Sony will now pay researchers up to $50,000 to hack the PS4

Think you’ve found a way to consistently brick someone’s PS4, or make it run code that it shouldn’t? Sony wants to know — and now they’re willing to pay.

This morning Sony announced that it’s opening its bug bounty program to the public, and will pay for newly discovered bugs and exploits that impact either the PlayStation 4 or their online PlayStation Network.

Sony is pretty explicit about what kind of bugs they’re looking for: anything that hits “the PlayStation 4 system, operating system, accessories” in its current and/or beta form, or that impacts any of a handful of PlayStation Network domains/APIs. Tactics like socially engineering Sony employees or DDoSing their servers, meanwhile, aren’t allowed.

Bugs found in the PlayStation Network will have base bounties of $100-$3,000 or more (depending on severity), while critical bugs found related to the PS4 itself will pay upwards of $50,000. You can see Sony’s breakdown, including what’s in/out of the program’s scope, right here.

(Note the focus on PlayStation 4. Finding a new way to break the ol’ PS2 is cool and all, but Sony won’t be dishing out any money for it.)

In a blog post announcing the bug bounty program, Sony notes that they’ve actually been running this program quietly with a handful of researchers for a while now — today, though, they’re opening it up to anyone with the skill and interest. The program’s HackerOne page says Sony has already paid out over $170,000 to researchers, with an average bounty of around $400.

Microsoft launched a similar bug bounty program for Xbox Live earlier this year.

Source: Tech Crunch

Hoxton Ventures’ partners assess Europe’s early-stage landscape

Hoxton Ventures, a London-based early-stage VC firm best known for backing British unicorns Babylon Health, Darktrace and Deliveroo, announced its second fund last week, coming in at just under $100 million.

The firm’s self-proclaimed strategy is to seek out startups that can scale globally into “large, category-defining leaders” in nascent industries — A strategy that appears to be bearing fruit.

However, although fund two is twice the size of the firm’s $40 million debut fund back in 2013 (when new VC firms in Europe were still seen as a novelty), Hoxton struggled somewhat to close a new fund. Despite having the highest ratio of unicorns to investments in Europe, according to Dealroom, it took more than four years to get fund two over the line, leaving many VC watchers scratching their heads.

To find out exactly what happened and to learn more about Hoxton’s strategy going forward, I put questions to founding partners Rob Kniaz and Hussein Kanji — Fidelity and Accel alums, respectively — and new partner and chief operating officer Rob Ludwig. The conversation that followed was refreshingly candid, providing valuable insights into the state of early-stage venture capital in Europe and what it takes to get funded by an outlier VC like Hoxton.

It’s seven years since you announced your debut fund, which I remember at the time was considerably harder to raise than you had perhaps envisaged. However, despite having three unicorns in fund one, this second fund also appears to have taken a long time to get over the line. Why was that?

Hussein Kanji: I see you’re not taking it easy on us. Good question. Fundraising is our Achilles’ heel.

We did our final closing in November 2014 (not widely reported) and did the majority of this fund’s closing in January/February 2019. That’s a little more than a four-year gap, meaning we’re a year (maybe two) past due. That goes to a combination of two things: we are terrible fundraisers and we had a really awkward experience with the European Investment Fund, which set us back by at least a year.

Rob Kniaz: Yes, sadly EIF denied this publicly but they discontinued new fund relationships in the U.K. after Article 50 triggered, so that cost us a significant amount of time due to the length of their process. By that time we had other commitments that had timed out so we probably had and then lost then reraised nearly half of what we eventually raised.

Source: Tech Crunch

Crypto Startup School: The legal and fundraising implications of crypto tokens

Editor’s note: Andreessen Horowitz’s Crypto Startup School brought together 45 participants from around the U.S. and overseas in a six-week course to learn how to build crypto companies. Andreessen Horowitz partnered with TechCrunch to release the online version of the course. 

The final week of a16z’s Crypto Startup School kicks off with former Coinbase Chief Legal Officer Brian Brooks discussing “Token Securities Frameworks and Launching a Network.” Brooks starts off calling crypto the “most perfect intersection of tech and finance,” but he cautions that crypto builders must navigate traditional financial-services regulatory structures.

This takes on special importance because tokens, the native assets of crypto networks, can be deemed securities by regulators, making them illegal to list on exchanges and subject to disclosures and other legal requirements.

Brooks explains the four-part Howey test, the Supreme Court ruling that has come to define when a given transaction is a securities transaction. Because crypto is still relatively new, however, the path to legality is still developing.

In the meantime, the crypto industry has created the Crypto Rating Council, a new tool to objectively rate tokens and gauge their risk of being deemed securities. Broadly, the tokens that carry the most risk of being labeled securities are those issued before a crypto network is fully decentralized, and while the actions of the management team remain critical to a network’s success. (Bitcoin, for example, is not a security, because it is completely decentralized and there is no core management team.)

Brooks introduces some promising new regulatory paths for crypto including membership models — similar to cooperatives or mutuals — in which token holders agree to only sell the token to other members of the network, avoiding a secondary sales market and thus steering clear of securities issues. While this model hasn’t been tested with the SEC, it has a long track record in other industries and bears further study.

In the final video of the program, former a16z partner and Mediachain co-founder Jesse Walden discusses “Fundraising and Deal Structure” for crypto startups. During early product development, crypto startups can raise traditional venture capital through equity, which allows for the most alignment between founders and investors.

Then, unlike a traditional startup, a crypto startup can invite its user base to participate in ownership and operation via the disbursement of tokens, once the core founding team has found product-market fit and established a viable network. This aligns incentives among the network, its users, the core team, and venture investors. Issuing tokens dilutes the stakes of the core team and early investors, but this is a desirable outcome because incentivizing more participants increases the chances that a network will grow. This leads to a larger pie overall for investors to share.

Walden also discusses Network Monetary Policy, citing Bitcoin, with its guaranteed limit of 21 million tokens, as having a fixed, deflationary supply policy. Other networks may be inflationary, with no ceiling on token amount, thereby perpetually diluting founders and early investors.

A perpetually dilutive system can nonetheless be productive for token holders due to staking, or the process of holders contributing to the operation of the network, which pays off in newly minted tokens for stakers and the retention of their ownership stakes.

See the videos from all six weeks of Crypto Startup School.

Source: Tech Crunch

Dell’s debt hangover from $67B EMC deal could put VMware stock in play

When Dell bought EMC in 2016 for $67 billion it was one of the biggest acquisitions in tech history, and it brought with it a boatload of debt. Since then Dell has been working on ways to mitigate that debt by selling off various pieces of the corporate empire and going public again, but one of its most valuable assets remains VMware, a company that came over as part of the huge EMC deal.

The Wall Street Journal reported yesterday that Dell is considering selling part of its stake in VMware. The news sent the stock of both companies soaring.

It’s important to understand that even though VMware is part of the Dell family, it runs as a separate company, with its own stock and operations, just as it did when it was part of EMC. Still, Dell owns 81% of that stock, so it could sell a substantial stake and still own a majority the company, or it could sell it all, or incorporate into the Dell family, or of course it could do nothing at all.

Patrick Moorhead, founder and principal analyst at Moor Insights & Strategy thinks this might just be about floating a trial balloon. “Companies do things like this all the time to gauge value, together and apart, and my hunch is this is one of those pieces of research,” Moorhead told TechCrunch.

But as Holger Mueller, an analyst with Constellation Research, points out, it’s an idea that could make sense. “It’s plausible. VMware is more valuable than Dell, and their innovation track record is better than Dell’s over the last few years,” he said.

Mueller added that Dell has been juggling its debts since the EMC acquisition, and it will struggle to innovate its way out of that situation. What’s more, Dell has to wait on any decision until September 2021 when it can move some or all of VMware tax-free, five years after the EMC acquisition closed.

“While Dell can juggle finances, it cannot master innovation. The company’s cloud strategy is only working on a shrinking market and that ain’t easy to execute and grow on. So yeah, next year makes sense after the five year tax free thing kicks in,” he said.

In between the spreadsheets

VMware is worth $63.9 billion today, while Dell is valued at a far more modest $38.9 billion, according to Yahoo Finance data. But beyond the fact that the companies’ market caps differ, they are also quite different in terms of their ability to generate profit.

Looking at their most recent quarters each ending May 1, 2020, Dell turned $21.9 billion in revenue into just $143 million in net income after all expenses were counted. In contrast, VMware generated just $2.73 billion in revenue, but managed to turn that top line into $386 million worth of net income.

So, VMware is far more profitable than Dell from a far smaller revenue base. Even more, VMware grew more last year (from $2.45 billion to $2.73 billion in revenue in its most recent quarter) than Dell, which shrank from $21.91 billion in Q1 F2020 revenue to $21.90 billion in its own most recent three-month period.

VMware also has growing subscription software (SaaS) revenues. Investors love that top line varietal in 2020, having pushed the valuation of SaaS companies to new heights. VMware grew its SaaS revenues from $411 million in the year-ago period to $572 million in its most recent quarter. That’s not rocketship growth mind you, but the business category was VMware’s fastest growing segment in percentage and gross dollar terms.

So VMware is worth more than Dell, and there are some understandable reasons for the situation. Why wouldn’t Dell sell some VMware to lower its debts if the market is willing to price the virtualization company so strongly? Heck, with less debt perhaps Dell’s own market value would rise.

It’s all about that debt

Almost four years after the deal closed, Dell is still struggling to figure out how to handle all the debt, and in a weak economy, that’s an even bigger challenge now. At some point, it would make sense for Dell to cash in some of its valuable chips, and its most valuable one is clearly VMware.

Nothing is imminent because of the five year tax break business, but could something happen? September 2021 is a long time away, and a lot could change between now and then, but on its face, VMware offers a good avenue to erase a bunch of that outstanding debt very quickly and get Dell on much firmer financial ground. Time will tell if that’s what happens.

Source: Tech Crunch

Instagram expands its TikTok clone ‘Reels’ to new markets

Instagram is expanding its TikTok competitor known as “Reels” to new markets, following its launch last year in Brazil. Starting today, Instagram is rolling out further access to Reels in France and Germany, allowing users to record short, 15-second video clips set to music or other audio, then share them on the platform where they have the potential to go viral.

The Reels feature is similar to TikTok in that it presents a set of editing tools that make it easier to film creative videos. At launch, for example, Reels offered a countdown timer, the ability to adjust the video’s speed, and other effects.

The company learned from its early tests in Brazil and has since rethought key aspects to the Reels experience.

Before, Reels were meant to be shared only within Instagram Stories. But the Instagram community said they wanted the ability to share Reels with followers and friends in a more permanent way, and also have the opportunity to expand that distribution more broadly if desired.

In addition, the community said they wanted a dedicated space where they could easily compile Reels and watch other people’s Reels.

With the expansion in Germany and France, Instagram has moved Reels to a dedicated space on the user Profile and in Explore — the latter for public accounts — so people can share with a new audience and share on their Instagram Feed, a company spokesperson tells TechCrunch.

These changes offer the chance for more exposure for both Reels and their creators, as Reels becomes more of a destination in the app — like the Stories row is today, for instance.

Reels are not Facebook’s first attempt at challenging TikTok’s growing popularity.

The Instagram parent company had previously launched short-form video app Lasso, but it has so far failed to gain significant traction. With Reels, however, Instagram is able to tap into its existing base of creators and leverage users’ familiarity with its video editing tools.

The challenge for Reels is in getting Instagram users to create a different type of content than they do today in Feed posts and in Stories. Those video tend to be more personal in nature — like clips from someone’s day or a vlog, for example. Meanwhile, more professional creator content has been relocated to IGTV.

TikTok videos, on the other hand, tend to be rehearsed and choreographed. Users learn a dance, perform a trick, make jokes, lip-sync to songs or audio, or replicate a popular meme in their own way. These videos are not typically off-the-cuff, as on Instagram. Encouraging this content requires a different editing tool set and workflow, which is what Reels offers.

Instagram didn’t say when it plans to roll out Reels globally or when it expects to bring the product to the U.S., but says the further expansion will allow the company to continue to build on the existing experience and evolve the product.

Source: Tech Crunch

Plaid’s Zach Perret: ‘Every company is a fintech company’

The fintech revolution is just getting started.

At least that’s the impression we got after a conversation with Plaid co-founder Zach Perret. He appeared on Extra Crunch Live last week to talk about his company’s announced exit to Visa and the larger fintech landscape.

Perret and Plaid announced a deal to sell the company to Visa earlier this year for $5.3 billion, a transaction that highlighted the company’s central position in the fintech world. Plaid provides APIs that link consumer bank accounts to apps and other financial services, making it the connective tissue of the fintech boom.

It’s probably no surprise, then, that Perret is bullish: “You’ve heard it a million times, but the quote of software eating the world [is true], and my corollary to that is [that] every company is a fintech company. And certainly every financial services company should be a fintech company.”

He said there’s lots of room left for fintech and finservices companies to create new products, which is not a bad view of the future if you want to be cheered up. Perret also noted that there are widespread opportunities for fintech companies to help underbanked people in the U.S. and abroad, which indicates a massive, untapped total addressable market.

To make sure you can take your own notes, we’ve included the full session below and excerpted a few passages from the transcript. (You can sign up for Extra Crunch here if you need access.)

Zach Perret

First up, here’s the full call:

Source: Tech Crunch

Twitter hides Trump tweet threatening protesters with ‘serious force’

Twitter took its latest action on content from President Trump Tuesday, again hiding a threat of state violence behind a warning label and appending it with a notice.

Trump’s latest offending tweet declared “There will never be an ‘Autonomous Zone’ in Washington, D.C., as long as I’m your President. If they try they will be met with serious force!” The tweet follows a clash between protesters and law enforcement Monday night in Lafayette Square near the White House.


Twitter says the tweet violated its rules prohibiting threats of harm against groups of people, a form of “abusive behavior” on the social network. The company said that it will allow the tweet to remain up, though has restricted the ability of users to interact with it, including likes, replies and retweets without comment.

On Monday, Twitter declined to act on a different tweet from the president that made false claims about mail-in voting and the “RIGGED 2020 ELECTION.” That tweet was not specific enough to cross the line for breaking platform rules around election integrity—a policy we’ll certainly be hearing more about.

In recent weeks, the president has frequently derided the city of Seattle for allowing protesters to create a police-free area, returning to the topic to stoke fear and anger within his political base. After police abandoned a station in the Capitol Hill neighborhood, Seattle demonstrators moved into the area declaring it an “autonomous zone.” The autonomous zone—and the president’s latest threat—grew out of national civil rights protests against police brutality and racist violence after Minneapolis police killed George Floyd late last month.

Today’s tweet is the latest in what may become many examples of Twitter enforcing its platform rules against the president. In the past, the company rarely acted to enforce its policies on tweets from high profile U.S. politicians, Trump included.

Over the last month, Twitter shifted to a much more active approach to its moderation responsibilities for political figures. In late May, Twitter ignited a political firestorm when it flagged two of the president’s tweets making false claims about vote-by-mail systems in California, leading to a retaliatory executive order from Trump days later. In the early days of the George Floyd protests, the company hid another tweet from the president that threatened lethal violence against protesters.

Source: Tech Crunch

Apple’s software updates give a glimpse of software in a COVID-19 era

Apple is responding to the COVID-19 crisis with a range of new features across its software platforms. Some are intended to directly combat the threat of the novel coronavirus, as with Apple Watch’s new handwashing feature. Other updates can be seen in a new light in the COVID-19 era. For example, your Apple Watch can track your TikTok dances as a “workout,” now that you’re not going to the gym. A new sleep feature pushes you to get more rest. Apple Maps has also added a dedicated cycling feature and can show you where to find hiking trails.

While many of the new features are more reactive in nature, the handwashing timer for Apple Watch aims to directly impact consumer behavior for the better.

Today, many people still don’t know how long to wash their hands or how to properly scrub them to reduce the spread of germs. Apple Watch wearers will get a push in the right direction, however. The new feature arriving in watchOS 7 later this year will be able to detect when hand washing has begun, using machine learning models that detect the motion of the Watch wearer’s hands. It will also use audio to confirm the sounds of water running or bubbles squishing.

Image Credits: Apple


This will make the Apple Watch the first to offer a handwashing detection feature.

As the wearer washes their hands, a countdown timer will appear on the watch face so you’ll know how long to watch. This will also use haptics and sounds to encourage you to continue, almost gamifying the experience. The device will also offer a little coaching along the way and will even push you to finish washing if you’ve stopped.

The feature is small but could have a notable impact on consumer behavior.

Image Credits: Apple

The Apple Watch will also push users to care about other aspects of their health and wellness. While that’s always been a key area of interest for Apple’s wearable platform, being healthy takes on a new level of importance in the COVID-19 era.

For instance, a new sleep tracking function for Apple Watch, does more than count your zzz’s. It also helps users meet their sleep duration goals by allowing you to set both a bedtime and the time you want to wake up. The sleep tracking feature works in conjunction with iOS 14’s new “Wind Down” functionality, which will begin to minimize distractions ahead of your bedtime.

A calmer, notification-free home screen displays in the evenings so you can begin to transition from your wakeful, busy hours to a calmer, more relaxed state.

Wind Down shortcuts help you start to relax with quiet music or content from a meditation app.

At bedtime, your iPhone screen dims and your Apple Watch goes into sleep mode, turning the screen off. You can wake it with a tap if you want to check the time on a simple face.

As you sleep, the Watch uses machine learning to track your movements, even the rise and fall of your breath, to determine how you’re sleeping. You can later view your sleep trends, based on this tracking, in the Apple Health app.

In the morning, you can choose to wake up to a haptic vibration on your wrist, instead of a more jarring audible alarm. This could help you wake up without disturbing your partner who may still be sleeping in.

Image Credits: Apple under a license.

Though Apple didn’t reference COVID-19 by name when introducing its new Apple Watch sleep tracking features, the company briefly noted that sleep is useful in “keeping you healthy.”

Other aspects where Apple addressed the COVID-19 crisis aren’t perhaps as obvious.

Apple Watch’s addition of “dance” as a Workout type in watchOS 7 could have been dreamed up for tracking cardio exercise classes, like Zumba. But today, it feels like a nod to all those Instagram Live DJ parties happening as people sheltered in place under government lockdowns. Or even an acknowledgement of how many users are “working out” by practicing the latest TikTok dance at home.

Image Credits: Apple

Meanwhile, Apple Maps was due to get cycling directions as part of its upgrade. But the way Apple designed its new biking feature is one that seems to understand that many people will reduce their reliance on public transit for years to come in favor of other transportation options.

And they’ll want more than just directions and route time.

Image Credits: Apple

Starting in major markets — New York, Los Angeles, San Francisco, Shanghai, and Beijing — Apple Maps users will not only be able to calculate a biking route, but will be also see other aspects of that trip, like elevation changes or if there are bikes lanes available.

Image Credits: Apple

The feature will even suggest if the biker should take a flight of stairs to save themselves time. And bikers can search for and add places optimized for cyclists, like bike repair shops, then place those on their route.

Then there is Apple Maps’ new “Guides” feature, largely a way to combat Google Maps’ Explore, powered by Google’s vast business data. Here, Apple has partnered with AllTrails to add information on hiking, at a time when outdoor activities have become one of the only ways we can safely entertain ourselves without fear of catching the virus.

In another response the COVID-19 crisis, Apple has added the option for users to customize their Memoji — their personalized emoji — with face coverings, like a mask.

Though a minor tweak, the option gives users a chance to display their character as a mask wearer, which could help to destigmatize the idea of mask wearing in a market like the U.S. where it isn’t yet part of the cultural norm.

There was also a hint of how Apple understands the changes being wrought by COVID-19 in what it didn’t announce.

For example, Apple has been focused in recent years on addressing the growing criticism around the addictiveness of its iPhone device and its apps that constantly clamor for attention. It introduced a Screen Time platform in 2018 to allow iPhone owners to schedule time away from their devices, set limits on app usage, and more for either themselves or their kids. Last year, it expanded parental controls to limit who kids could call and FaceTime, and when, as part of this Screen Time system. It offered a way to more easily silence notifications. 

This go around, the concept of “too much screen time” is nowhere to be found.

This aligns with the choices consumers have made during COVID-19. According to App Annie, the global daily time spent per user on mobile increased 20% to 4 hours 20 minutes in April 2020 from 2019.

And as the pandemic rages, many parents have long since given up on reducing their kids’ screen time, as well.

Apple made no mention of upgrades in this area during its keynote. In fact, it presented device owners with a solution that’s more reflective of where we are now: with so many apps and games cluttering our iPhone, we can’t even find the ones we want anymore. The new iOS 14 user interface with its App Library and widgeting system is designed for a time when we’re using a lot of apps, not trying to distance ourselves from them. And Apple is here to accommodate that need.

Source: Tech Crunch

What went wrong with Quibi?

Two months after Quibi’s high-profile launch as a short-form mobile-native TV app led by Jeffrey Katzenberg and Meg Whitman, it is evident the startup is greatly underperforming relative to the hundreds of millions of dollars already spent on content and marketing. 

According to a Wall Street Journal report, “daily downloads peaked at 379,000 on its April 6 launch day but didn’t exceed 20,000 on any day in the first week of June, according to Sensor Tower.” The article says Quibi is on pace for just 2 million subscribers by year-end, from its predicted 7.2 million. Most of the current subscriber base is on free trials, so even just maintaining the current pace of subscriber growth for several more months will be challenging. Quibi hasn’t released any of its own stats on subscribers, which it almost certainly would do to combat the negative perception among investors and press, if the stats showed a lot of traction.

I argued in 2018 that Facebook should turn its IGTV into a Quibi competitor, and I continue to believe there’s untapped opportunity for premium, mobile-native storytelling apps. So what went wrong with Quibi? There appear to have been four key mistakes:

  1. Miscalculating the risk of launching during the COVID-19 lockdown.
  2. Failing to see the central role of interactivity in mobile-native entertainment.
  3. Creating misaligned financial incentives with the wrong content partners.
  4. Launching Quibi like a movie instead of like a startup.

    Source: Tech Crunch

Stacy Brown-Philpot is stepping down as CEO of TaskRabbit

TaskRabbit CEO Stacy Brown-Philpot announced today that she is stepping down from her role at the freelance labor marketplace.

Brown-Philpot joined TaskRabbit seven years ago as the company’s chief operating officer and was promoted to CEO in the spring of 2016. In the fall of 2017, the company was acquired by Ikea for undisclosed financial terms in a stock deal and has continued to operate independently as a subsidiary of the company.

Brown-Philpot, who began her career in investment banking at Goldman Sachs, previously spent nearly nine years in a variety of roles at Google, beginning as a sales director, later managing a 1,000-person team in India, and leaving as a senior director of global consumer operations.

TaskRabbit has sent us a statement regarding Brown-Philpot, stating in part that, “Under her leadership, TaskRabbit has become a successful global business that is strongly positioned for continued year-over-year growth.” The company adds that she will remain in the role until August 31 as it conducts a search for a new CEO.

Brown-Philpot, who is among a small number of Black women who have led tech companies as chief executive — others include former Xerox CEO Ursula Burns and Zoox CEO Aicha Evans — told the New York Times in an interview earlier today that she made plans to leave the company before global protests erupted roughly one month ago in reaction to the killing of George Floyd by Minneapolis police.

She suggests that they have impacted her deeply nonetheless, telling the outlet, “Every time somebody asks me how I’m doing, I process either consciously or subconsciously some form of racism that I’ve experienced. It’s torn apart families and communities. I’m just deeply frustrated by it all.”

Brown-Philpot says she has not yet decided on her next moves quite yet, but will seemingly be busy nonetheless. In addition to board director roles with HP, Nordstrom, and Black Girls Code, she recently agreed to serve as an adviser to a new $100 million fund that SoftBank announced two weeks ago to support companies led by people of color.

TaskRabbit, like many gig-economy companies, has been hard hit by the pandemic, but the company has remained open for business throughout, including connecting “Taskers” with virtual tasks and launching in April Tasks for Good, which connects vulnerable individuals in need with Taskers willing to volunteer their time to help.

In 2018, Brown-Philpot appeared on the “Masters of Scale” podcast, hosted by LinkedIn co-founder Reid Hoffman, and recounted memories from her first job, delivering newspapers on a paper route that she shared with her older brother in their hometown of Detroit.

As she told Hoffman then, “I grew up on the west side of Detroit. It wasn’t the best neighborhood, it wasn’t the worst neighborhood, but people looked out for each other. Of course, later on, things got worse for a lot of people very, very fast, but it was home for me. . . We would deliver the papers in the mornings, and then on the weekends we had to go collect from people. Of course, there were always people who didn’t want to pay, so I had to make sure we got paid.”

As with many business leaders, that early work experience proved formative for her, suggested Brown-Philpot, who said she was about 10 years old at the time.

Some people would see us and it’s like, four degrees outside, and they would just give us that extra dollar. That just meant so much,” she told Hoffman, “because I know it came from people who didn’t have a whole lot of money, but they were proud of us for doing real work, good work, legal work, in a community where a lot of people did illegal work to make money. I think that helped inspire me probably later on, that if you do good work for good people, it’ll pay off.”

Source: Tech Crunch