Former Oracle exec Thomas Kurian to replace Diane Greene as head of Google Cloud

Diane Greene announced in a blog post today that she would be stepping down as CEO of Google Cloud and will be helping transition former Oracle executive Thomas Kurian to take over early next year.

Greene took over the position almost exactly three years ago when Google bought Bebop, the startup she was running. The thinking at the time was that the company needed someone with a strong enterprise background and Greene, who helped launch VMware, certainly had the enterprise credentials they were looking for.

In the blog post announcing the transition, she trumpeted her accomplishments. “The Google Cloud team has accomplished amazing things over the last three years, and I’m proud to have been a part of this transformative work. We have moved Google Cloud from having only two significant customers and a collection of startups to having major Fortune 1000 enterprises betting their future on Google Cloud, something we should accept as a great compliment as well as a huge responsibility,” she wrote.

The company had a disparate set of cloud services when she took over, and one of the first things Greene did was to put them all under a single Google Cloud umbrella. “We’ve built a strong business together — set up by integrating sales, marketing, Google Cloud Platform (GCP), and Google Apps/G Suite into what is now called Google Cloud,” she wrote in the blog post.

As for Kurian, he stepped down as president of product development at Oracle at the end of September. He had announced a leave of absence earlier in the month before making the exit permanent. Like Greene before him, he brings a level of enterprise street cred, which the company needs as it continues to try to grow its cloud business.

After three years with Greene at the helm, Google, which has tried to position itself as the more open cloud alternative to Microsoft and Amazon, has still struggled to gain market share against its competitors, remaining under 10 percent consistently throughout Greene’s tenure.

As Synergy’s John Dinsdale told TechCrunch in an article on Google Cloud’s strategy in 2017, the company had not been particularly strong in the enterprise to that point. “The issues of course are around it being late to market and the perception that Google isn’t strong in the enterprise. Until recently Google never gave the impression (through words or deeds) that cloud services were really important to it. It is now trying to make up for lost ground, but AWS and Microsoft are streets ahead,” Dinsdale explained at the time. Greene was trying hard to change that perception.

Google has not released many revenue numbers related to the cloud, but in February it indicated they were earning a billion dollars a quarter, a number that Greene felt put Google in elite company. Amazon and Google were reporting numbers like that for a quarter at the time. Google stopped reporting cloud revenue after that report.

Regardless, the company will turn to Kurian to continue growing those numbers now. “I will continue as CEO through January, working with Thomas to ensure a smooth transition. I will remain a Director on the Alphabet board,” Greene wrote in her blog post.

Interestingly enough, Oracle has struggled with its own transition to the cloud. Kurian gets a company that was born in the cloud, rather than one that has made a transition from on-prem software and hardware to one solely in the cloud. It will be up to him to steer Google Cloud moving forward.


Source: Tech Crunch

Weather Up’s app can give you forecasts for your calendar events

There are plenty of weather apps to choose from on the App Store, but the newly released Weather Up app is doing something different. Instead of just offering the daily weather, it will now offer Event Forecasts — meaning forecasts that sync with your calendars so you can see what the weather will be for your upcoming appointments and various events.

The feature is customizable, so you don’t have to use it with all your calendars — or even all your events. You can opt to tag specific events in order to show the weather forecast for just those.

Event Forecasts is useful for planning your outdoor activities like the kids’ soccer games, outdoor concerts and more, but also for planning for events you’ll walk to or drive to.

The app itself is not new. It actually began its life last year as Weather Atlas, from Launch Center Pro developer David Barnard. He admits the first version app struggled with retention, so he’s now overhauled it from a usability perspective, based on user feedback and testing.

The revamped app — basically the 2.0 release of Weather Atlas — is now rebranded as Weather Up, as a result of these and other changes, which also includes a new set of cute app icons.

“Apps that don’t take off are often abandoned, but the weather category is just so interesting to me I’m going to keep pushing until I carve out a decent niche. And I think Weather Up is a great step in the right direction,” says Barnard.

He says a lot of time was spent on making the app feel more intuitive — especially in terms of its gestural interface. The new design makes use of the extra vertical space on X-series iPhones and makes most of its buttons and gestures easily accessible from the lower portion of the screen, he says.

Another interesting thing he’s trying in the new app is an in-app Merch Store, which is certainly a first for a weather application — or productivity apps in general, for the most part.

To help with monetization, the store will sell things like shirts, mugs, bags, hats and more emblazoned with the new icons — which Barnard recently showed off on Twitter.

The store is also available on the developer’s website.

The app’s core feature set, of course, is its weather forecasts. In addition to temperature, it also shows humidity and precipitation accumulation, and warns about weather events like thunderstorms, tornadoes, hurricanes and tropical tracks.

As an indie developer, Barnard hopes people will choose his app over others because he vows not to sell user data or even location data to advertisers — even though that would be more profitable, he says.

Weather Up is a free download on the App Store, with a pro feature set available for $9.99/year or $1.99/month.


Source: Tech Crunch

Zuckerberg denies knowledge of Facebook’s work with GOP opposition research firm

Today in call with reporters preceded by a frantic if fairly uneventful distraction-pushing media blitz, Facebook responded to a damning New York Times story published yesterday that cited interviews with more than 50 sources privy to Facebook’s decision making.

The call kicked off with the operator’s suggestion that Facebook is “happy to take a couple of questions on yesterday’s news” but would prefer to focus on what it wants to talk about — namely anything but the New York Times story. Amidst the strategic fluff, Zuckerberg did come out strongly on one thing — denying any knowledge of or involvement in Facebook’s hiring of Definers Public Affairs, a Washington D.C.-based Republican opposition research firm.

“I learned about this reading it in the New York Times yesterday,” Zuckerberg said. “As soon as I read about this… I got on the phone with our team and we’re no longer working with this firm.”

Facebook used Definers Public Affairs to push negative stories about competitors, including plenty to TechCrunch’s own inboxes, including a report on Apple employee’s lopsided Democratic campaign donations and Google’s “lack of cooperation” with the Senate Intelligence Committee hearing. As Recode reported, Definers Public Affairs set up a Silicon Valley shop last year with the explicit goal of courting the Bay Area’s biggest companies for some lucrative “dark arts” mudslinging.

When pressed to answer to who at Facebook was aware that the company had hired the oppo research firm:

“Someone on our comms team must have hired them, in general we need to go through and look at all the relations we have and see if there are more like this.”

Zuckerberg revisited the categorical denial a few times:

“I learned about this yesterday.”

“In general, this kind of firm might be normal in Washington…. but it’s not the kind of firm that Facebook should be working with.”

“This is not the type of work that i want us to be doing so we won’t be doing it.”

“The bottom line here is that as soon as we learned about this, we were no longer working with this firm.”

“As soon as I read it, I looked into if this was the type of firm we wanted to be working with.”

And finally, abdication:

“Look I feel like I’ve answered this question a bunch of times… I’m not sure I have much more to say on that here.”

The notion that the company’s founder and chief executive would be unaware of Facebook’s involvement with the company is… suspect, to put it lightly. It’s a natural assumption that Facebook’s upper echelons would have made the call to begin with, though Zuckerberg stopped just short of making it clear that is was someone else up there, just not him.  Given Sheryl Sandberg’s considerable political savvy, it’s not a stretch to assume that she initiated the contract or at least signed off on it with full knowledge.

As Facebook coalesces around its PR response, at the moment centered around denying that executives at the company interfered with its own investigation into Russian disinformation, Facebook’s leadership returns to a pattern familiar to anyone who so much as glanced at the New York Times report: Delay, Deny and Deflect, indeed.


Source: Tech Crunch

Citrix pays $200M to acquire Sapho, which connects legacy software with ‘micro apps’

As large organizations grapple with adopting modern work practices without throwing out all of their legacy software, a company that works with them is making an acquisition that it hopes will help with that process. Citrix today is announcing that it has acquired Sapho, a startup that develops “micro apps” for legacy software so that workers could use then as they would more modern applications: in the cloud, on mobile and more.

We understand that the acquisition was for around $200 million in an all-cash deal. It’s a good return: Sapho had raised just under $28 million since 2014 from investors that included AME Cloud Ventures, Louie Alsop, Felicis Ventures and more. Including co-founders Fouad ElNaggar and Peter Yared, the whole team of 90 employees, based mainly in the Bay Area and a development office in Prague, will be joining Citrix.

Citrix, for its part, currently has a market cap of about $14 billion and has been seeing a surge of interest under new CEO David Henshall, who has repositioned it from focusing mainly on virtual private networking services to a more hybrid cloud model, following a wider trend in the world of enterprise IT.

Citrix will be bringing on all of Sapho’s existing business and products. The two companies already have a strong overlap in their customer bases, CEO ElNaggar said, and it was in fact several of those customers asking for more integrations with Citrix services that drove Citrix approaching Sapho for this deal.

“The largest companies in the world are using Citrix and have a massive hybrid environment where they need to provide a more engaging set of experiences for their employees,” Tim Minahan, EVP Business Strategy and CMO of Citrix, said in an interview. “It doesn’t mean they will rip everything out and put in new software, and Sappho provides a great way to leverage that infrastructure and make them more insightful in their decision making. We see it as a way to rethink the role that enterprise apps play in their environment.”

Typical tasks that Sapho today provides integrations for by tapping into legacy software include expense reporting, sales software, IT support tickets and HR tasks. It feeds data from these into services like Microsoft Teams, Microsoft Dynamics, Oracle’s EBS, Salesforce and SAP ERP, Workday, Google Drive and more.

Ahead of Citrix buying Sapho we’d heard that IBM and Microsoft had eyed up the company and entered into early talks, underscoring the work Sapho had done, the deals it was winning, and the gap in the market that it was filling.

 


Source: Tech Crunch

Wonder Ventures aims to dazzle L.A. startups with its new seed-stage fund

Dustin Rosen thinks L.A. has a problem, aside from its famously car-choked highways. There aren’t enough investors willing to write small checks.

Why not? The way he sees it, most of the so-called micro venture funds have grown their funds to the size of traditional venture firms, and are making bigger bets as a result. Meanwhile, some of the angel investors that Venice-based Snap was expected to produce have not materialized, owing to the company’s disappointing performance on the public market.

It’s a pitch that has resonated with investors, seemingly. Today, Rosen, whose young firm is called Wonder Ventures, is taking the wraps of a $15 million seed fund, including from Cendana Capital, a fund of funds that has backed many of today’s early-stage firms as they’ve gotten off the round, including Forerunner Ventures, Uncork Capital, and Lerer Hippeau Ventures.

Some traction with a much smaller proof-of-concept fund surely helped, too.

Among the 30 companies already in Wonder’s portfolio are Tala, an L.A.-based company that provides on-demand financing for the underbanked millions using a mobile-first platform (and has now raised more than $100 million altogether). Another promising regional bet: Clutter, a tech-enabled storage company that lets users store extra stuff without leaving their house and that has raised more than $90 million from investors, including Sequoia Capital, GV and Atomico. Wonder was also the first investor in AirMap, an airspace services platform for unmanned aircraft that has now raised more than $43 million from investors, including General Catalyst, M12, and Bullpen Capital.

When did Rosen first connect with these companies and what is he shopping for going forward? We chatted with him earlier this week to learn more.

TC: Tell us a bit more about your background and how you wound up being an investor in L.A.

DR: I lived here until I was five, then grew up in Princeton, New Jersey, went to Wharton, and worked on Wall Street, but hated it. So I wound up at the mailroom, working for William Morris [the talent agency].

TC: Do you mean the actual mailroom, or the Mail Room Fund [a short-lived joint venture fund established 12 years ago by William Morris, Accel, Venrock and AT&T]?

DR: I mean at first I was literally delivering mail, escorting Scarlett Johansson out of the office, doing coffee runs.

TC: Did you want to be a screenwriter? A talent agent?

DR: I wanted to make deals. In fact, when they announced that they were doing the Mail Room Fund, I was the only person who raised my hand. Now, you’d have 100 applications, but a dozen years ago, no one in L.A. knew what VC was.

TC: I can’t remember now how that ended, the Mail Room Fund.

DR. It actually returned money to investors but William Morris merged with Endeavor and they killed it.

TC: Sorry. So after that, you started a company?

DR: Yes, Pose, which was an early mobile shopping application. Mark Suster of Upfront Ventures led my seed round with a $500,000 check. I was really interested in the iPhone and the power of the App Store and Pose was sort of right between Pinterest and Instagram. I wish I’d chosen one path or the other. [Laughs.] [Editor’s note: Pose merged with another L.A-based company, Little Black Bag, in 2013.]

TC: So you decided to launch this proof-of-concept fund four years ago, with how much?

DR: With a couple million dollars. The idea was to fill the angel gap here in L.A., due to the region lacking some of the IPOs the Bay Area has had. It was also becoming clearer that local funds like Greycroft and Upfront and Crosscut and Mucker and Bonfire were all getting bigger [in terms of assets under management] and couldn’t write small checks anymore.

TC: Things have gone well, judging by some of your investments. What size check were you writing with that very small fund, and what size checks will you be writing now?

DR: I was writing checks starting in size from $50,000. That’s what i invested in Clutter before Sequoia came in to lead the Series A and B rounds for the company. With Wonder Ventures II, we’re writing checks of between $250,000 and $500,000 and leading rounds of up to $1 million.

TC: What’s the mandate, exactly?

DR: The mandate is stage and geography focused. Our investors think that L.A. is interesting and want earlier exposure, but they want exposure to a diversity of ideas and industries, not just fintech or enterprise or chip companies.

TC: What do you personally need to see to pull the trigger? Can it be an idea on a paper napkin or do you need more than that?

DR: Half the time, we’ll invest pre-product if we love a space and love a team and think they can execute. The other half of the time, we’re looking for “micro traction,” which can be thousands of dollars a month in revenue but enough accelerating growth that there could be something there.

TC: Who is a natural partner for a firm of Wonder’s size if there aren’t many of you in L.A.?

DR: One co-lead is Amplify.LA, an accelerator with which we work really well. We also work with a lot of angel investors. Say a startup is looking for $750,000. We can provide the $500,000 check and round up the rest from angels.

TC: From where? L.A.-based companies?

DR: People in the L.A. community who’ve come out of Dollar Shave Club or Tinder or Cornerstone OnDemand or Space X.

TC: Or Snap?

DR: I don’t see a lot of capital being redeployed into the ecosystem from Snap. I think a lot of talent came in late and the company [shares were] already marked up.

I am seeing a migration of people from the Bay Area to L.A. — people who are moving for the lifestyle. There’s a community of them, too.

Pictured above: Rosen and associate Abha Nath


Source: Tech Crunch

Canonical plans to raise its first outside funding as it looks to a future IPO

It’s been 14 years since Mark Shuttleworth first founded and funded Canonical and the Ubuntu project. At the time, it was mostly a Linux distribution. Today, it’s a major enterprise player that offers a variety of products and services. Throughout the years, Shuttleworth self-funded the project and never showed much interest in taking outside money. Now, however, that’s changing.

As Shuttleworth told me, he’s now looking for investors as he looks to get the company on track to an IPO. It’s no secret that the company’s recent re-focusing on the enterprise — and shutting down projects like the Ubuntu phone and the Unity desktop environment — was all about that, after all. Shuttleworth sees raising money as a step in this direction — and as a way of getting the company in shape for going public.

“The first step would be private equity,” he told me. “And really, that’s because having outside investors with outside members of the board essentially starts to get you to have to report and be part of that program. I’ve got a set of things that I think we need to get right. That’s what we’re working towards now. Then there’s a set of things that private investors are looking for and the next set of things is when you’re doing a public offering, there’s a different level of discipline required.”

It’s no secret that Shuttleworth, who sports an impressive beard these days, was previously resistant to this, and he acknowledged as much. “I think that’s a fair characterization,” he said. “I enjoy my independence and I enjoy being able to make long-term calls. I still feel like I’ll have the ability to do that, but I do appreciate keenly the responsibility of taking other people’s money. When it’s your money, it’s slightly different.”

Refocusing Canonical on the enterprise business seems to be paying off already. “The numbers are looking good. The business is looking healthy. It’s not a charity. It’s not philanthropy,” he said. “There are some key metrics that I’m watching, which are the gate for me to take the next step, which would be growth equity.” Those metrics, he told me, are the size of the business and how diversified it is.

Shuttleworth likens this program of getting the company ready to IPO to getting fit. “There’s no point in saying: I haven’t done any exercise in the last 10 years but I’m going to sign up for tomorrow’s marathon,” he said.

The move from being a private company to taking outside investment and going public — especially after all these years of being self-funded — is treacherous, though, and Shuttleworth admitted as much, especially in terms of being forced to setting short-term goals to satisfy investors that aren’t necessarily in the best interest of the company in the long term. Shuttleworth thinks he can negotiate those issues, though.

Interestingly, he thinks the real danger is quite a different one. “I think the most dangerous thing in making that shift is the kind of shallowness of the unreasonably big impact that stock price has on people’s mood,” he said. “Today, at Canonical, it’s 600 people. You might have some that are having a really great day and some that are having a shitty day. And they have to figure out what’s real about both of those scenarios. But they can kind of support each other. […] But when you have a stock ticker, everybody thinks they’re having a great day, or everybody thinks they’re having a shitty day in a way that may be completely uncorrelated to how well they’re actually doing.”

Shuttleworth does not believe that IBM’s acquisition of its competitor Red Hat will have any immediate effect on its business, though. What he does think, however, is that this move is making a lot of people rethink for the first time in years the investment they’ve been making in Red Hat and its enterprise Linux distribution. Canonical’s promise is that Ubuntu, as well as its OpenStack tools and services, are not just competitive but also more cost-effective in the long run, and offer enterprises an added degree of agility. And if more businesses start looking at Canonical and Ubuntu, that can only speed up Shuttleworth’s (and his bankers’) schedule for hitting Canonical’s metrics for raising money and going public.


Source: Tech Crunch

SpaceX gets FCC approval to add 7,518 more satellites to its Starlink constellation

SpaceX’s application to add thousands of satellites to its proposed Starlink communications constellation has been approved by the FCC, though it will be some time before the company actually puts those birds in the air.

Starlink is just one of many companies that the FCC gave the green light to today at its monthly meeting. Kepler, Telesat, and LeoSat also got approval for various services, though with 140, 117, and 78 satellites proposed respectively, they aren’t nearly as ambitious in scale. Several others were approved as well with smaller proposals.

SpaceX officially applied to put these 7,518 satellites into orbit — alongside the already approved 4,409 — back in March of 2017. Last month the FCC indicated it planned to approve the request by circulating a draft order (PDF) to that effect, which it today made official.

These satellites would orbit at the extremely low (for satellites) altitude of around 340 kilometers — even lower than the 550-kilometer orbit it plans to put 1,584 satellites in from the other group.

Low orbits decay quickly and satellites may only last a couple years before they burn up. But being closer to the Earth also means that latency and required power for signals is considerably lower. It requires more satellites to cover a given area, but if managed properly it’ll produce a faster, more reliable connection or augment the system in areas where demand is high. Since SpaceX has only launched two test satellites so far, this is more or less theoretical, though.

The satellites would also be using V-band radio rather than the more common Ka/Ku band often employed by this general type of service, which as it points out will keep those popular bands unclogged as satellite numbers multiply.

Launches of the new system should begin some time next year if the new management at Starlink wants to keep their jobs. It would take quite a long time to get enough satellites into orbit that the service would work even in barebones fashion, but it isn’t bad going from idea to minimum viable product in a handful of years, when that MVP has to be hundreds of satellites actually in space.

You might be wondering whether this all will produce rather a lot of trash in orbit, since all these launches and the satellites themselves produce waste of various kinds. Well, SpaceX is one of the good ones here, as not only is it pursuing reusable first stages instead of having them float off and break up, but low orbit satellites like these are the least likely to clutter space. Rocket Lab, which just raised $140 million after sending up its own first commercial mission to space, is also very focused on this problem.

The FCC is, for some reason, one of the major authorities on orbital debris, and is currently looking at revising its rules.

“It’s been over a decade since we last reviewed our orbital debris rules, and in that time, the number of satellites in use has increased dramatically,” said FCC Chairman Ajit Pai in a statement accompanying the news. “So it’s high time for the Commission to take up this important topic once again.”

Commissioner Jessica Rosenworcel, one of the driving forces behind the effort, was lukewarm on the current effort.

The agency needs to “do more than just accelerate this problem by rubber stamping every next-generation satellite application that comes our way using yesterday’s orbital debris rules,” she wrote in a statement, and today’s rulemaking proposal is “only a timid start.”

“Moreover, I am concerned it does not set this agency up for success in the future. It misses the forest for the trees. It also muddles the path forward. This is not the leadership we need as we embark on a new era in space. We need clear guidance from this agency.”

The proposed rules are not close to final or complete, but should be public soon — we’ll take a good look at them when that happens and see how the FCC plans to fight the orbital debris problem before it turns into a crisis.


Source: Tech Crunch

Gift Guide: 10 suitcase-friendly gifts for frequent flyers

Welcome to TechCrunch’s 2018 Holiday Gift Guide! Need more gift ideas? Check out our Gift Guide Hub.

I’ve been traveling a lot this year — more than any year in the past. It’s been both a blessing and a curse, so thanks, TechCrunch, for that. Honestly, I should probably be packing for Asia instead of writing this, but I’m looking out for you instead.

Rather than writing the standard Travel Guide or Holiday Gift Guide, we’ve opted to combine them into one. Because if there’s one key to making the most out of your time on the road, it’s efficiency. Technology can play an important role in helping streamline the packing process and generally making the most out of your trip.

Of course, as with everything, too much tech can also be a bad thing. I know I’ve found myself packing too many gadgets or jamming a messy rat king of cables in my carry-on, making a mess of things in the process.

What follows is a collection of gadgets, accessories and other products designed to remove some of the biggest pain points from travel and help you make the most of your trip, whether overnight or longer.

Amazon Kindle Oasis

Okay, maybe including a Kindle on here is a bit of a cheat, but very few devices have improved my travel life like an e-reader — and the Oasis is currently the nicest one you can get. It wasn’t all that long ago I used to jam several paperbacks into my carry-on. I do miss the tactility of real books from time to time, but when it comes to traveling, nothing beats the ability to jam thousands of books into a seat-back pocket.

Price: $249-$279
Available from: Amazon


Anker 40W 4-Port USB Wall Charger

A lot of modern hotels are getting better about USB ports. I recently found myself staying at one in LA where every single link had a place for me to charge my iPhone. But it’s still a crapshoot — especially when traveling to a strange city — and hey, if you can avoid plugging your personal devices into a strange port, all the better.

I started traveling with my own combo mini power strip/USB hub years ago, but Anker’s 40W 4-Port USB Wall Charger is a much more compact solution, bringing four USB ports directly to the wall. Best of all, like all of Anker’s products, it’s dirt cheap.

Price: $26
Available from: Amazon



BUBM Cable Bag

I’ve tried a LOT of cable organizers in my many years of gadget blogging. It’s the only thing that keeps my travel bag from turning into the Indiana Jones snake pit. At the end of the day, all of them ultimately suffer the same compromise: you can either have a lot of compartments for your various tech doodads or you can free up more space in your bag.

Ultimately, I tend to side with the latter. Especially when it comes to carry ons, anything you can do to free up space is a net positive. Lately, I’ve been digging this one from BUBM. It looks snazzy and the fold-over design helps free up precious bag real estate.

Price: $12
Available from: Amazon


Calm Subscription

This is one is admittedly an odd choice. Sure there are plenty of travel-specific apps out there, but when it comes to helping tamp down the stress associated with travel, the Calm app is a good place to start. This is coming for a very anxious flyer, mind you. It’s not a fear of flying — that part’s fine. It’s everything else. From the getting to the airport to the endless lines to the $3 airport water to the occasional middle seat.

I’m also, not coincidentally, an anxious meditator. I’ve tried a LOT of different apps to pursue mindfulness on my smartphone, and Calm is far and away the one I like the best. The guided meditation sessions are terrific and ditto for the the more freeform ones. It’s also a great way to get your bearings after waking up in a hotel room in some unknown city.

A year’s subscription runs $60, which is a small price to pay for peace of mind.

Price: $60
Available from: Calm


Harman Kardon Traveler Speaker

This one admittedly feels like more of a luxury than many of the others, but don’t underestimate how much a small Bluetooth speaker can improve hotel time. The vast majority of laptops have pretty terrible built-in speakers and even middling Bluetooth speakers are a major improvement.

Harman Kardon’s Traveler fits the bill and won’t add much size or weight to a carry on. It also has a built-in mic for teleconference — a definite bonus for work trips — and doubles as a power bank for charging up devices. The 2,500mAh battery isn’t much, but on the road, every little bit of juice counts.

Price: $150
Available from: Harman Kardon


HyperDrive USB-C Hub Attach

I travel with a LOT of gadgets. It’s kind of my job. As such, you’re no doubt catching onto the fact that lack of charging ports is a consistent theme in all of this. HyperDrive USB-C Hub Attach is a clever take on TwelveSouth’s iconic PlugBug that brings USB ports directly to the MacBook’s charging brick. Here, however, you’ve got the decided bonus of a third active USB-C port for data transfer. At $50 for the larger version, it’s also priced to match TwelveSouth’s offering.
Price: $50
Available from: HYPER



Luna Display

As I noted in my write up last month, the Luna Display isn’t for everyone, but those who need it will find it to be a downright lifesaver. Once this thumbnail-sized $80 device plugs into a MacBook, it connects to a nearby iPad over Wi-Fi, converting the tablet into a second screen.

I’ve been using the hell out of it every time I’ve found myself working from the road or at home. I’ve become entirely dependent on my monitor at work, and now find myself being the guy with both a laptop and tablet out on the table at the coffee shop. Totally worth it for the ability to monitor my RSS feeds while working on a story.

Price: $80
Available from: Luna


RAVPower Wireless Portable Charger

Powerbanks are a dime a dozen these days, but RavPower is making some of the cleverest ones out there. It’s tough to narrow them all down, but this one lands on my list for its inclusion of a Qi charging pad that lets users wirelessly charge compatible handsets on top of the brick.

Keep in mind, some airlines and airports are limiting the size of batteries that can be stowed in a bag, so if the person you’re buying for is a frequent visitor to, say, China, double check the limits — though this 10400mAh battery should be fine in most cases.

Price: $50
Available from: Amazon


Timbuk2 Never Check Expandable Backpack

I always thought I’d outgrow backpacks, but aside from a brief flirtation with the messenger bag in the aughts, I’m rarely seen without one. Of course, no two are the same, and if there’s a frequent traveler in your life, a solid backpack makes all the difference in the world.

Timbuk2 makes some truly terrific bags, and the Never Check certainly fits the bill. It has a spacious interior for clothes, shoes and anything else needed for an overnight trip, while maintaining a small enough footprint to be stashed in an overhead bin or under the seat in of you.

Price: $200
Available from: Timbuk2


Twelve South AirFly

This is one of those travel concerns that doesn’t really dawn on you until you’re face to face with it. Love your Bluetooth earbuds? Great. But good luck listening to the movie on your flight. Twelve South, in all of its infinite wisdom, has designed a small wireless transmitter that plugs into headphone jacks, so you can use your go to headphones with the seat-back entertainment system. Turns out it also comes in handy for the TVs at the hotel gym.

The biggest downside here is pricing — $30 doesn’t seem like much, but you can grab a pair of wired headphones for pretty cheap these days.

Price: $30
Available from: Amazon

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Source: Tech Crunch

Meet Jennifer Tejada, the secret weapon of one of Silicon Valley’s fastest-growing enterprise software startups

PagerDuty, an eight-year-old, San Francisco-based company that sends companies information about their technology, doesn’t receive a fraction of the press that other fast-growing enterprise software companies receive. In fact, though it counts as customers heavyweight companies like Capital One, Spotify and Netflix; it employs 500 employees; and it has five offices around the world, it has largely operated out of the spotlight.

That’s changing. For one thing, the company is now a so-called unicorn, after raising $90 million in a September round led by Wellington and T. Rowe Price that brought its total funding to $173 million and its valuation to $1.3 billion. Crowded as the unicorn club may be these days, that number, and those backers, makes PagerDuty a startup of interest to a broader circle of industry watchers.

Another reason you’re likely to start hearing more about PagerDuty is its CEO of three years, Jennifer Tejada, who is rare in the world of enterprise startups because of her gender, but whose marketing background makes her even more of an anomaly — and an asset.

In a world that’s going digital fast, Tejada knows PagerDuty can appeal to a far wider array of customers by selling them a product they can understand.

It’s a trick she first learned at Proctor & Gamble, where she spent seven years after graduating from the University of Michigan with both a liberal arts and a business management degree. In fact, in her first tech job out of P&G, working for the bubble-era supply chain management startup I2 Technologies (it went public and was later acquired), Tejada says she became “director of dumb it down.”

Sitting in PagerDuty’s expansive second floor office space in San Francisco — space that the company will soon double by taking over the first floor — Tejada recalls acting “like a filter for very technical people who were very proud of the IP they’d created” but who couldn’t explain it to anyone without relying on jargon. “I was like, ‘How are you going to get someone to pay you $2 million for that?’”

Tejada found herself increasingly distilling the tech into plain English, so the businesspeople who have to sign big checks and “bet their careers on these investments” could understand what they were being pitched. She’s instilling that same ethos at PagerDuty, which was founded in 2009 to help businesses monitor their tech stacks, manage disruptions and alert engineers before things catch on fire but, under Tejada’s watch, is evolving into a service that flags opportunities for its customers, too.

As she tells it, the company’s technology doesn’t just give customers insights into their service ecosystem and their teams’ health, and it doesn’t just find other useful kernels, like about which operations teams are the most productive and why. PagerDuty is also helping its clients become proactive. The idea, she says, is that “if you see traffic spiking on a website, you can orchestrate a team of content marketers or growth hackers and get them in that traffic stream right then, instead of reading about it in a demand-gen report a week later, where you’re, like, ‘Great, we totally missed that opportunity.’”

The example is a bit analogous to what Tejada herself brings to the table, which includes strong people skills (she’s very funny) and a knack for understanding what consumers want to hear, but also a deep understanding of financing and enterprise software.

As corny as it sounds, Tejada seems to have been working toward her current career her whole life.

Not that, like the rest of us, she knew exactly what she was doing at all times. On the contrary, one part of her path started when, after spending four years as the VP of global marketing for I2 — four years during which the dot-com bubble expanded wildly, then popped — Tejada quit her job, went home for the holidays and, while her baffled family looked on, booked a round-trip ticket to Australia to get away and learn about yachts.

She left the experience not only with her skipper certification but in a relationship with her now-husband of 16 years, an Australian with whom she settled in Sydney for roughly 12 years.

There, she worked for a private equity firm, then joined Telecom New Zealand as its chief marketing officer for a couple of years, then landed soon after at an enterprise software company that catered to asset-intensive industries, including mining, as its chief strategy officer. When that private-equity backed company was sold, Tejada took a breath, then was recruited to lead, for the first time, another company: Keynote Systems, a publicly traded internet and mobile cloud testing and monitoring company that she steered to a sale to the private equity firm Thomas Bravo a couple of years later.

The move gave her an opportunity to spend time with her now teenage daughter and husband, but she also didn’t have a job for the first time in many years, and Tejada seems to like work. Indeed, within one year, after talking with investors who’d gotten to know her over the years, as well as eager recruiters, Tejada —  who says she is “not a founder but a great adoptive parent” — settled on the 50th of 51 companies she was asked to consider joining. It was PagerDuty.

She has been overseeing wild growth ever since. The company now counts more than half of the Fortune 50 as its customers. It has also doubled its headcount a couple of times since she joined roughly 28 months ago, and many of its employees (upwards of 43 percent) are now women, as well as engineers from more diverse backgrounds than you might see at a typical Silicon Valley startup.

That’s no accident. Diversity breeds diversity, in Tejada’s view, and diversity is good for business.

“I wouldn’t say we market to women,” offers Tejada, who says diversity to her is not just about gender but also age and ethnic background and lifestyle choice and location and upbringing (and functional expertise).

“We’ve made a conscious effort to build an inclusive culture where all kinds of people want to work. And you send that message out into the market, there’s a lot of people who hear it and wonder if it could possibly be true. And then they come to a PagerDuty event, or they come into the office, and they see something different than they’ve seen before. They see people they can relate to.”

Why does it matter when it comes to writing code? For one thing, because a big part of coding is problem-solving, says Tejada. “When you have people from diverse backgrounds chunking through a big hairy problem together, those different perspectives will get you to a more insightful answer.” Tejada also believes there’s too much bias in application development and user experience. “There’s a lot of gobbledygook in our app that lots of developers totally understand but that isn’t accessible to everyone — men, women, different functional types of users, people of a different age. Like, how accessible is our mobile app to someone who’s not a native-first mobile user, who started out on an analog phone, moved to a giant desktop, then to a laptop and is now using a phone? You have to think about the accessibility of your design in that regard, too.”

What about the design of PagerDuty’s funding? We ask Tejada about the money PagerDuty raised a couple of months ago, and what it means for the company.

Unsurprisingly, as to whether the company plans to go public any time soon, her answers are variously, “I’m just building an enduring company,” and, “We’re still enjoying the benefits of being a private company.”

But Tejada also seems mindful of not raising more money for PagerDuty than it needs to scale, even while there’s an ocean of capital surrounding it.

“Going back to the early ’90s, in my career I have not seen a market where there has been more ready availability to capital, between tax reforms and sovereign cash and big corporates and low interest rates and huge venture funds, not to mention the increased willingness of big institutional investors to become LPs.” But even while the “underlying drivers and secular trends and leading indicators” suggest a healthy market for SaaS technology for a long time to come, that “doesn’t mean the labor markets are going to stay the same. It doesn’t mean the geopolitical environments are not going to change. When you let the scarcity issue in the market drive your valuation, you’re also responsible for growing into that valuation, no matter what happens in the macro environment.”

Where Tejada doesn’t necessarily want to be so measured is when it comes to PagerDuty’s place in its market. And that can be challenging as the company gains more traction — and more attention.

“If you do the right thing for your customers, and you do the right thing by your employees, all the rest will fall into place,” she says. “But the minute you take your eye off the ball, the minute you don’t earn the trust of your customer every day, the minute you stop innovating in service of them, you’re gonna start going backwards,” she says with a shrug.

Tejada recalls a conversation she had with her executive team last week, including with Alex Solomon, the company’s CTO and the one of three PagerDuty founders who remains actively engaged with the company. (Co-founder Andrew Miklas moved on to venture capital last year; Baskar Puvanathasan meanwhile left the company in March.) “They probably wanted to kill me,” she says laughing. “I told them I don’t think we’re disrupting ourselves enough. They’re like, ‘Jenn, let up.’ But that’s what happens to companies. They have their first success and they miss that second wave or third wave, and the next thing you know, you’re Kodak.”

PagerDuty, she says, “is not going to be Kodak.”


Source: Tech Crunch

iBanFirst raises $17 million to help companies move money around the world

French startup iBanFirst is raising another $17 million (€15 million) from Serena Capital and Breega Capital, with existing investor Xavier Niel putting in more money, as well.

iBanFirst solves a very specific problem. If you operate a company that works with suppliers all over the world, chances are you waste a ton of money exchanging and sending money. iBanFirst wants to make currency conversion as easy as transferring money from your savings account to your current account.

You first send money from your corporate bank account to your iBanFirst account. You can then convert and hold money in 28 currencies. iBanFirst shows you the interbank exchange rate and how many fees you’ll pay. But you’ll likely pay way less than using your traditional bank account.

With 100 employees and 2,000 clients, iBanFirst now focuses on clients who transfer at least €100,000 per year. “We’ve already done a €50 million transfer,” iBanFirst founder and CEO Pierre-Antoine Dusoulier told me.

After that, you can send money to a client, a supplier, a partner, etc. It’ll look like a local transfer and you’ll save money on fees.

Many companies already do that. But iBanFirst goes one step further by giving you banking information for each currency. If you’re an iBanFirst customer, you can share a Turkish IBAN, an American account number or Chinese banking details. It’s easier to get paid from all your clients.

With your French IBAN, the startup is doing something special. “We realized that some IBANs had a letter here and there,” Dusoulier said. “We called SWIFT, and they told us that we could put whatever we wanted for 10 characters.”

iBanFirst took advantage of that to create a sort of domain names for IBANs. If you want, you can put your company name in your banking information.

The company wants to add more currencies and more features. Thanks to the upcoming European regulation, you could imagine connecting to your regular corporate account from the iBanFirst interface to initiate a transfer. That would be much more straightforward than transferring money to iBanFirst before using it.


Source: Tech Crunch