Year: 2018

17 Apr 2018

Supreme Court dismisses warrant case against Microsoft after CLOUD Act renders it moot

A long-running legal battle between the U.S. government and Microsoft has been dismissed by the Supreme Court (PDF) after the crux of the conflict was mooted by recent legislation. The company will now be forced to provide data stored on servers in Ireland that it had previously said should be obtained through that country’s authorities.

The case dates to 2013 and has become a sort of landmark on the frontier between global politics and tech. American law enforcement sought data on a user of Microsoft services in relation to a drug trafficking case; Microsoft said that the data in question was located exclusively in a datacenter in Ireland, and as such they must work out access with Irish authorities.

The U.S., of course, took issue with that since Microsoft is an American company, and the argument has gone back and forth for years. So far Microsoft has maintained a slight edge, to the delight of privacy advocates everywhere, who dislike the idea that global tech services should be so vulnerable to a single country’s whims.

It was on its way to a judgment by the Supreme Court, but legislators decided to intervene. The CLOUD Act, tacked onto thousands of pages of mixed bills and budgets pushed forward in a “too big to veto” omnibus spending package, changes the law so Microsoft’s arguments essentially cease to exist.

Under the CLOUD Act, companies must provide information properly requested by law enforcement “regardless of whether such communication, record, or other information is located within or outside of the United States.”

Microsoft itself supported this bill, along with other tech companies like Google and Apple, so this outcome won’t be a surprise. And although the CLOUD Act has its shortcomings, privacy and human rights advocates have offered cautious praise for the way it streamlines the global data exchanges that are so common now in cross-border investigations of major crimes.

The company issued the following statement on the decision:

We welcome the Supreme Court’s ruling ending our case in light of the CLOUD Act being signed into to law. Our goal has always been a new law and international agreements with strong privacy protections that govern how law enforcement gathers digital evidence across borders. As the governments of the UK and Australia have recognized, the CLOUD Act encourages these types of agreements, and we urge the US government to move quickly to negotiate them.

It would be premature and simplistic to say that this is a good or bad thing in the world of privacy — it depends a lot on who you trust and the shifting sands of courts and regulations. Its effects will likely be mixed and will provoke new legal battles while settling others, like this one. Lawmakers, tech companies, and advocacy organizations will all be watching closely.

17 Apr 2018

Enterprise AI will make the leap — who will reap the benefits?

This year, artificial intelligence will further elevate the enterprise by transforming the way we work, securing digital assets, increasing collaboration and ushering in a new era of AI-powered innovation. Enterprise AI is rapidly moving beyond hype and into reality, and is primed to become one of the most consequential technological segments. Although startups have already realized AI’s power in redefining industries, enterprise executives are still in the process of understanding how it will transform their business and reshape their teams across all departments.

Throughout the past year, early adopting businesses of all sizes and industries began to reap benefits. AI applications with AI-powered capabilities introduced opportunities to change the way the enterprise engaged customers, segmented markets, assessed sales leads and engaged influencers. Enterprises are on the edge of taking this a step further because of the amount of knowledge and tools leveraging the potential of AI within their entire organization.

“New breakthroughs in AI, enabled by new hardware architectures, will create new intelligent business models for enterprises,” says Nigel Toon, co-founder and CEO at U.K.-based Graphcore. “Companies that can build an initial knowledge model and launch an initial intelligent service or product, then use this first product to capture new data and improve the knowledge model on a continuing basis, will quickly create clear class-leading products and services that competitors will struggle to keep up with.”

The category is evolving, and large companies are finding distinct ways to innovate. They can uniquely tap into decades of industry experience to develop horizontal AI, built for specific industries like healthcare, financial services, automotive, retail and more. These implementations, though, require deep industry expertise and industry-specific design, training, monitoring, security and implementation to meet the high-stakes IT requirements of global organizations.

“In 2018, AI is entering the enterprise. I believe we will see many enterprises adopt AI technology, but the (few) leaders will be those that can align AI with their strategic business goals,” says Ronny Fehling, associate director of Gamma Artificial Intelligence at BCG.

2018: AI will start separating the winners from the losers

Early industry successes (and failures) proved AI’s inevitability, but also the reality that wide-scale adoption would come through incremental progress only. This year, we’ll see AI move from influencing product or business functions to an organization-wide AI strategy. Expect the winners to move fast and remain nimble to keep implementing off-the-shelf and proprietary AI.

The companies that win the AI talent war will gain exponential advantages, given the category’s rapid growth.

Hans-Christian Boos, CEO and founder of Germany-based Arago, adds: “2018 will be a make or break year for enterprise and the established economy in general. I believe AI is the only viable path for innovation, new business models and digital disruption in companies from the industrial era. General AI can enable these enterprises to finally make use of the only advantage they have in the battle against new business models and giants from the Silicon Valley, or rather giants from the new age of knowledge based business models.”

The AI talent challenge

A boon in enterprise AI will also mean a further shortage of talent. Industries like telecommunications, financial services and manufacturing will feel the talent squeeze the most. The companies that win the AI talent war will gain exponential advantages, given the category’s rapid growth.

Hence, enterprises will try to attract talent by offering a powerful vision, a track record of product success, a bench of early client implementations and the potential to impact the masses. It’s about developing high-functioning and reliable solutions that become a new foundation for clients.

Developers and data scientists, however, are only the beginning. Winning enterprises must adopt their organizational structures that attract a new generation of product managers, sales, marketing, communications and other delivery teams that understand AI. This requires an informed, passionate and forward-thinking group of professionals that will help customers understand the future of work and customer engagement powered by AI.

AI adoption and employee training

Digital transformation, powered in large part by new AI capabilities, requires enterprises to understand how to extract data and utilize data-driven intelligence. Data is one of the greatest assets and essentials in maximizing the value in an AI application, yet data is often underutilized and misunderstood. Executives must establish teams and hold individuals across departments accountable for the successful and ongoing implementation of digital tools that extract full value from available internal and external data.

This transformation into an AI-native organization requires it to hire, train and re-skill all levels of employees, and provide the resources for individuals to adopt AI-powered disciplines that enhance their performance. Most workforce, from top to bottom, should be encouraged to rethink and evolve their role by incorporating new digital tools, often enabled by AI itself.

Expect AI and other digital technologies to become more prevalent in all business disciplines, not only at the application layer, as Vishal Chatrath, co-founder and CEO of U.K.-based Prowler.io emphasises. “Decision-making in enterprise is dominated by expert-systems that are born obsolete. The AI tools available till now that rely on deep-neural nets which are great for classification problems (identifying cats, dogs, words etc.) are not really fit for purpose for decision-making in large, complex and dynamic environments, because they are very data inefficient (needs millions of data points) and effectively act like black-boxes. 2018 will see Enterprise AI move beyond classification to decision-making.”

What’s next

However, the spotlight will shine on data governance as businesses adjust entire departments and workflows around data. In turn, data management and integrity will be an essential component of success as consumers and enterprises gain greater awareness about how companies use customers’ data. This opens a large field of opportunities, but also will require transparency in how companies are using, sharing and building applications on top of customer data to ensure trust.

“Every single industry will be enhanced with AI in the coming years. In the last years there was a lot of foundation work on gathering standardized data and now we can start to use some of the advanced AI techniques to bring huge efficiency and quality gains to enterprise companies,” says Rasmus Rothe, co-founder and CTO of Germany-based research lab and venture builder Merantix. “Enterprises should therefore thoroughly analyze their business units to understand how AI can help them to improve. Partnering with external AI experts instead of trying to build everything yourself is often more capital efficient and also leads to better results.”

The shift toward AI-native enterprises is in a defining phase. The pie of the AI-enabled market will continue to grow and everyone has an opportunity to take a slice. Enterprises need to quickly leverage their assets and extract the value of their data as AI algorithms themselves will become the most valuable part when data has become a commodity. The question is, who will move first, and who will have the biggest appetite.

17 Apr 2018

Amazon launches a “lite” Android web browser app in India

Amazon has quietly launched an Android web browser app for emerging markets, where access to mobile data and high-speed connectivity is more limited. The browser has the rather generic name of: “Internet: fast, lite and private” on Google Play, and promises to be “lighter than the competition.”

The app first appeared on the Play Store in March, and has fewer than 1,000 downloads, according to data from app store intelligence firm Sensor Tower.

It’s only available to users in India for the time being, and is supported on devices running Android 5.0 or higher.

Like most “lite” apps, the new browser is a small download – it’s under 2 MB in size. That’s much smaller than other browsers, including Chrome (21MB), Edge (54.5MB), Firefox (19.9MB), and Opera (14.7MB), according to an analysis by appFigures.

The browser’s Google Play description also notes that it’s “private,” as it doesn’t ask for extra permissions or collect private data like other browsers do. This seems to indicate that it’s meant to be something of a competitor to other private mobile browsers, like Firefox, which blocks website trackers.

The browser additionally supports Private tabs, so you can browse without saving visits to your history, plus other features like tab previews, an automatic fullscreen mode, and integrated news reader of sorts.

In fact, the news reading experience is another telling indication that the browser is only meant for Indian users. The app’s description notes the browser homepage is designed to keep you up-to-date with news, cricket, and entertainment from top sources. Yep, cricket – the most popular sport in India.

 

And finally, the “feedback” email on Google Play points to Amazon India, which indicates it was built by that team.

Amazon would not be the first to build lightweight mobile apps for emerging markets, such as India.

Facebook already offers “lite” versions of its apps, like Facebook Lite and Messenger Lite, to reach users with limited connectivity and access to data. Google has also rolled out a suite of lightweight mobile apps under the “Go” branding. Some of these, like Gmail Go, only come pre-installed on select devices. Others, meanwhile, are available through Google Play for anyone to download, like YouTube Go, Files Go, Google Go, Google Maps, and Google Assistant Go.

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It is interesting, however, that Amazon didn’t adopt a similar strategy by offering a “lite” version of its existing Silk browser, but has instead built something new.

And if its goal is to offer an alternative to Silk on the Fire tablets it sells in India, it’s odd that the browser isn’t yet available in the Amazon Appstore in India.

Amazon has not yet returned a request for comment about the new app.

17 Apr 2018

Amazon is developing a TV show based on William Gibson’s ‘The Peripheral’

Amazon is developing a series based on William Gibson’s science fiction novel The Peripheral.

Variety reports that the series is being considered for a straight-to-series order, with Scott B. Smith writing and executive producing, and Lisa Joy and Jonathan Nolan (creators of the HBO remake of Westworld) also signed on as executive producers.

Amazon seems to have shifted much of its original TV strategy away from critically-acclaimed-but-niche shows and toward titles that have the potential to become bigger hits. Most famously, it’s spending hundreds of millions of dollars on a Lord of the Rings prequel series, but it’s also developing adaptations of science fiction classics Ringworld and Snow Crash.

The Peripheral takes place in two different futures, which are mysteriously connected through a virtual reality game. One is relatively close to our present, and while the other is several decades further along, after society has collapsed.

Gibson’s early novels and short stories helped to popularize the cyberpunk aesthetic that Hollywood has happily adopted for its grungier science fiction films, but Gibson himself hasn’t had much success at the movies — he wrote an early, unused draft for Alien 3, and adaptations of his best-known novel Neuromancer seem to be constantly drifting in and out of development.

He did, however, write the screen adaptation of his short story Johnny Mnemonic. It’s not a great movie, but it does include an amazing early depiction of virtual reality, as well as what’s probably the best 90 seconds of Keanu Reeves’ career.

17 Apr 2018

Two Facebook and Google geniuses are combining search and AI to transform HR

Two former product wizards from Facebook and Google are combining Silicon Valley’s buzziest buzz words –search, artificial intelligence, and big data — into a new technology service aimed at solving nothing less than the problem of how to provide professional meaning in the modern world.

Founded by chief executive Ashutosh Garg, a former search and personalization expert at Google and IBM research, and chief technology officer Varun Kacholia, who led the ranking team at Google and YouTube search and the News Feed team at Facebook, Eightfold.ai boasts an executive team that has a combined eighty patents and over 6,000 citations for their research.

The two men have come together (in perhaps the most Silicon Valley fashion) to bring the analytical rigor that their former employers are famous for to the question of how best to help employees find fulfillment in the workforce.

“Employment is the backbone of society and it is a hard problem,” to match the right person with the right role, says Garg. “People pitch recruiting as a transaction… [but] to build a holistic platform is to build a company that fundamentally solves this problem,” of making work the most meaningful to the most people, he says.

 

It’s a big goal and it’s backed $24 million in funding provided by some big time investors — Lightspeed Ventures and Foundation Capital .

The company’s executives say they want to wring all of the biases out of recruiting, hiring, professional development and advancement by creating a picture of an ideal workforce based on publicly available data collected from around the world. That data can be parsed and analyzed to create an almost Platonic ideal of any business in any industry.

That image of an ideal business is then overlaid on a company’s actual workforce to see how best to advance specific candidates and hire for roles that need to be filled to bring a business closer in line with its ideal.

“We have crawled the web for millions of profiles… including data from wikipedia,” says Garg. “From there we have gotten data round how people have moved in organizations. We use all of this data to see who has performed well in an organization or not. Now what we do… we build models over this data to see who is capable of doing what.”

There are two important functions at play, according to Garg. The first is developing a talent network of a business — “the talent graph of a company”, he calls it. “On top of that we map how people have gone from one function to another in their career.”

Using those tools, Garg says Eightfold.ai’s services can predict the best path for each employee to reach their full potential.

 

The company takes its name from Buddhism’s eightfold path to enlightenment, and while I’m not sure what the Buddha would say about the conflation of professional development with spiritual growth, Garg believes that he’s on the right track.

“Every individual with the right capability and potential placed in the right role is meaningful progress for us,” says Garg. 

Eightfold.ai already counts over 100 customers using its tools across different industries. It’s software has processed over 20 million applications to-date, and increased response rates among its customers by 700 percent compared to the industry average all while reducing screening costs and time by 90 percent, according to a statement.

“Eightfold.ai has an incredible opportunity to help people reach their full potential in their careers while empowering the workforces of the future,” said Peter Nieh, a partner at Lightspeed Ventures in a statement. “Ashutosh and Varun are bringing to talent management the transformative artificial intelligence and data science capability that they brought to Google, YouTube and Facebook.  We backed Ashutosh previously when he co-founded BloomReach and look forward to partnering with him again.”

The application of big data and algorithmically automated decision making to workforce development is a perfect example of how Silicon Valley approaches any number of problems — and with even the best intentions, it’s worth noting that these tools are only as good as the developers who make them.

Indeed, Kacholia and Garg’s previous companies have been accused on relying too heavily on technology to solve what are essentially human problems.

The proliferation of propaganda, politically-minded meddling by foreign governments in domestic campaigns, and the promotion of hate speech online has been abetted in many cases by the faith technology companies like Google and Facebook have placed in the tools they’ve developed to ensure that their information and networking platforms function properly (spoiler alert: they’re not).

And the application of these tools to work — and workforce development — is noble, but should also be met with a degree of skepticism.

As an MIT Technology Review article noted from last year,

Algorithmic bias is shaping up to be a major societal issue at a critical moment in the evolution of machine learning and AI. If the bias lurking inside the algorithms that make ever-more-important decisions goes unrecognized and unchecked, it could have serious negative consequences, especially for poorer communities and minorities. The eventual outcry might also stymie the progress of an incredibly useful technology (see “Inspecting Algorithms for Bias”).

Algorithms that may conceal hidden biases are already routinely used to make vital financial and legal decisions. Proprietary algorithms are used to decide, for instance, who gets a job interview, who gets granted parole, and who gets a loan.

“Many of the biases people have in recruiting stem from the limited data people have seen,” Garg responded to me in an email. “With data intelligence we provide recruiters and hiring managers powerful insights around person-job fit that allows teams to go beyond the few skills or companies they might know of, dramatically increasing their pool of qualified candidates. Our diversity product further allows removal of any potential human bias via blind screening. We are fully compliant with EEOC and do not use age, sex, race, religion, disability, etc in assessing fit of candidates to roles in enterprises.”

Making personnel decisions less personal by removing human bias from the process is laudable, but only if the decision-making systems are, themselves, untainted by those biases. In this day and age, that’s no guarantee.

17 Apr 2018

Here’s what you’ll learn at Atrium’s fundraising workshop

Justin Kan is qualified to teach you how to pitch, and isn’t shy about it. Having raised about $90 million for a few companies and sold his startup Twitch to Amazon for almost a billion dollars, not being shy is actually part of what Kan teaches. His legal services startup Atrium today officially launches Atrium Scale, its free Series A fundraising workshop that’s helped eight startups raise $100 million since it started in beta five months ago. The two-day in-person seminar includes pitch coaching, intros to investors and mentors, follow-up online pitch deck help, legal advice, Amazon and Google Cloud credits and tax and accounting services.

I went through Atrium Scale myself, pretending I was the founder of a hypothetical startup that replaces your phone’s contacts app. While the lectures were full of valuable tips, you can get a lot of those from instructional blog posts by Kan and other VCs. But the small group Q&A and coaching with entrepreneurs who’d successfully raised did a remarkable job of improving attendees’ pitches and the esoteric song-and-dance necessary to get investors to part with their cash.

Atrium co-founder Justin Kan

Here’s a breakdown of how Atrium Scale works:

  • When: Once per quarter over a Saturday and Sunday
  • Where: Atrium’s offices in downtown San Francisco
  • How much: Free, but Atrium hopes you’ll end up using its legal services
  • Who: Startups planning to raise their Series A in the next six months, the sooner the better, who fly themselves in from all over the world
  • Who gets in: Atrium selects the 10 percent of applicants most ready for venture funding. Applications can be submitted here
  • Investors involved to date: Sequoia, General Catalyst, Accel, Venrock, Social Capital, Signia, KPCB, Lightspeed
  • Mentors: Justin Kan (Atrium, Twitch), Holly Liu (Kabam, Y Combinator), James Richards (Teleborder, TriNet), Andrew Trader (Zynga), Ashu Desai (Make School)

What Atrium Scale teaches

The Atrium Scale method revolves around the concepts of how to pitch and when. While there are plenty of ways to show off a business, Kan recommends a calculated approach to storytelling. “When should you raise? When you can convince investors to give you money and when cash is the constraint to scaling your business,” Kan said to kick off our program.

The song

“It all starts with a narrative — 99 percent is the work of building the business, but an important 1 percent is convincing people,” Kan relays.

First, explain how the world is a certain way. Describe the problem, why it’s big and who in the market would pay for a solution. Demonstrate that you’re an expert.

Second, explain how the world is changed by your solution to the problem. Frame what’s possible for businesses or consumers once they have your product.

Third, explain how the world is new now that your solution exists. Provide metrics on traction and mechanisms for growth, and show why your team is uniquely equipped to succeed. Identify adjacent markets your product will conquer.

Unlike the frothy days of yore, “people are no longer willing to lose money on a per-unit basis,” says Kan. VCs will demand to understand your unit economics and scalable customer acquisition strategy that turns cash invested into more cash earned.

Perhaps the most important part of the pitch is practice, though. Pitch to fellow founders, investors or angels, but explicitly tell them you want feedback, not money. Running through the pitch over and over boosts confidence, A/B tests narratives and unearths questions. Know your numbers by heart so you always seem sure of where the business is heading, and define a personal pitching style that plays to your personality strengths.

Kan says it all comes down to making investors see your vision for how you’re going to become a massive company.

Atrium Scale helps here by letting you pitch in groups, as well as one-on-one with mentors. Simply being surrounded by people all trying to improve creates an atmosphere conducive to progress rather than getting defensive about criticism. There could be better homework or takeaway materials to help startups continue to improve after the workshop ended, but I heard entrepreneurs work out kinks and trim off tangents that could have derailed their pitch during a real meeting.

 

The dance

Where Atrium Scale shined brightest was digging into the cadence of the fundraising process. Anyone can work out a decent pitch in their garage, but it takes special know-how to navigate turning that pitch into money in the bank. This is the kind of in-group knowledge that often makes it tough for outsiders to break into Silicon Valley.

You should pitch wide, planning to talk to at least 10 to 20 investors, but knowing it can take 100 ‘nos’ to get a ‘yes.’ Pick investors not based on their firm’s name recognition but their expertise and track record in your industry. Contact investors at least three to four weeks out and schedule meetings in as rapid succession as possible. The goal is to be able to get term sheets back at the same time so you can play firms off each other and pick the best deal.

You’ll start with single partner meetings. You’ll hear back within 24 to 48 hours if they go well, and you can assume they didn’t if you don’t hear back soon. Those that like you will set up multi-partner meetings, and you should ask them what their colleagues will want to know. If that goes well you’ll be brought in for an exhaustive full-partnership pitch where they’ll try to poke holes in your business. Lots of questions means lots of interest, while few questions and VCs bored on their phones means you’re toast.

If the partnership believes in you, you’ll quickly receive a term sheet, but you don’t have to sign it right away. Since you can’t fire your investors, be sure to call their references so you’re sure which you want to work with forever. This also gives you time to go back to other firms you’ve pitched. Don’t say who it’s from, but use your existing term sheet as leverage to get them to give you one or one with a better deal.

Aim for a lead investor that will put in at least 25 percent of the round volume and then fill it out with other firms, strategics and angels. Know that the median delay for investor due diligence is 41 days, so make sure you have enough runway to wait that long after you complete the pitch process. The fundraise should last you 12 to 18 months, but be careful because your spending will expand to take up what’s in the bank. Be ready by then to show you’ve hit new milestones that de-risk your business.

The program also reviewed more advanced topics like raising money from strategic investors, equity versus SAFE financing, crooked deal terms like ratchets and liquidation preferences and how to manage your board. That one-size-fits all info is certainly helpful, but thanks to the small class size, Atrium Scale’s Q&As let founders get answers to industry-specific questions and their own edge cases.

There are plenty of people looking to help startups in Silicon Valley, but few are giving away this high-quality of education for free. Accelerators can charge 7 percent of equity and advisors can charge a percentage point or two. That can be worth a lot if the startup does well. Consultants want cash that pre-A startups rarely have. But Atrium is merely looking for lead generation and it needs them to raise money to be able to afford its legal services. That aligns the workshop well with the outcomes for the companies.

If you have a dumb business idea, no amount of turd polishing will get you legitimate funding. But for startups on to something that just need help communicating, Atrium Scale could be a quick and cheap way to boost their chances of getting picked from the crowd.

17 Apr 2018

Commissioner Mignon Clyburn is stepping down after 8 years at the FCC

Commissioner Mignon Clyburn is stepping down from the FCC after eight years on the job. She broke the news at the Commission’s monthly open meeting, confirming the plans to move on that she has mentioned occasionally since the new administration took over.

I realize I don’t sound like the impartial journalist that I should be when I say this, since I cover the FCC closely, but I will very much miss the presence of Commissioner Clyburn there. (And I’m not the only one; my inbox is filling up with groups and individuals issuing thank you statements. I’ll add some to this post later.)

Regardless of what one’s position is on things like net neutrality, broadband access, media regulation and so on, Clyburn always brings a note of humanity and common sense to the discussion. Her commentary, though technically and legally sound, is rarely technical or legal in nature, instead focused on the human cost or benefit of a proposal or decision — but made her point nevertheless.

That’s no mean accomplishment in a business where a decade-long conflict can be fueled by the definitions of a handful of words or legal distinctions finer than most people can comprehend. All the FCC Commissioners are intelligent and accomplished people (and I mean that), but Clyburn is unique among them.

Her concurring statements were always cheerful and gracious (though often cautious regarding certain aspects of a proposal) and her dissents were fiery and unsparing; you can read some choice words on the controversial net neutrality order here.

You can tell a lot about a person by the issues they decide to take a stand on, and for Clyburn they were humanitarian: investigating and exposing companies taking advantage of inmates, for instance, or defending programs that primarily benefit the poorest and least powerful in the nation. And of course she was instrumental in creating 2015 net neutrality rules (RIP).

I’ve spoken with her myself a few times, and once on stage at Disrupt NY, and have always been struck by her straightforward passion for helping people. It’s reassuring to experience that with an official of her stature.

I write this like it’s a eulogy, but really, Commissioner Clyburn will almost certainly go on to do more interesting things and help more people; other former Commissioners have certainly done so and are still influential in different ways — at nonprofits, in local government, and so on. That said, it’s sad to see a staunch advocate for social good, and a woman of color as well, leaving an important federal office.

“It’s time for me to serve in another way,” Clyburn said at the meeting. I look forward to finding out what way that is.

(On a practical note: When Clyburn leaves, sometime in the next couple weeks, her position will be open until the current administration nominates someone to the position and they are confirmed by Congress. Given how long it took them to get Commissioner Rosenworcel back in action, this could take some time, especially as, like before, it will be 3 on 1 in the meantime.)

17 Apr 2018

Snap launches new features for Lens Studio

At the end of last year, Snap introduced Lens Studio, a platform that allows developers to create AR lenses for Snapchat. Today, the company is announcing new features for Lens Studio, including seven brand new templates for the creation of face lenses.

Before now, only World Lens creation was available to everyone within Lens Studio, meaning developers could create 3D AR objects but not overlay AR experiences over faces. Now, developers can create Face Lenses, with seven different templates to choose from.

Here are the new templates for Face Lenses:

  • Face Paint: focuses on face substitution, mapping the face to let developers create art tied to facial features like the lips or nose (great for makeup or accessories)
  • Photo: much like Face Paint, Photo lets creators overlay lenses onto a single static (head-on) photo
  • Distort: lets developers stretch or shrink facial features
  • Trigger: with Trigger, developers can create a trigger (blinking, raising eyebrows, open/close mouth) to execute a lens
  • 2D Objects: this template works the same way as Snap’s famous dog ears filter, letting developers create 2D objects that can be overlaid on a picture of video
  • 3D Objects: Same as 2D Objects, but with 3D objects. This template also includes a helper script to play looping animation on the 3D objects
  • Baseball Cap: Revamp a 3D baseball cap to change color, brim style and add an image

Alongside the new templates, Snap is also integrating with Giphy to give Lens Studio developers access to Giphy’s massive library of animated GIF stickers.

With the introduction of these new features, Snap is opening up these third-party lenses to the public with the launch of Community Lens Stories. Each story will include public Snaps submitted on Our Story that highlight a community lens. Folks can swipe up on one of these Snaps to unlock the lens, or browse other Lenses by tapping the ‘i’ button above a Community Lens in the carousel.

This is all in an effort to open up Snap to third-party developers and creators, which is why the company is launching the Official Creator Program. This will allow the Snap team to partner with select creators to offer support, including visibility on the Lens Studio website as well as direct support from the Lens Studio team. Official Creators will also get early access to features and templates.

17 Apr 2018

Building the Moon without leaving the London area

Hardware isn’t easy — especially if you decline to take advantage of the global manufacturing infrastructure, build everything in a flat in London, and use only local labor and materials. But that’s what the creators of successful Kickstarter project Moon did, and they have no regrets.

Back in 2016, I got a pitch for the Moon, an accurate replica of our satellite around which a set of LEDs rotated, illuminating the face in perfect time with the actual phase. A cool idea, though for some reason or another I didn’t cover it, instead asking Alex du Prees, one of the creators, to hit me back later to talk about the challenges of crowdfunded, home-brewed hardware.

The project was a success, raising £145,393 — well over the £25,000 goal — and Alex and I chatted late last year while the team was wrapping up production and starting on a second run, which in fact they just recently wrapped up as well.

It’s an interesting case study of a crowdfunded hardware project, not least because the Moon team made the unusual choice to keep everything local: from the resin casting of the moon itself to the chassis and electronics.

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“At the time we wanted to make sure that we made them correctly, and that we didn’t spend a lot of our energy and money prototyping with a factory,” du Preez said. “We’ve seen a lot of Kickstarter campaigns go straight to China, to some manufacturing facility, and we were afraid we’d lose a lot of the quality of the product if we did that.”

The chief benefit, in addition to the good feeling they got by sourcing everything from no further than the next town over, was the ability to talk directly to these people and explain or work through problems in person.

“We can just get on a train and go visit them,” du Preez said. “For instance, there’s a bent pipe which is the arm of the device — even that part alone, we worked with a pipe-bending company and went out there like three times to have conversations with the guy.”

Of course, they weren’t helpless themselves; the three people behind the project are designers and engineers that have helped launch crowdfunding campaigns before, though this one was the first they had done on their own.

“I think Oscar [Lhermitte, who led the project] probably worked two and a half or three years on this, from ideation all the way to manufacturing,” said du Preez. “He had this idea and he contacted NASA and asked for this topographical data to make the map. He came to us because he wanted some technical and engineering input.”

The decision to do it all in the UK wasn’t made any easier by the fact that it was a demanding piece of hardware, the team’s standards were high, and despite being a great success, $200,000 or so still isn’t a lot with which to build a unique, high-precision electronic device from scratch.

The whole operation was run out of a small apartment in London, and the team had to improvise quite a bit.

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“We had this tiny little room the size of a kitchen we were producing these things out of,” du Preez recalled. “It wasn’t like a warehouse. And we were on the second floor — we’d get a delivery of like, a ton of metal, and we’d have to spend half a day hauling it up, then boxes would arrive and it would fill up the whole studio.”

They resisted the urge to get something off the shelf or ready-made from Shenzhen, choosing instead to rely on their own ingenuity (and that of nearby, puzzlingly specific artisans) to solve problems.

“One of the trickiest parts was that every single part is made with a different process,” he said. “If you want to make a piece of electronics in a plastic case,” for example a security camera or cheap Android phone, “it’s a lot quicker to develop and execute.”

Obviously the most important part to get right is the globe of the moon itself — and no one had ever made something quite like this before, so they had to figure out how to do it themselves.

“It’s quite large, so we can’t cast it in one solid piece,” du Preez explained. “It would be too heavy to ship. And it sinks — the material moves too much. So what you do is you make a mold, like a negative of the moon, and you pour the liquid inside it. And while the liquid is setting, you rotate it around, to make sure the inner surface is being coated by resin while it’s drying.”

In order to do this for their prototyping stage, they jury-rigged a solution from “wood, bicycle parts, and I think a sewing machine engine,” he said. “We had to put that together on the spot to keep costs down. We kind of replicated what we knew was already out there to test our materials and concepts. We knew if we could make this work, we just had to build or find a better one.”

As luck would have it, they did find someone — right up the tracks.

“We found this guy in Birmingham who basically has an industrial version of this, he makes molds and he has this big metal cage rotating around all day,” du Preez said. “The quality of his work is amazing.” And, of course, it’s just a short train trip away — relative to a trip to Guangzhuo, anyway.

Attention to detail, especially regarding the globe, led to delays in shipping the Moon; they ended up about four months late.

Late arrivals are of course to be expected when it comes to Kickstarter projects, but du Preez said that the response of backers, both friendly and unfriendly, surprised him.

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“It seemed quite binary. We had 541 backers, and I’d say only two were really pissed off about not having their moon, and they were irate. I mean they were fuming,” he said.

“But no one really got publicly angry with us. They’d just check in. Once they email you and you give them a response, they seem to be very understanding. As long as we kept the momentum going, people were okay with it.”

That said, four months late isn’t really that late. There are projects that have raised far more than Moon and were years late or never even shipped (full disclosure, I’ve backed a couple!). Du Preez offered some advice to would-be crowdfunders who want to keep the good will of their backers.

“It’s really important to understand your pricing, who’s going to manufacture it, all the way down to shipping. If you have no game plan for after Kickstarter you’re going to be in a tricky situation,” he said. “We had a bill of materials and priced everything out before we went to Kickstarter. And you need some kind of proof of concept to show that the product works. There are so many great hardware development platforms out there that I think that’s quite easy to do now.”

Their attention to detail and obvious pride in their work has resulted in a lasting business, du Preez told me; the company has attracted attention from Adam Savage, Mark Hamill, and MOMA, while a second run of 250 has just completed and the team is looking into other projects along these lines.

You can track the team’s projects or order your own unit (though you may wish you’d gotten the early bird discount) over at the dedicated Moon website.

17 Apr 2018

Slack CEO Stewart Butterfield details approach to sustaining an inclusive workforce

In light of the tech industry’s last year of one sexual harassment scandal after another, Slack CEO Stewart Butterfield says the company has had active conversations about the issues. However, Slack has not made any specific policy changes at the company. While no overt cultural issues at Slack have hit the mainstream, Butterfield says he recognizes that Slack is not immune from them.

“As we get bigger and we exist for longer, the greater the likelihood that the actual problems of the world will be present in Slack too,” Butterfield told TechCrunch.

He added that he’s proud of what Slack has accomplished but that he also wants to be careful not have Slack put up on a pedestal.

“We exist in the actual world — if we all agree that this world has some systemic issues, and it’s sexist and it’s racist — that’s not going to stop when people walk into our office,” Butterfield told me. “I don’t mean there’s nothing we can do about it. There are things we can do about it but people are coming in here with their own life experiences.”

Part of that action is around continuing to release diversity reports, which Slack is doing for the third time today. Slack is still a predominantly white workplace, but the company has made some progress in the areas of global employment of women, women in technical and leadership roles, and representation of black and Latinx people.

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Slack’s workforce is now:

  • 44.7 percent female, up from 43.5 percent last year
  • 12.5 percent underrepresented minorities, up from 11.5 percent last year
  • 6 percent underrepresented employees in leadership positions
  • 8.3 percent LGBTQ
  • 1.4 percent identify as having a disability
  • .85 percent identify as veterans.

While Slack doesn’t break out intersectionality itself, a closer look at the EEO-1 report makes that possible. Slack says it didn’t break this out on its own due to the lack of statistically significant results. I, however, find it socially significant.

For example:

  • Slack employs just 19 black women, 21 Latina women and 16 women who identify as two or more races
  • White women make up 54.6 percent of Slack’s female employee base
  • Black and Latina women each make up just .03 percent of Slack’s overall employee base.

Notably, Slack does not have a chief diversity officer nor anyone specifically tasked with overseeing diversity and inclusion. The company has considered bringing one on board, but Butterfield says he wants diversity and inclusion to be a “companywide responsibility that everyone is engaged in,” he said. Still, Butterfield said that could change in the future.

Meanwhile, Slack has been home to a number of outspoken diversity and inclusion advocates, so it’s notable that some of the more prominent ones are no longer there. The likes of Leslie Miley, Erica Baker and Leigh Honeywell — three people from underrepresented groups in technology — have gone their separate ways. They all said they were moving on as a progression of their careers, but it’s worth pointing out that Slack is not immune to some of the problems that exist in the wider world and the tech industry (as Butterfield mentioned to me). In Baker’s farewell Medium post, she hinted that upward mobility was a challenge at the company.

With that in mind, Butterfield says his job is to inspire people and reiterate that diversity and inclusion is important to him and “deeply baked into how we want to operate,” Butterfield said.

Slack tracks its attrition rates, and as a whole, Slack has an attrition rate of about 8.5 percent annualized, Slack VP of People Robby Kwok told me. Miley left last January, followed by Honeywell in April and Baker in June, but Slack says it does “not see anything that is out of the ordinary based on any one of those categories” (country, job level, job function), Kwok said.

“I think, more broadly, treating each other well, treating our customers and our contractors well, but basically setting the standard of behavior overall, that ideally will have a positive influence on businesses across the board to the extent that we’re successful,” Butterfield said. “Because when people see success, they copy what they think the ingredients are.”

Some of Slack’s more proactive measures include partnerships with Code2040 and the Transgender Law Center. Slack has partnered with Code2040 for the last few years around hiring, but this year it’s taking the partnership some steps further. Slack will continue to serve as an employment partner of Code2040 while also helping to create a curriculum to help their engineers be more successful once they get hired at any tech company. With Transgender Law Center, the idea is to create and deploy ally training specific to the transgender community.

“I think we’re a generation behind on policy and legal issues with respect to trans people versus where we are with the first couple of letters of LGBTQ in the U.S.,” Butterfield said. “There’s a lot of open policy questions.”

Transgender Law Center, Butterfield said, has the expertise while Slack is able to offer some of its employees to contribute to the curriculum’s development. Once the curriculum is developed, the idea is to share it with companies all over the world, Butterfield said.

“Because that was one of the conversations we had really early on with Ina Fried, that there wasn’t a playbook,” he said. “If you were a business owner or executive and you wanted to do a better job supporting trans people, there wasn’t any kind of resource to turn to to learn how to do that, so I think that will be a really impactful effort.”

Slack has also confirmed equal pay and promotion rates across gender and race. Based on Slack’s analysis, Kwon said the company did not have to make any changes to compensation or promotions.

Since its inception, Slack’s goal has always been to not be “one of the places where people fall out of the industry,” Butterfield said. “This is not a complaint about the pipeline, but there are fewer experienced black software engineers in the hiring pool than there are black people in the population. The only way that’s going to change is if people land in environments where they can thrive and they can be successful and can bring people in from their networks — they can act as mentors.”