Democrats introduce an election security bill that proposes paper trails and mandatory audits

As primaries ramp up in states across the U.S., concerns about election cybersecurity are mounting too. This week, a group of Democratic senators introduced a bill to mitigate some of the well-established risks that the nation’s uneven mix of voting machines and election systems poses.

The new bill, known as the Protecting American Votes and Elections Act, proposes two significant measures. First, because not all digital voting systems produce a paper trail, it would require all state and local elections to ensure that their equipment produces voter-verified paper ballots that can be cross-referenced. Second, for all federal elections regardless of outcome, state and local governments would be required to conduct audits comparing digital ballots to a random selection of paper ballots. The latter policy would cover the 22 states that currently don’t require audits following elections.

“Leaving the fate of America’s democracy up to hackable election machines is like leaving your front door open, unlocked and putting up a sign that says ‘out of town.’ It’s not a question of if bad guys get in, it’s just a question of when,” Oregon Senator Ron Wyden said in a statement accompanying the bill.

Voting integrity is one of Wyden’s pet issues and the senator has pressed for his home state of Oregon’s vote-by-mail system to be adopted nationally.

Wyden is joined by Democratic Senators Kirsten Gillibrand, Ed Markey, Jeff Merkley, Patty Murray and Elizabeth Warren on the legislation. Congressman Earl Blumenauer plans to introduce a corresponding bill in the house.

“We know that Russia hacked into American voter systems to influence our election – and we know they’ll try to do it again,” Sen. Warren said. “Our national security experts have warned us that the country’s election infrastructure is vulnerable – this bill will take important steps to help secure it.”

While the bill isn’t a bipartisan proposal — yet, anyway — these same measures are widely supported by election security experts as well as the Department of Homeland Security and a Senate Intelligence Committee report offering recommendations for securing the vote from earlier this year.

The full text of the bill is embedded below.


Source: Tech Crunch

Chowbotics raises $11 million to move its robot beyond salads

Creating a salad-making robot is pretty good, as far as tech company hooks go, but Chowbotics is looking to expand. The Bay Area company just raised $11 million in a “Series A-1” led by the Foundry Group and Techstars.

The big plan for the money largely involves extending the company’s selection of foodstuffs beyond leafy greens, where Sally the Salad Robot has made its mint. At the top of the list are grain bowls, breakfast bowls, poke bowls, açai bowls and yogurt bowls. If it’s food served in a bowl, Chowbotics seems interested.

Seems pretty straightforward, really. After all, at its core, Sally is a kind of vending machine, dropping different ingredients into the same bowl. Apparently it’s a bit more complicated than that, especially when you start mixing in things like yogurts and berry purees. “The major challenges are finding special technical solutions for dispensing different shapes and sizes of ingredients,” founder/CEO Deepak Sekar told TechCrunch.

The company is also using the funding to add a whole bunch of senior roles. Per the press release:

Warren Manzer, who was President of Foodservice at Clipper and Senior Vice President at Crown Brands, joined Chowbotics as Vice President of Foodservice Sales. Rory Bevins, who was Senior Vice President at La Bottega Americas and Global Vice President at Molton Brown, joined Chowbotics as Vice President of Hospitality. Lee Greer, who was Chief Marketing Officer at Jason’s Deli, joined Chowbotics as Vice President of its Off-Premise Kitchen Business Unit. Shelley Janes, who was Head of Partnerships at CarDash and CEO of SideDoor, joined Chowbotics as Director of Sales, responsible for the western region of the United States. Nolan Schachter, who was Director of Sales and Marketing at TeaBot, joined Chowbotics as Director of Sales, responsible for Canada.

The funding follows a $5 million Series A in March of last year.


Source: Tech Crunch

Netflix is adding an interactive ‘Minecraft’ story to its lineup, denies entry into gaming

Netflix denies a report that it’s entering the gaming market, but says it is expanding its lineup to include a new game-related, “interactive” narrative series called “Minecraft: Story Mode.” The new series will be the latest addition to its growing collection of interactive stories, which include kid-friendly titles like “Stretch Armstrong: The Breakout,” “Puss in Book: Trapped in an Epic Tale,” and “Buddy Thunderstruck: The Maybe Pile.”

According to a recent report from TechRadar, Netflix is partnering with Telltale Games to bring game experiences to its TV service, starting with a Minecraft game.

Netflix is now clarifying that it’s not a “game,” exactly, it’s an interactive story.

The company announced a year ago it would begin experimenting with a new way to stream video, through “choose your own adventure”-style stories that allow viewers to pick what happens next. This allows for the same story to have multiple variations.

It’s the sort of thing that would have never been possible through traditional linear TV, but is enabled through an online platform like Netflix. The stories could also make for a selling point for families with younger children, in terms of being a differentiating feature for its service.

The company confirms that “Minecraft: Story Mode” is a licensed 5-episode interactive narrative series that will be coming to its service this fall, in partnership with Telltale. The gaming publisher Telltale Games already offers “Minecraft: Story Mode” across other platforms, including Steam, game consoles, Google Play and the App Store.

While Telltale and others consider “Minecraft: Story Mode” to be a type of game, Netflix does not. It’s a narrative you work your way through, similar to the others, it believes. (The story does take place in the Minecraft universe, however.)

“We don’t have any plans to get into gaming,” a Netflix spokesperson said, in response to TechRadar’s report. “There’s a broad spectrum of entertainment available today. Games have become increasingly cinematic, but we view this as interactive narrative storytelling on our service,” they explained.

Meanwhile, the other gaming project TechRadar had uncovered – a game related to the Netflix hit “Stranger Things” – is something that will launch in Telltale’s platform at a later date, Netflix says. It’s not a game coming to Netflix’s service, and is instead part of Netflix’s ongoing marketing and title promotion efforts.

The company already has a Stranger Things game today, and often promotes its shows in other ways on mobile. For example, it launched a standalone “Orange is the New Black” app back in 2014, and when it was promoting the new season of “Arrested Development,” it introduced a “FakeBlock” app.

“Stranger Things” lends itself more to a mobile gaming format, though. And Netflix does use video games to drive awareness of its brand and content.

As the company stated in a recent job posting for a Manager of Interactive Licensing:

We are pursuing video games because we believe it will drive meaningful show awareness/buzz and allow fans to “play” our most popular content. We want the interactive category to help promote our titles so they become part of the zeitgeist for longer periods of time and we want to use games as a marketing tactic to capture demand and delight our member community.

Of course, interactive stories do blur the line between games and narrative storytelling – something that’s a newer trend across online platforms these days. For example, one of Apple’s Design Award winners this year was a part-story, part-game called “Florence,” which involved both narrative elements and interactive features.

To what extent these work as well on Netflix’s platform as they do on smartphones still remains to be seen, given that the format is still new to streaming services. Time will tell if it’s worth the continued investment, of if Netflix’s experimentation will one day conclude.


Source: Tech Crunch

Uber brings on Facebook product director to lead driver product

Uber has brought on Daniel Danker to serve as a senior director and head of driver product. Prior to joining Uber, he was a product director at Facebook responsible for video and Facebook Live.

“Drivers are the heart of the Uber experience, and Daniel’s passion for our mission and deep product knowledge will ensure we continue to improve and innovate on their behalf,” Uber Head of Product Manik Gupta said in a statement to TechCrunch.

Uber has been without a head of driver product since December, when Aaron Schildkrout left shortly after Uber wrapped up its 180 days of change driver campaign. As head of driver product, Danker will be responsible for planning, strategy and execution. Danker has had a long history in Silicon Valley. Between 2000 and 2010, Danker worked in a couple of roles at Microsoft, where he ended his stint as director of development and operations. He eventually left Microsoft for BBC in 2010 and then made his way to Shazam, where he served as chief product officer for nearly three years.

Danker’s addition to the team comes in lockstep with Uber Chief Brand Officer Bozoma Saint John’s impending departure. This hire also comes a couple of months after Uber unveiled its revamped driver app. The new app was designed to make it easier for drivers to access pertinent information, while ensuring they wouldn’t be distracted behind the wheel. One key added feature was the ability for drivers to recognize where surge, boost and incentivized areas are located.

“Say you’re in a slow area,” Uber Driver Experience Group Manager Yuhki Yamashita told me in April. “We might actually suggest a place to go to instead because it’s much busier. And in this way you get a little bit more information about what’s happening around you. We get to answer questions like ‘well what should you be doing next.’ And you know it feels like the app understands your current situation.”

Under the leadership of CEO Dara Khosrowshahi, Uber has placed a greater emphasis on its drivers. Its commitment to drivers kicked off in June with Uber’s 180 days of change. In that time, Uber added in-app tipping and a number of other features. At the Code Conference last month, Khosrowshahi said despite what former CEO Travis Kalanick said, Uber will never get rid of the driver.

“The face of Uber is the person sitting in the front seat,” Khosrowshahi said.

He also spoke about how Uber is looking for ways to offer benefits and insurance to its drivers.


Source: Tech Crunch

Ashton Kutcher and Effie Epstein to talk Sound Ventures at TC Disrupt SF

While many celebrities try to invest in the world of tech, very few do so successfully. And no one has proved their worth as celebrity-turned-VC more than Ashton Kutcher .

That’s why we’re absolutely thrilled to host Ashton Kutcher and Sound Ventures partner Effie Epstein at TC Disrupt SF in September.

Kutcher first got into investing in 2011 with the launch of A-Grade Investments. The firm invested in big-name companies like DuoLingo, FlexPort, ProductHunt, Airbnb, and Uber. In 2014, Kutcher, alongside his longtime friend and partner Guy Oseary, started a new VC firm called Sound Ventures.

Since launch, Sound Ventures has made 53 investments and led six rounds of financing, with portfolio companies including Gusto, Vicarious, Robinhood, Lemonade, and Acorns.

And in 2017, Sound made another investment in the form of Effie Epstein. The firm brought on Epstein as managing partner and COO, with Kutcher telling TechCrunch: “Effie has a deep understanding of business and fiduciary responsibilities. She also has a multidisciplinary background which makes her a home run for venture. The bottom line is she is someone I want to work for.”

Before joining Sound, Epstein led global strategy at Marsh & McLennan subsidiary Marsh. Prior to Marsh, she served as SVP of planning and head of Investor Relations at iHeartMedia, and before that she worked in business development at Clear. Epstein also worked in investment banking in the energy sector and has an MBA from Harvard Business School.

In other words, Epstein brings a multi-disciplinary approach to Sound, which is venturing beyond consumer tech into financial services, insurance tech, enterprise, govtech and medtech sectors.

This won’t be Kutcher’s first go-around at Disrupt. He spoke at Disrupt NY in 2013, right as the world was first hearing about Bitcoin. We’re excited to revisit the topic of cryptocurrencies and so much more with Kutcher and Epstein, and discuss their investment thesis moving forward.

Tickets to Disrupt SF are available here.


Source: Tech Crunch

LOLA just raised $24M for a subscription service that ships tampons, pads and now condoms

LOLA, a subscription service delivering tampons and pads, and now other products, including condoms, lubricant, and feminine cleansing wipes, has closed on $24 million in Series B funding. While the startup touts its products’ “100% organic” nature, it’s also well-received because of the customization offered and its direct-to-consumer nature.

The new round of financing was led by private equity firm Alliance Consumer Growth (ACG), with support from existing investors Spark Capital, Lerer Hippeau and Brand Foundry Ventures.

To date, LOLA has raised $11.2 million, from investors including also BBG Ventures, 14W, the founders of Warby Parker and Harry’s, Sweetgreen, Bonobos, and Insomnia Cookies. Celebs like Serena Williams, Karlie Kloss, Lena Dunham, and Allison Williams have also invested.

Launched in 2015, LOLA’s founders Alex Friedman and Jordana Kier had the idea to challenge industry giants, like Tampax and Playtex, with a 100% organic product.

“We founded LOLA with a simple and seemingly obvious idea – as women, we shouldn’t have to compromise when it comes to our reproductive health,” explains Kier. “Like most women, we’d been using the same feminine care products since we were teenagers. But when we found out that brands – including the same ones we were loyal to all those years – aren’t required to disclose exactly what’s in their products, it made us wonder: what’s in our tampon?”

“If we care about everything else we put in our bodies, products for our reproductive health shouldn’t be any different,” she states.

LOLA’s tampons, pads and liners are made only with organic cotton, not synthetic fibers, like those used mainstream brands. Nor do they contain fragrances or dyes.

The nature of its products appeal to consumers – especially, young millennial women – who are more conscious of the chemicals in their products, as well as those who want to buy organic for the environmental benefits.

That said, there’s a bit of debate over how dangerous (or not) it is to use traditional feminine care products. Skeptics, including some doctors, insist there’s no threat from conventional products.

But even women not concerned with buying organic may find LOLA appealing because of its model.

Its subscription service lets you create a box with your own mix of tampon sizes (with or without applicators, which can be either cardboard or plastic). That’s something you can’t do when buying off the shelf.

Plus, LOLA’s boxes aren’t any more expensive than those bought in the store. Its 18-count box of applicator tampons is $10 per month; or it’s $9 each, if ordering two or three boxes per month. Non-applicator tampons are a dollar less.

In addition, LOLA sells other period-related products, including an essential oil blend for cramps, a multi-vitamin that protects against PMS, and a first period starter kit.

In May, the startup broadened its mission to become more of a female health company with the launch of SEX by LOLA. This product line includes condoms, personal lubricant, and all-natural feminine cleansing wipes for women. It’s the startup’s first product line outside of feminine care.

“Until now, there wasn’t really a place for women to turn to for honesty, reliability and information when it comes to their sex products,” says Kier of the new product lineup. “Historically, sexual wellness companies have been primarily marketed towards men and promote products that contain obscure ingredients and unnatural additives.”

SEX by LOLA products, on the other hand, don’t have “irritating” additives, the founder explains, but still deliver the sensation and reliability you’d expect, she says. 

These new products are also offered on subscription, starting at $10 per month for a 12-count box of condoms or 12-count box of cleansing wipes.

The company plans to use the Series B funds to finance product development, expand customer outreach – including through events, partnerships and offline – and expand its 19-person, currently New York-based team.

More importantly, perhaps, is throwing more fuel on the fire, as LOLA is no longer without competition.

There are a number of subscription startups for feminine products on the market today, including Le Parcel (which also ships chocolate); organic rival Cora, which focuses on discrete, portable tampons and carrying cases; Jessica Alba’s The Honest Company (which just got $200M) and sustainable competitors like Flex’s tampon alternative, as well as other reusable menstrual cups, like Diva Cup.

And, of course, you can subscribe and save on Amazon to almost anything, including tampons.

LOLA declines to share details related to the size and growth of its customer base or its revenue, so it’s difficult to rank LOLA in terms of its competition.

Where LOLA may have some leverage, however, is encouraging more open discussions about female reproductive health, and engaging its customers through social media. The startup touts 6 times the number of Instagram followers compared with mainstream brands, for example, and says 1 in 4 customers have directly engaged with its brand over a variety of communication channels, including calls, emails, DMs, texts, and letters.

ACG’s investment could help LOLA become more of a household name. The firm has previously backed brands like Harry’s, Pacifica, Shake Shack, Plum Organics, PDQ, barkTHINS, EVOL Foods, Suja Juice, Nudestix, and others.

“LOLA is at the epicenter of the shift towards transparency in the women’s health category, and we couldn’t be more impressed with the brand Alex and Jordana have built and the impactful conversation they’ve driven,” said Alliance Consumer Growth Managing Partner, Trevor Nelson, in a statement about its funding. “We’re thrilled to welcome LOLA into the ACG family and support their continued evolution and product innovation, enabling them to meet their consumers’ needs,” he added.


Source: Tech Crunch

Beware ‘founder-friendly’ VCs — 3 steps founders should take to protect their companies

In 2014, it seemed like pretty much anyone with a pulse and pitch deck was capable of raising huge amounts of capital from prestigious venture capital firms at sky-high valuations. Here we are four years later and times have changed. VCs inked a little more than 3,100 deals in the last quarter of 2017, according to Crunchbase — about 500 fewer than the previous quarter.

For aspiring startup founders, it’s a “confusing time in the so-called Unicorn story,” as Erin Griffith put it in a column last May — an asset bubble that never really popped, but which at the very least is deflating. In the confirmation hearing for new SEC Chairman Jay Clayton, lawmakers lamented the dearth of initial public offerings as companies that thrived in private markets — from Snap to Blue Apron — have struggled to deliver meaningful returns to investors.

This all creates a number of dilemmas for founders looking to raise capital and scale businesses in 2018. VCs remain an integral part of the innovation ecosystem. But what happens when the changing dynamics of financial markets collide with VCs’ expectations regarding growth? VCs may not always be aligned with founders and companies in this new environment. A recent study commissioned by Eric Paley at Founder Collective found that by pressuring companies to scale prematurely, venture capitalists are indirectly responsible for more startup deaths than founder infighting, technical debt and slow customer adoption — combined.

The new landscape requires that founders in particular be judicious in the way they seek out new sources of capital, structure cap tables and ownership and the types of concessions made to their new backers in exchange for that much-needed cash. Here are three ways founders can ensure they’re looking out for what’s best for their companies — and themselves — in the long run.

Take time to backchannel

Venture capitalists are arguably in the business of due diligence. Before they sign the dotted line, they can be expected to call your competitors, your customers, your former employers, your business school classmates — they will ask everyone and their mother about you.

It goes without saying that differences of opinion regarding your business strategy can lead to big conflict down the road.

A first-time founder is also new to the pressures of entrepreneurship, of having employees rely on you for their livelihoods. Whether you are desperate for cash because you need to make payroll, or you’re anxious for the validation of a headline-worthy investment, few founders take the time to properly backchannel their investors. Until you can say you’ve done due diligence of your own, your opinion of your VCs is going to be based on the size of their fund, the deals they’ve done or the press they’ve gotten. In short, it will likely be based on what they’ve done right.

On the other hand, you likely don’t know anything about the actual partner that will join your board. Are they intelligent in your space? Do they have a meaningful network? Or do they just know a few headhunters? Are they value creators? What is their political standing in their firm? Before you sign a term sheet, you need to take the time to contextualize the profile of the person who is taking a board seat. It gives you foresight on the actions your investment partner will likely take down the road.

Think beyond your first raise

If you do decide to raise capital, make sure you are in alignment with your board regarding your business plan, the pursuit of profit at the expense of revenue growth, or vice versa, and how it will steer your decision making as the market changes. It goes without saying that differences of opinion regarding your business strategy can lead to big conflict down the road.

As you think about these trade-offs, remember that as an entrepreneur, your obligation is to the existing shareholders: the employees and you. As the pack of potential unicorns has thinned, VCs in particular have turned to unconventional deal structures, like the use of common and preferred shares. For the founder who needs to raise cash, a dual ownership structure seems like a fair compromise to make, but remember that it may be at the expense of your employees’ option pool. The interests of preferred and common shareholders are not perfectly aligned, particularly when it comes time to make difficult decisions in the future.

Is VC money right for you?

VCs frequently share information, board decks and investor presentations with members of the press and the tech community, sometimes in support of their own personal agendas or to get perspective on whether to invest or not. That’s why it’s particularly important to backchannel, and more importantly, that you have allies that you can call on and people who can ensure some measure of goodwill. A good company board cannot be made up of just the investors and you: You need advocates that are balanced and on your side.

Venture capital is far from the only way to finance an early-stage business.

These prescriptions can sound paranoid, particularly to the founder whose business is growing nicely. But anything can cause a sea change and put you at odds with the people funding your company — who now own a piece of the company that you’re trying to build. When disagreements arise, it can get tense. They might say that you are a first-time founder, and therefore a novice. They will make your weaknesses known and say you’ll never be able to raise again if you ignore their invaluable advice. It’s important that you don’t fall into the fear trap. If you create a product or service that solves an undeniable problem, the money will come — and you will get funded again.

The term founder-friendly VC was always perhaps a bit of a misnomer. The people building the business and the people planning on cashing in on your efforts are imperfect allies. As a founder and business owner, your primary responsibilities are to your clients, to the company you’re building and, most importantly, to the employees who are helping you do it. As founders we like to think that we have all the answers, especially in bad times. Making sure you have alignment with your investors in challenging and unpredictable situations is critical. It’s important to anticipate how your investors will problem-solve before you give up control.

Venture capital is far from the only way to finance an early-stage business. Founders looking to jump-start their business have a number of alternatives, from debt financing and bootstrapping to crowdfunding, angel investors and ICOs. There are indeed still many advantages to having experienced investors on your side, not simply the cash but also the access to hiring and industry knowledge. But the relationship can only benefit both parties when founders go in eyes wide open.


Source: Tech Crunch

Tesla lays off roughly nine percent of workforce

Tesla has laid off about nine percent of its employees, Electrek first reported. This is part of the reorganization Musk talked about in May on the company’s quarterly earnings call. The layoffs reportedly started on Monday and will be made official at some point today.

Tesla, which also operates SolarCity, is only laying off salaried employees. Tesla isn’t letting go any production associates, as the company is trying to ramp up Model 3 production.

“We made these decisions by evaluating the criticality of each position, whether certain jobs could be done more efficiently and productively, and by assessing the specific skills and abilities of each individual in the company,” Tesla CEO Elon Musk wrote to employees in an email obtained by TechCrunch. “As you know, we are also continuing to flatten our management structure to help us communicate better, eliminate bureaucracy and move faster.”

When Tesla acquired SolarCity in 2016, its headcount increased to more than 30,000 employees. Toward the end of 2017, Tesla had around 37,000 employees.

In February, Tesla made a deal with Home Depot to sell the PowerWall and solar panels at 800 of Home Depot’s locations. But Tesla has reportedly not renewed its contract, which means the Tesla employees working at Home Depot won’t be needed anymore. Instead, Musk said in his email that they “will be offered the opportunity to move over to Tesla retail locations.”

The hope with the restructure is to get to profitability. Last quarter, Tesla reported record revenues along with record losses. In Q1 2018, Tesla’s net losses were a record $784.6 million ($4.19 per share).

Here’s the full email Musk wrote to staffers:

As described previously, we are conducting a comprehensive organizational restructuring across our whole company. Tesla has grown and evolved rapidly over the past several years, which has resulted in some duplication of roles and some job functions that, while they made sense in the past, are difficult to justify today.

As part of this effort, and the need to reduce costs and become profitable, we have made the difficult decision to let go of approximately 9% of our colleagues across the company. These cuts were almost entirely made from our salaried population and no production associates were included, so this will not affect our ability to reach Model 3 production targets in the coming months.

Given that Tesla has never made an annual profit in the almost 15 years since we have existed, profit is obviously not what motivates us. What drives us is our mission to accelerate the world’s transition to sustainable, clean energy, but we will never achieve that mission unless we eventually demonstrate that we can be sustainably profitable. That is a valid and fair criticism of Tesla’s history to date.

This week, we are informing those whose roles are impacted by this action. We made these decisions by evaluating the criticality of each position, whether certain jobs could be done more efficiently and productively, and by assessing the specific skills and abilities of each individual in the company. As you know, we are also continuing to flatten our management structure to help us communicate better, eliminate bureaucracy and move faster.

In addition to this company-wide restructuring, we’ve decided not to renew our residential sales agreement with Home Depot in order to focus our efforts on selling solar power in Tesla stores and online. The majority of Tesla employees working at Home Depot will be offered the opportunity to move over to Tesla retail locations.

I would like to thank everyone who is departing Tesla for their hard work over the years. I’m deeply grateful for your many contributions to our mission. It is very difficult to say goodbye. In order to minimize the impact, Tesla is providing significant salary and stock vesting (proportionate to length of service) to those we are letting go.

To be clear, Tesla will still continue to hire outstanding talent in critical roles as we move forward and there is still a significant need for additional production personnel. I also want to emphasize that we are making this hard decision now so that we never have to do this again.

To those who are departing, thank you for everything you’ve done for Tesla and we wish you well in your future opportunities. To those remaining, I would like to thank you in advance for the difficult job that remains ahead. We are a small company in one of the toughest and most competitive industries on Earth, where just staying alive, let alone growing, is a form of victory (Tesla and Ford remain the only American car companies who haven’t gone bankrupt). Yet, despite our tiny size, Tesla has already played a major role in moving the auto industry towards sustainable electric transport and moving the energy industry towards sustainable power generation and storage. We must continue to drive that forward for the good of the world.

 

Thanks,
Elon


Source: Tech Crunch

Fortnite won’t support cross-play between Nintendo Switch and PS4

As rumored, Fornite is coming to the Nintendo Switch. In fact, it’s arriving even earlier than we imagined, available today as a free download from the Nintendo eShop. The addition widens the play field for the title’s wildly popular gameplay. The Epic game is currently available on PC, Xbox One, PlayStation 4 and iOS, in addition to the new Nintendo console.

And while cross-platform play has been the key to the battle royale mode, Sony’s long been a bit of a stick in the mud on this one. The Xbox One version, for instance, can be played with PC and iOS. Ditto for the PS4 version. But Xbox One and PS4 cross-play is a non-starter.

The Verge noted that the same appears to be the case with the Nintendo Switch version, a fact that TechCrunch has since verified with an Epic spokesperson. Cross-play and cross progression on Switch work with Xbox One, PC, Mac, and mobile,” the company confirmed.

We’ve also reached out to both Nintendo and Sony on the matter, to see what the hang up is here. Sony certainly appears to be the sticking point on this one, at least from the outside. The company likely sees its own massive sales figures as a competitive advantage here. The PS4 topped 70 million units late last year, and while Microsoft doesn’t release figures for the Xbox One, Sony’s device is the pretty clear frontrunner.

Fortnite, meanwhile, has been a massive success in its own right. In April, it became the biggest free-to-play console game, a number that’s only going to increase with today’s addition of the Switch to the ranks. Later this summer, Android users will also be able to get their hands on the title.


Source: Tech Crunch

Google’s Family Link software now recommends ‘teacher-approved’ apps

Google today is expanding the capabilities of its Android parental control software, Family Link, to go beyond helping parents better manage their child’s device and app usage. Now, the Family Link app will also help parents learn about what apps they may want to install for their kids, as well. In a new discovery section, Family Link will feature a list of educational apps for children ages six through nine that parents can install with a tap.

The apps are “recommended by teachers,” the section proclaims.

Google explains that it worked with teachers from across the U.S. to come up with this curated list of apps with educational value. The teachers were recruited to rate content based on their expertise in learning and child development, and had a diverse background in terms of things like years of experience, demographics, and locations in the U.S.

The apps must also meet Google’s Designed for Families (DFF) program requirements. 

At launch, the recommended apps come from publishers like MarcoPolo Learning Inc., BrainPOP, Edoki Academy and others, and include those that teach kids about facts and figures, interesting places around the world, and, of course – it’s Google! – the basics of coding, among other things.

There are currently a few dozen recommended apps, but they won’t appear all at once. Instead, Google tells us, the list will refresh on a weekly basis so as not to overwhelm either the parent or child.

Over time, Google plans to add more apps to the feature, including those for other age ranges.

Currently, all the apps are free, but Google may choose to highlight paid apps in the future, a spokesperson says.

Parents can tap on the apps to visit their page on Google Play, and add them directly to their child’s device with a tap on the “Install” button.

The feature is available in the Family Link mobile app for parents in the U.S. for the time being. Google says it will be available in other markets over time.

The recommendations of “nutritious” apps, as Google refers to them in an announcement, comes at a time when major tech companies are paying increased attention to the time spent on devices, and a growing concern among consumers – parents and otherwise – that it’s not time well spent.

At Google’s developer conference in May, the company detailed new Android-based tools for managing and monitoring screen time to promote healthier app and device usage. This includes ways to prevent the phone from distracting or stimulating users, as well as time limits for apps.

These sorts of controls are things parents want for their children, too, which is what Family Link, launched publicly in fall 2017, has provided.

But when even “screen time” itself is being seen as a concern, it makes sense that Google would want to showcase some of the apps that provide something of value.

The feature is launching today on Family Link for Android with iOS support to follow.


Source: Tech Crunch