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Get ready to experience world-class networking TechCrunch-style at TC Sessions: Enterprise 2019. On September 5, more than 1,000 of the top enterprise software minds and makers, movers and shakers will descend on San Francisco’s Yerba Buena Center for the Arts. It’s a day-long conference featuring distinguished speakers, panel discussions, demos and workshops.
It’s also a prime opportunity to connect and build relationships with enterprise software founders, technologists and investors. Make the most of that opportunity by using CrunchMatch, our free business match-making service.
The automated platform lets you find people based on specific mutual business criteria, goals and interests. It helps you sift through the noise and make the most of your valuable time. After all, connecting with the right people produces better results.
Here’s how CrunchMatch (powered by Brella) works. When CrunchMatch goes live — several weeks before the main event — we’ll email a sign-up link to all ticket holders. You’ll be able to access the platform and create a profile with your specific details — your role (technologist, founder, investor, etc.) and a description of the types of people you want to connect with at the event.
CrunchMatch works its algorithmic magic and suggests meetings, which you can then vet, approve and schedule or decline. It’s an efficient and productive way to network. Take a look at how CrunchMatch helped Yoolox increase distribution.
All that time-saving efficiency will free you up to enjoy more of the presentations and hear from speakers like the renowned founder, investor, AI expert and Stanford professor, Andrew Ng. You won’t want to miss his take on how AI will transform the enterprise world — like nothing else since the cloud and SaaS. And that’s just a taste of what you can expect.
If you haven’t already done so, buy your tickets now and save $100 before the prices go up on August 9. Early-bird tickets cost $249 and student tickets sell for $75. Buy 4+ tickets to get the group rate and save another 20%.
ROI tip: For every ticket you buy to TC Sessions: Enterprise, we’ll register you for a free Expo-only pass to TechCrunch Disrupt SF 2019.
We can’t wait to see you at TC Sessions: Enterprise 2019 in San Francisco on September 5. Join your community, explore the top enterprise trends and companies and make productive connections with the influential people who can help you reach your goals. Buy your ticket today.
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Amazon’s Alexa ushered in a new dawn of user interfaces, bringing voice into the mix as a viable option. Dozens of companies have sprouted because of this, not least of which being Airbud.io.
Airbud allows any company to add a voice interface to its website. The company just closed a $4 million round led by Hanaco Ventures, with participation from ERA and Spider Capital.
Airbud was co-founded by Israel Krush, Uri Valevski and Rom Cohen after the team saw the growth of voice interfaces and wondered how to capitalize on it.
By allowing companies to add voice/chat bot utility to their websites, Airbud hopes to increase retention of end-users on sites and give them easier access to the information they seek. Krush says that Airbud is focusing on websites that you have to be on, rather than the ones you want to be on.
That means Airbud clients are mostly in the healthcare space and travel space, helping end-users find a physician or book a flight using their voice.
Most importantly, Airbud operates on a plug and play system, meaning that clients don’t have to do the usual heavy lifting involved in creating a chat bot. Most of the time, folks who implement chatbots have to build a conversation tree. Airbud uses existing information scraped from the website, paired with an easy plug-and-play system for clients, to automatically build out a knowledge graph and have conversations with end-users.
Airbud charges based on the number of indexed pages and traffic to those pages.
The company plans to use the funding to increase the size of its team from seven to 15.
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GDPR, the European data privacy regulations, have been in effect for more than a year, but it’s still a challenge for companies to comply. Ethyca, a New York City startup, has created a solution from the ground up to help customers adhere to the regulations, and today it announced a $4.2 million investment led by IA Ventures and Founder Collective.
Table Management, Sinai Ventures, Cheddar founder Jon Steinberg and Moat co-founder Jonah Goodhart also participated.
At its heart, Ethyca is a data platform that helps companies discover sensitive data, then provides a mechanism for customers to see, edit or delete their data from the system. Finally, the solution enables companies to define who can see particular types of data across the organization to control access. All of these components are designed to help companies comply with GDPR regulations.
Ethyca enterprise transaction log (Screenshot: Ethyca)
Company co-founder Cillian Kieran says that the automation component is key and should greatly reduce the complexity and cost associated with complying with GDPR rules. From his perspective, current solutions that involve either expensive consultants or solutions that require some manual intervention don’t get companies all the way there.
“These solutions don’t actually solve the issue from an infrastructure point of view. I think that’s the distinction. You can go and use the consultants, or you can use a control panel that tells you what you need to do. But ultimately, at some point you’re either going to have to build or deploy code that fixes some issues, or indeed manually manage or remediate those [issues]. Ethyca is designed for that and takes away those risks because it is managing privacy by design at the infrastructure level,” Kieran explained.
If you’re worried about the privacy of providing information like this to a third-party vendor, Kieran says that his company never actually sees the raw data. “We are a suite of tools that sits between business processes. We don’t capture raw data, We don’t see personal information. We find information based on unique identifiers,” he said.
The company has been around for more than a year, but has been spending its first year developing the solution. He sees this investment as validation of the problem his startup is trying to solve. “I think the investment represents the growing awareness fundamentally from both with the investor community, and also in the tech world, that data privacy as a regulatory constraint is real and will compound itself,” he said.
He also points out that GDPR is really just the tip of the privacy regulation iceberg, with laws in Australia, Brazil and Japan, as well as California and other states in the U.S. due to come online next year. He says his solution has been designed to deal with a variety of privacy frameworks beyond GDPR. If that’s so, his company could be in a good position moving forward.
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Investment and stock trading app Robinhood stored some user credentials, including passwords, in plaintext on internal systems, the company revealed today. This particularly dangerous security misstep could have seriously exposed its users, though it says that it has no evidence the data was accessed improperly. Better change your password now.
Sensitive data like passwords and personal information are generally kept encrypted at all times. That way if the worst came to pass and a company’s databases were exposed, all the attacker would get is a bunch of gibberish. Unfortunately it seems that there might have been a few exceptions to that rule.
A number of users, including CNET’s Justin Cauchon, received the following notice from Robinhood in an email:
When you set a password for your Robinhood account, we use an industry-standard process that prevents anyone at our company from reading it. On Monday night, we discovered that some user credentials were stored in a readable format within our internal systems. We wanted to let you know that your password may have been included.
We resolved this issue, and after thorough review, found no evidence that this information was accessed by anyone outside of our response team.
It seems that if it were truly “industry-standard,” then the rest of the industry would also have stored passwords in plaintext. Come to think of it, that would explain a lot, since Google, Facebook, Twitter, and others have all managed to make this same mistake recently.
A Robinhood representative stressed the rapidity of the company’s response to the issue, though they would not comment on how it was first discovered, nor how long the data was stored that way, nor what deviation from these industry norms caused the problem, nor how many users were affected, nor whether answers to these questions would ever be forthcoming. They did offer the following statement:
We swiftly resolved this information logging issue. After a thorough review, we found no evidence that this customer information was accessed by anyone outside of our response team. Out of an abundance of caution, we have notified customers who may have been impacted and encouraged them to reset their passwords. We take our responsibility to customers seriously and place an immense focus on working to ensure their information is secure.
If you got an email, you were among the unlucky few many majority handful some, so change your password. If you didn’t get an email… also change your password. You can never be too careful.
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The open office plan was intended to help collaboration and productivity across employees and teams while better utilizing less square feet per person. But the results haven’t always proven to be very successful, based on years of analysis.
Yet it is still the norm for tech companies of all sizes, and will likely stay that way.
Based on my years of experience working with hundreds of companies, I’ll lay out a basic framework below to help you think through how to adapt an open-office situation to best meet your needs.
I’ll also walk you through the example of a growing venture-backed startup that’s staffing up in one of the tougher office markets in the world: Manhattan.
But first, take a look at the data. Studies have shown that open floor plans can inhibit productivity and health. Open office workers take 62% more sick days than those in private offices, and a mere three hours of steady noise can cause measurable distress and a decrease in motivation. Face-to-face communication has been observed to actually decrease in open plan environments, with a measurable negative impact on productivity.
Considering that 70% of Americans today work in an open office, the issue of constant noise and distraction is ubiquitous across the country. The result is a bad rap—one doesn’t need to look very far to find one of the many articles online criticizing the design.
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In today’s installment of “the future is 100% subscription-based,” Toronto-based startup Rover is testing out subscriptions for its parking marketplace. Rover lets users list their unused parking spots for on-demand rental by others on the service, giving them a passive way to earn some income while hopefully increasing the utilization rate of parking spaces at the same time.
Rover has offered the spots on their platform on a per-use, on-demand basis before now, but it’s going to pilot a monthly subscription starting this summer, with a planned test phase extending into early fall. The company says it’s going to try out a few different versions of a monthly sub, including potential perks like a percentage discount versus individual on-demand parking charges, advanced booking and premium customer service.
Pricing should be in the ballpark of between $5 and $15 Canadian depending on the features you’re willing to pay for, and this should inform eventual subscription price points for the startup’s services should they move beyond this pilot phase. Rover currently offers spots in Toronto, Montreal and Ottawa, with plans to expand to Canada’s west coast and eventually California in the future.
Uber recently debuted a subscription pilot that rolls in its ride-hailing, Eats, bikes and scooter rental services, and Rover cites this move as an example of the move to subscriptions generally in the on-demand space. Subscriptions are a great way for consumers to easily take care of known recurring costs, but the rise of this business model across a range of industries will definitely test the limits of consumer willingness to trade cost for convenience.
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There’s a gap forming in Latin America between the growing digital food delivery market and the number of businesses in the region that are actually online.
Food delivery startups continue to replicate and expand throughout the region, and VCs are channeling mega rounds into them with the hope of capitalizing on consumer online buying trends within growing digital populations.
VCs from all over the world have collectively invested billions into food delivery in the Latin American region. One of the largest rounds to date in Latin American startup history is Movile’s $400 million raise for Brazilian delivery business iFood. SoftBank recently confirmed a $1 billion investment into Colombia’s Rappi in March.
As big checks, new business models and consolidation mold a new on-demand landscape in Latin America, smaller players are coming in to supplement existing marketplaces like Rappi and iFood.
Dataplor founder and CEO Geoffrey Michener saw an opportunity to bring more vendors online. That’s why he invented Dataplor, a platform that indexes micro businesses in emerging markets. Now, Dataplor has raised a third round of seed capital, bringing the company’s total raised to $2 million. Quest Venture Partners led the company’s most recent funding, along with participation from ffVC, Magma Partners, Sidekick Fund and the Blue Startups accelerator.
What does Dataplor actually do? The 13-person company created a platform that recruits, trains and manages what has grown to more than 100,000 independent contractors — or what Dataplor calls Explorers.
Explorers are tasked with feet-on-the-street visits to businesses to capture information like latitude and longitude points, photos, hours of operation, owners’ names and contact info, and whether or not a business accepts credit cards. Dataplor then licenses that data to companies like American Express, iZettle and PayPal. Dataplor also works within a joint partnership to digitize Mexico with Google and Virket.
Michener says that 80% of Mexican businesses don’t have any digital footprint, and less than 5% of businesses have a website. This impacts the reach of what Google can index, as well as from where companies like iFood subsidiaries or Rappi can deliver.
Dataplor, founded in 2016, says it’s responsible for getting 150,000 businesses onto Google in its three years of operation. Michener says Dataplor pays Explorers above-market wages, and is careful about “not using the Uber model to drive down the cost of paying contractors.”
Michener likes to think of his business model as a trifecta of helping small businesses get onto Google for free, creating part-time opportunities for a growing workforce in LatAm and using its tech to help Google and Uber become better populated with accurate info in geos that might be more difficult for a foreign company to access.
Take Mexico for example. Michener says that 80% of Mexican businesses don’t have any digital footprint, and less than 5% of businesses have a website. This impacts the reach of what Google can index, as well as from where companies like iFood or Rappi can deliver. Basically, offline businesses are missing out on new digital distribution opportunities and, therefore, big cash.
In the United States and Europe, companies like Google and Uber scrape data from online directories in order to power their platforms. But this process works differently in Latin America. A small business’ chance of showing up in Google’s index is a lot slimmer, because most businesses are still offline in growing economies. Dataplor first launched in Mexico and bootstrapped its way into Brazil — an aggressive move for a young company due to Brazil’s competitive startup scene and Spanish-Portuguese language barriers. Dataplor says it will expand to Chile, Peru and Colombia in 2019.
Michener tested the minimum viable product by literally going on Craigslist Mexico City and sending money over PayPal to people willing to go out and gather data about small businesses. Turns out there was some traction.
What happens when all the businesses in Latin America are online? Dataplor plans to make money by licensing its data; but there’s another component to the equation. Dataplor is building a relationship with these businesses. Google will pay to know when a menu changes, hours of operation shift or a restaurant goes out of business.
Dataplor’s tech stack could pique interest for any company that wants a hand in the digitization of growing markets. Now that they’ve built a playbook for Explorer logistics, that operational piece of their business may be interesting to companies like Google, Apple and Uber too.
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DoorDash CEO Tony Xu announced via Twitter that the company will be changing its model for compensating Dashers (a.k.a. DoorDash drivers and other delivery people).
The company faced criticism this year for its payment policies. Under the current system, a Dasher’s payment consists of a $1 base from DoorDash, the customer’s tip and — when the first two items fall below the guaranteed minimum — an additional payment boost from DoorDash.
In other words, although DoorDash insists that Dashers get to keep 100% of their tips, it starts to look like those tips are being used to subsidize payments that would otherwise come from DoorDash. (Instacart has been criticized and sued for similar practices, leading to a CEO apology and policy changes.)
Xu has defended this approach in the past. For example, when the company announced raising a $400 million round shortly after the controversy broke, he said the system was tested “not in a quarter, not in a month, but tested for months” before being implemented in 2017.
However, the issue didn’t go away. Last month, DoorDash tried to address it — not by changing the system, but by offering more transparency.
4/ Going forward, we’re changing our model – the new model will ensure that Dashers’ earnings will increase by the exact amount a customer tips on every order. We’ll have specific details in the coming days.
— Tony Xu (@t_xu) July 24, 2019
In his recent tweets, Xu insisted that the company designed the system “to prioritize transparency, consistency of earnings, and to ensure all customers get their food as fast as possible.” However, he acknowledged that DoorDash “didn’t strike the right balance.”
“We thought we were doing the right thing by making Dashers whole when a customer left no tip,” he said. “What we missed was that some customers who did tip would feel like their tip did not matter.”
So Xu said DoorDash will be changing that model. The company isn’t releasing all the details yet, but the key change is that “Dashers’ earnings will increase by the exact amount a customer tips on every order.”
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Fintech startup Revolut announced changes to its business accounts this week. The good news is that if you were thinking about trying Revolut for your business needs, it’s now cheaper to get started. But there are some limits.
While Revolut is better known for its regular consumer accounts that let you receive, send and spend money all around the world, the company has been offering launched business accounts for a couple of years.
The main advantage of Revolut for Business is that you can hold multiple currencies. If you work with clients or suppliers in other countries, you can exchange money and send it to your partners directly from Revolut’s interface.
The company also lets you issue prepaid corporate cards and track expenses. Revolut for Business also has an API so you can automate payments and connect with third-party services, such as Xero, Slack and Zapier.
None of this is changing today. Revolut is mostly tweaking the pricing structure.
Previously, you had to pay £25 per month to access the service with a £100,000 top-up limit per month. Bigger companies had to pay more to raise that ceiling.
Now, Revolut is moving a bit more toward a software-as-a-service approach. Instead of making you pay more to receive and hold more money, you pay more as your team gets bigger and you use Revolut for Business more intensively.
The basic plan is free with two team members, five free local transfers per month and 0.4% in foreign exchange fees. If you want to add more team members or initiate more transfers, you pay some small fees.
If you were paying £25 before, you can now top up as much money as you want in your Revolut account, but there are some limits when it comes to team members (10), local transfers (100 per month) and international transfers (10 per month, interbank exchange rate up to £10,000).
Once again, going over the limits doesn’t necessarily mean that you need to change to a new plan. You’ll pay £0.20 per extra local transfer, £3 per extra international transfer, etc.
Here’s a full breakdown of the new plans:
If you’re a freelancer, there’s now a free plan. You’ll pay 0.4% on foreign exchange and £3 per international transfer, but there’s no top-up limit anymore.
Similarly, the old £7 plan for freelancers has been replaced by a new £7 plan that removes the limit on inbound transfers but adds some limits on transfers.
It’s good news if you’re a small customer. But if you vastly exceed the transfer limit in one of the categories, you might pay more than before. With this change, the company wanted to make Revolut for Business more accessible instead of making small customers subsidize bigger customers with high entry pricing.
Existing customers can switch to a new plan starting today. Revolut plans to switch everyone to the new plans on October 1st, 2019.
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LIV, a Prague-based company that wants to make VR gaming more fun to watch, and in turn bring players and spectators closer together, has picked up $1 million in funding. That’s a pretty modest raise as far as ambitious upstarts go — and LIV is certainly ambitious. However, the list of backers includes noteworthy names, such as the founder of Oculus (and designer of Oculus Rift), Palmer Luckey.
Other investors in LIV include Jaroslav Beck, CEO and co-founder of Beat Games (the studio behind VR streaming hit Beat Saber); early-stage VC Seedcamp; accelerator Techstars; Prague’s Credo Ventures; VR company VIVE; and mixed reality production specialist Splitverse.
Founded in 2016, LIV is betting on the premise that VR gaming represents an entirely new platform, and it is new platforms with nascent ecosystems where the biggest opportunities lie. Furthermore, while the watching of video game live streams shows no signs of abating — made popular via sites such as Twitch — the spectator experience hasn’t transitioned very gracefully to VR.
“Creating content in VR is incredibly hard, there are no tools for it, and no shareable content form factor that conveys the experience of being in VR,” says LIV co-founder AJ Shewki, who was previously a competitive gamer under the moniker “Dr Doom.”
“LIV empowers developers and content creators to grow their audience through shareable VR content. Developers integrate our SDK, and content creators are then able to create content with those games and experiences using the LIV App. The content format is called ‘Mixed Reality Capture’ (MRC).”
The “Mixed Reality Capture” experience is inevitably best watched rather than conveyed through the written word (you can see an example below). However, what MRC essentially does is inject a live video or, alternatively, a 3D avatar of the player’s body, inside the video game stream so spectators experience not only what the player sees (the classic VR first-person perspective) but can also follow the “real-world” movements the player makes to execute moves within the game. As a player moves their arms, for example, their avatar can be seen replicating the same moves based on sensor data pulled from the VR gear the player is wearing.
It is this ability to closely watch and potentially learn from the best players that has made video game streaming so popular. But, argues Shewki, the move to VR was initially a backwards step in this regard, as it required additional technology to close the gap between player and spectator.
“The LIV App gives streamers the tools to broadcast themselves as themselves, or as their favourite avatars, inside any of the 100s of games that we support. We support hundreds if not thousands of avatars, including the popular Japanese VRM avatar format,” says Shewki.
“The LIV App also brings utilities like stream chat, stream alerts, scene controls and camera controls natively into the headset using our proprietary 3D overlay system, built specifically with performance in mind (which in VR is already a scarce resource). The LIV SDK is integrated by developers to get their games LIV-ready. We support Unity, Unreal as well as custom engines, and have done integrations with all of them.”
Longer term, Shewki says he wants LIV to not only enable a better live-streaming experience but to evolve into what the company is describing as a “real-time audience interaction platform” for VR streamers and games developers. The thinking here is that spectators of VR can also become participants beyond the simple chatroom experience that exists today.
Dubbed “LIV Play” and targeting a closed alpha release by the end of the year, the idea is to give audiences the ability to influence what happens in-game and in real time, such as purchasing health potions when a player most needs them or spawning extra monsters when they least expect it.
“Our hypothesis was: If we give viewers more engaging ways to participate, as opposed to what you have today with chat, polls and donations, they will,” explains Shewki. “We ran experiments with Beat Saber where we let audiences replace cubes with bombs and do more fun donations. Our experiment results over 120 days were incredible. Week 1 and 2: 700% higher revenue/minute through higher engagement. It petered out to 300% higher rev/min at 120 days, where it’s stayed.”
In other words, take the same monetisation approach that we have seen in games like Fortnite and apply it to the audience side of live-gaming spectatorship. “Creativity is our only limit here,” enthuses Shewki.
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