, and falls under one of numerous categories: magic zoology, dark arts, oddities, magical games and sports, Hogwarts, and so on.
And every foundable is listed in a sort of sticker book you’ll fill in bit by bit as you encounter them. Free Buckbeak however many times and it’ll be fully filled in, giving you various bonuses and, perhaps more importantly, the ability to take AR photos with the creature or character in question.
The creatures and characters range from common to very rare, of course, and you’ll need to get dozens of the former to fill in the book, but only one or a handful for certain plot-related items. They only shared the bare bones of the story, which will be revealed through in-game text and events, but a “deep, multi-year narrative arc” is promised. You can probably expect new foundables and ingredients and such to be added regularly.
One detail I found highly compelling was that weather, time of day, and even astral phenomena like moon phase will affect what you encounter. So for instance, werewolves may only come out on the full moon, while certain potion ingredients only appear (or appear more) when it’s raining, or in the evening. This kind of real-world involvement is something I’ve always appreciated and one that Niantic’s games are uniquely suited to take advantage of.
Potions will be necessary for healing and buffing yourself and others, so you’ll want to collect ingredients all the time; you mix them in a sub-screen, and can follow recipes or try your luck making something new.
One very cool thing they showed off that doesn’t really show well in images is a Portkey — you know, the objects in HP that transport you from here to there. It’s not exactly a canon treatment in the game, as they create portals instead, but it makes for a great AR experience. You put the portal down and literally step through it, then look around at a new scene (for instance, Ollivander’s shop or Dumbledore’s office) in which you can find items or presumably encounter monsters and other stuff. Portkey “Portmanteaus” are a bit like egg incubators in that you charge them up by walking, and can find or buy more powerful ones.
What perhaps surprised me most in the team’s presentation of the various systems of the game was the extent of the stats and professions. There are three “professions,” they explained: auror, magical zoologist, and professor (“if you’re a bit of a goody-goody” — I resent that).
I figured these would be a bit like a play style bonus — one gives you more combat prowess, another is better for taming creatures, and so on. Boy, is there a lot more to it than that!
First of all, you should know that you have stats in this game. And not weird hidden ones or a relatively meaningless one like your trainer level in Pokémon GO. No, you have a straight-up stat screen filled with all kinds of stuff.
And your profession isn’t just a bonus or special ability — it’s a whole skill tree, and one to rival those of many a “serious” RPG.
As in many other games, some nodes are simple things like an increase in stamina or spell power — some you can even upgrade several times to increase the effect. But others are entirely new abilities you’ll be able to use in various circumstances. I probed through a bunch in my limited time and found things that, for instance, healed allies, debuffed enemies, improved potion effectiveness, etc. These are definitely going to have a significant effect on gameplay.
You can advance in any of the professions you want, however you want, though of course the further you progress down a tree, the more powerful abilities you unlock. You do this with tokens you earn from encounters, leveling, and challenges, so you get a steady trickle. It should take a good while to fill these out, though no doubt we’ll have some real tiresome types who’ll do it in a week.
(It’s a portmanteau of solitude and jolly cooperation, because this is the teamplay part… let me have my fun.)
The last major aspect of the game is Fortresses. These are a bit like Gyms from Pokémon GO, in that they are multiplayer focused, but for now they’re strictly player vs enemy.
Fortresses are large, obvious locations on the map where you and up to four other players can join battle against a host of enemies in order to receive rare foundables and other rewards. How it works is that you and whoever else wants to play get within range of the Fortress and tap it. (They didn’t provide any images of one, inside or out, but you can see the roof of one just at the top left of the paw circle in the map image above.)
You’ll then have a chance to join up with others by presenting a special item called a runestone. You’ll be getting these from normal encounters now and then or a few other sources, and there are 10 different kinds with multiple rarities — and depending on which you use, or which combination your team presents, the Fortress will have any of a variety of challenges and encounter types. (I only saw combat.)
This is where the combat complexity comes in, because all the enemies are presented to all the players at once, and you can take on whichever you choose. Have you leveled your magical creature taming? You better take on that hippogriff. Do extra damage against human foes? You’re on Death Eater duty. Stocked up on spells that hinder opponents or heal allies? You can use them from the select screen in real time, for instance if your friend is about to be knocked flat by a high-level Dementor and needs a hand.
I only got to test a small amount of this, but the possibilities for actual strategy and team synergy were very exciting, especially compared to the extended slugfests of Pokémon GO raids.
That’s how the team described Wizards Unite, and although a small-screen experience will never equal the immersion or magic (so to speak) of the cinema or the richness of the books, this does look like a dandy game and it will certainly be a heck of a time sink for countless players worldwide.
I only got to see a few minutes of the game in person, so there are parts I missed and parts that weren’t being shown; for instance, your Hogwarts house will likely figure later in multiplayer games, and more abilities are on the way.
I worry a bit that the simplicity and casual serendipity that defined Pokémon GO have been abandoned for a level of complexity that may be daunting for some. Yet at the same time I worry that the grind of collecting however many Buckbeaks you need to complete a page of the registry isn’t as satisfying as catching (and grinding up) a dozen Charmanders to power up your favorite ‘mon. And the AR experiences so far exhibit much visual variety but (that I saw) didn’t differ much from one another except in the trace you had to draw.
But there’s a great deal here and a great deal to like. It’s new, it’s fun, and it’s HP. I know I’m going to be playing.
(Lastly, the game will be released in the following languages: English, French, Italian, German, Spanish, Brazilian and European Portuguese, Polish, Russian, Swedish, Norwegian, Dutch, Danish, Turkish, Simplified and Traditional Chinese, Japenese, Korean, and Latin American Spanish.)
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Security researchers have found dozens of companies inadvertently leaking sensitive corporate and customer data because staff are sharing public links to files in their Box enterprise storage accounts that can easily be discovered.
The discoveries were made by Adversis, a cybersecurity firm, which found major tech companies and corporate giants had left data inadvertently exposed. Although data stored in Box enterprise accounts is private by default, users can share files and folders with anyone, making data publicly accessible with a single link. But Adversis said these secret links can be discovered by others. Using a script to scan for and enumerate Box accounts with lists of company names and wildcard searches, Adversis found more than 90 companies with publicly accessible folders.
Not even Box’s own staff were immune from leaking data.
The company said while much of the data is legitimately public and Box advises users how to minimize risks, many employees may not know the sensitive data they share can be found by others.
Worse, some public folders were scraped and indexed by search engines, making the data found more easily.
In a blog post, Adversis said Box administrators should reconfigure the default access for shared links to “people in your company” to reduce accidental exposure of data to the public.
Adversis said it found passport photos, bank account and Social Security numbers, passwords, employee lists, financial data like invoices and receipts and customer data among the data found. The company contacted Box to warn of the larger exposures of sensitive data, but noted that there was little overall improvement six months after its initial disclosure.
“There is simply too much out there and not enough time to resolve each individually,” he said.
Adversis provided TechCrunch with a list of known exposed Box accounts. We contacted several of the big companies named, as well as those known to have highly sensitive data, including:
Box, which initially had no comment when we reached out, had several folders exposed. The company exposed signed non-disclosure agreements on their clients, including several U.S. schools, as well as performance metrics of its own staff, the researchers said.
Box spokesperson Denis Roy said in a statement: “We take our customers’ security seriously and we provide controls that allow our customers to choose the right level of security based on the sensitivity of the content they are sharing. In some cases, users may want to share files or folders broadly and will set the permissions for a custom or shared link to public or ‘open’. We are taking steps to make these settings more clear, better help users understand how their files or folders can be shared, and reduce the potential for content to be shared unintentionally, including both improving admin policies and introducing additional controls for shared links.”
The cloud giant said it plans to reduce the unintended discovery of public files and folders.
Amadeus, Apple, Box, Discovery, Herbalife, Edelman and PointCare all reconfigured their enterprise accounts to prevent access to their leaking files after TechCrunch reached out.
Amadeus spokesperson Alba Redondo said the company decommissioned Box in October and blamed the exposure on an account that was “misconfigured in public mode,” which has now been corrected and external access to it is now closed. “We continue to investigate this issue and confirm there has been no unauthorized access of our system,” said the spokesperson, without explanation. “There is no evidence that confidential information or any information containing personal data was impacted by this issue,” the spokesperson added.
When we asked Amadeus how it concluded there was no improper access, another spokesperson, Ben Hunt, said: “We have the full audit trail for Box and access of these files — none of the files have been downloaded outside of either Amadeus or authorized customers.”
The spokesperson declined to explain its statement when told files were downloaded to verify their contents.
PointCare chief executive Everett Lebherz confirmed its leaking files had been “removed and Box settings adjusted.” Edelman’s global marketing chief Michael Bush said the company was “looking into this matter.”
Herbalife spokesperson Jennifer Butler said the company was “looking into it,” but we did not hear back after several follow-ups. (Butler declared her email “off the record,” which requires both parties agree to the terms in advance, but we are printing the reply as we were given no opportunity to reject the terms.)
When reached, an Apple spokesperson did not comment by the time of publication.
Discovery, Opportunity International, Schneider Electric and United Tissue Network did not return a request for comment.
Data “dumpster diving” is not a new hobby for the skilled, but it’s a necessary sub-industry to fix an emerging category of data breaches: leaking, public and exposed data that shouldn’t be. It’s a growing space that we predicted would grow as more security researchers look to find and report data leaks.
This year alone, we’ve reported data leaks at Dow Jones, Rubrik, NASA, AIESEC, Uber, the State Bank of India, two massive batches of Indian Aadhaar numbers, a huge leak of mortgage and loan data and several Chinese government surveillance systems.
Adversis has open-sourced and published its scanning tool.
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