Author: azeeadmin

19 May 2020

Where these 6 top VCs are investing in cannabis

The cannabis market was in the midst of a correction when the COVID-19 crisis hit and could emerge stronger than ever.

After a breakthrough period of growth, cannabis startups entered 2020 with depressed values and an uncertain future. Now, with millions sheltering in place, many companies are seeing unprecedented demand and growth opportunities as many states classified the industry as an essential business.

TechCrunch surveyed top investors focused on the cannabis market to gather their thoughts on current trends and opportunities. The results paint a stunning picture of an industry on the verge of breaking away from a market correction. Our six respondents described numerous opportunities for startups and investors, but cautioned that this atmosphere will not last long.


Three key takeaways

Cannabis is an essential business

Per the investors in our survey, most see the the pandemic as a turning point for cannabis thanks to increased demand and the industry’s designation as an essential business. Sean Stiefel, CEO of Navy Capital, notes that states will look to cannabis to help resolve budget deficits and said his firm is especially excited for legalization in New York, New Jersey, Pennsylvania and Connecticut.

“Cannabis went from illegal to essential in about two weeks flat,” said Matt Hawkins of Entourage Effect Capital. “Cannabis is now listed right alongside hospitals, doctors, grocery stores, gas stations and fire departments as an essential service.”

19 May 2020

WooCommerce launches native WooCommerce Payments feature

WooCommerce, the e-commerce platform developed by Automattic, is improving the payment feature with a native solution called WooCommerce Payments. The payment feature is powered by Stripe. Compared to previous payment solutions on WooCommerce websites, it is fully integrated with the rest of the platform.

In case you’re not familiar with Automattic, it is also the company behind WordPress.com, Longreads, Simplenote and Tumblr. WooCommerce is built on WordPress, which means that you can create a website using WordPress and start accepting orders thanks to WooCommerce.

Previously, WooCommerce users could enable extensions to embed payment widgets on their websites. You could use Stripe, Amazon Pay, Square or PayPal for instance.

WooCommerce Payments takes this feature one step further by making it as easy as possible to get started and accept orders. Following a successful beta test, it is available to customers in the U.S. starting today.

The best part about WooCommerce Payments is that you can control payments directly in the WooCommerce back end. There’s a new payment tab that lets you view charges, issue refunds and deal with disputes. You don’t have to connect to your Stripe account or any third-party site.

When it comes to pricing, transactions on WooCommerce Payments cost 2.9% + $0.30 per transaction. There’s no set up fees or monthly fees. In other words, you’ll end up paying the same fees when you use WooCommerce Payments or a custom Stripe integration.

In the future, WooCommerce plans to add the ability to save cards as well as support for subscriptions and in-person payments. The company also plans to roll out WooCommerce Payments to more countries.

Many merchants have started using WooCommerce over the past couple of months, probably due to the coronavirus outbreak. The number of active WooCommerce sites grew by 34% in two months while the number of shoppers grew by 70%.

19 May 2020

Brex brings on $150M in new cash in case of an ‘extended recession’

Fast-growing fintech behemoth Brex is raising big money as its customer base itself — high-growth and spendy startups — is struggling.

The company, which sells a credit card tailored for startups, today announced that it has raised $150 million in a Series C extension from a group of existing investors, including DST Global and Lone Pine Capital.

With the new raise, Brex, which was co-founded by Henrique Dubugras and Pedro Franceschi, has now amassed $465 million in venture capital funding to-date.

Brex plans to use its new capital to invest across engineering, product, and design functions to improve its customer experience. It also plans to make small acquisitions to help with hiring and product goals. In late March, the startup announced that it had acquired three companies, Neji, Compose Labs and Landria, for an undisclosed amount.

Layoffs are impacting a number of businesses, and where upstart companies aren’t cutting staff, they are often reducing spend. That’s not good news for Brex, which makes money on purchases made through its corporate card.

Brex has already cut some customer credit limits to mitigate some of the exposure risk, The Information reported and Dubugras confirmed. Brex, once known for its flashy billboards, has lessened its spend on travel and restaurants to “almost zero” since COVID-19 started.

However, Dubugras seems largely unbothered on how the pandemic impacts Brex’s future. The new fundraise was opportunistic, and he noted how Stripe and Robinhood recently raised as well.

“I’m glad this round came together, but if it hadn’t, we would’ve been fine,” he said. “The capital is so we can play offensive while everyone else plays defensive.”

Its clients have always had a high risk for failure, since they are startups after all, so Brex built a model that accounts for this. “Us lowering credit limits has been happening since the existence of Brex,” Dubugras said. “It’s not something that is new to COVID.”

The new capital, according to Dubugras, is all “general purpose cash” and will go directly to the company’s balance sheet, which now has $450 million. The round was closed a few days ago.

Brex’s rise has largely come during an upmarket. The startup, which launched in Brazil, has long enjoyed time in the spotlight as a Silicon Valley success story. A New York Times headline about the startup captured its allure well: “bad times in tech? Not if you’re a startup serving other startups.

Today’s financing news, while it is an extension of a preexisting Series C round, is Brex’s largest single raise to date. The Y Combinator graduate last raised venture capital money in June 2019, in a $100 million round from Kleiner Perkins valuing the company at $2.6 billion.

In the past, each successive Brex raise came along with a flagship product update. Months after its Series C in October, the company launched its second product: a credit card for ecommerce companies In just a few months time, the new product “multiplied Brex’s TAM and became responsible for one-third of the business’s revenue.” After its June 2019 raise, Brex launched a credit card for life sciences companies, and then a few months later, it announced Brex Cash, a product that acts like a checking account replacement for startups.

Image Credits: brex

In 2020, however, its strategy appears more conservative. Dubugras compared Brex’s business similar to venture capital, in that they get the most value for themselves, and shareholders, with customers that stay and grow with the company for a longer time.

“Going to any new verticals or any kind of growth projects are not necessarily priorities for the year,” he said. “Most of the funds will go toward building the product; the investment in growth is probably done post COVID-19.

It’s up to the company, which has grown comfortably on the shoulders of an upmarket up until this point, to prove that it can retain its venture-ready growth profile. “I’m optimistic about tech, so I’m optimistic about Brex,” Dubugras said.

19 May 2020

Xilinx launches a new reconfigurable space-grade chip optimized for local machine learning on orbit

Space-specific silicon company Xilinx has developed a new processor for in-space and satellite applications that records a number of firsts: It’s the first 20nm process that’s rated for use in space, offering power and efficiency benefits, and it’s the first to offer specific support for high performance machine learning through neural network-based inference acceleration.

The processor is a field programmable gate array (FPGA), meaning that customers can tweak the hardware to suit their specific needs since the chip is essentially user-configurable hardware. On the machine learning side, Xilinx says that the new processor will offer up to 5.7 tera operations per second of “peak INT8 performance optimized for deep learning,” which is an improvement of as much as 25x vs the previous generation.

Xilinx’s new chip has a lot of potential for the satellite market for a couple of reasons: First, it’s a huge leap in terms of processor size, since the company’s existing traditional tolerant silicon was offered in a 65nm spec only. That means big improvements in terms of its size, weight and power efficiency, all of which translates to very important savings when you’re talking about in-space applications, since satellites are designed to be as lightweight and compact as possible to help defray launch costs and in-space propellant needs, both of which represent major expenses in their operation.

Finally, its reconfigurable nature means that on-orbit assets can be reprogrammed on-demand to handle different tasks – which now include local machine learning algorithm processing. That means you could theoretically switch one of these in an Earth observation satellite from handling something like tracking cloud density and weather patterns, to making inferences about deforestation or strip mining, for instance. That’s a whole lot of added flexibility for satellite constellation operators looking to move where market demand is needed most.

Xilinx’s chips are special in a number of ways vs. the kind we use here on Earth, including with the aforementioned radiation tolerance. They also come packed in thick ceramic packaging which add extra durability both during the launch phase, where stresses include extreme vibration, and on orbit where the lack of an atmosphere means exposure to an extremely harsh environment in terms f both radiation and temperature.

19 May 2020

Algolia gets a new CEO as founder steps down

Search-as-a-service startup Algolia is announcing some changes at the helm of the startup. Co-founder and CEO Nicolas Dessaigne is transitioning to a non-operational role at the company. He’ll still be a board member, but Bernadette Nixon is joining the company to take on the CEO position.

Algolia is building a search engine API. The company doesn’t want to build the next Google. Instead, it wants to power the search box on your website or app with instant letter-by-letter search results.

The company is managing the search feature on Slack, Stripe, Under Armour, Twitch and 9,000 other companies. At its current run rate, Algolia processes 1.2 trillion searches a year. The company says it touches 1 in 6 web users each day.

“The story started right after the Series C,” Dessaigne told me. Algolia raised a $110 million Series C round at the end of 2019. “I was super excited but what was most exciting for me was the potential of the company.”

“Someone with more go-to-market experience would probably be a better person at achieving that potential,” he continued.

I asked more directly whether the decision to replace him as CEO came from the board of the company or not. “It really started on my side. The board was supportive of the decision but it didn’t come from them,” he said.

Nixon was previously the CEO of Alfresco, the company that developed an open source enterprise content-management startup that was acquired by private equity firm Thomas H. Lee Partners in 2018. In the past, she held various positions as chief revenue officer, executive vice president of sales and senior vice president of corporate sales in different software companies.

As you can see, Nixon has a ton of experience when it comes to sales and operations in general. Her experience will be valuable when it comes to scaling the startup.

“I’m excited to be now part of the Algolia team and to be leading the company as of today,” Nixon told me. Accel, the VC firm that led the Series C round in Algolia, was also an investor in Alfresco.

The transition is going to take a couple of months and Dessaigne will stick around until July. He says that he doesn’t have any concrete plan about what he’s going to do next.

Over the past year, Algolia has been ramping up executive hires. Jean-Louis Baffier joined as chief revenue officer, Ashley Stirrup joined as chief marketing officer, Kristie Rodenbush joined as chief people officer and Iain Hassall joined as chief financial officer. In other words, Algolia is growing up and preparing for the next phase. Now let’s see if it leads to an IPO or an acquisition by a bigger player.

19 May 2020

Command E raises $4.3 million to build the ultimate cross-app search tool

For the last two years, SF-based Command E has been quietly building a unified desktop search tool that helps uses quickly scour for files and data sources across nearly every app they use.

The small startup had taken a page from other popular workplace software tools, slowly scaling up a passionate base of early beta users in Silicon Valley and cautiously building towards a broader release. Now, Command E is ready for more attention as the tool leaves private beta and is available for download on Mac and PC.

A new generation of workplace tools has been coalescing over the past several years led by consumer-friendly, highly customizable software products like AirTable, Notion and Figma. As new challengers seem to pop up daily, a new crop of enterprise tools has emerged that simply focus on ensuring that all of these disparate tools can talk to one another. Command E’s founders want their product to go beyond data replication, giving users a command line that lets them find everything they need.

Co-founders Tom Uebel and Ben Standefer met while working on the engineering team at First Round Capital, building networking tools that could help founders in the network interact with each other. Through the course of their work, Uebel and Standefer became more familiar with the pain points of software integration workflows for different roles in the startup ecosystem. These learnings pushed the duo to start building their own front-end solution to help users pull up a search bar and find a piece of data within a few milliseconds.

“Enterprise search has traditionally been this big bulky IT integration, we’ve changed it to where you can download it and have all your accounts connected and your data synced in five minutes,” CEO Tom Uebel tells TechCrunch. “As the costs of building purpose-built tools keeps coming down, I think you’re going to see a lot of really great software continue to proliferate. Part of our thesis is that you’re going to need a layer to glue them all together in a nice way.”

The startup’s integrations now encompass a pretty wide swath of popular tools, including Google Drive, Slack, Salesforce, Gmail, Superhuman, LinkedIn, Dropbox, Jira, Confluence, Zendesk, Trello, Asana, Evernote, GitHub, Figma, Front, Greenhouse, HubSpot, Intercom, Outreach Salesloft, and yes, even Clubhouse.

The Command E team wants their search to feel like a system-level tool in terms of performance and seamlessness, something the startup’s keyboard shortcut naming alludes to. “People have a very high bar for the tools they’re going to bring into their flow,” Uebel says. “If it doesn’t work very smoothly, it’s easy to rip out.”

A big priority for the integration-heavy company is communicating how all of that data is being managed. Uebel acknowledges that it “sounds scary at first” to connect a search tool to every enterprise service, but that the document data Command E is downloading and searching through “all stays on your own machine in an encrypted database.” Uebel says Command E is wrapping up a SOC-2 audit as the company looks to assure users and the enterprises they work for that the tool’s speed doesn’t come at the cost of security.

Command E’s next big task is growing their tiny team in the midst of a lockdown, but they’ve got some capital to do so. The startup tells TechCrunch they’ve raised $4.3 million in seed funding to date from investors including Bain Capital Ventures, Craft Ventures, Amplify Partners, Abstract Ventures and Upside Partnership.

Other investors include Superhuman CEO Rahul Vohra, Brianne Kimmel, Niv Dror and Greg Brockman.

19 May 2020

EasyJet says 9 million travel records taken in data breach

EasyJet, the U.K.’s largest airline, said hackers have accessed the travel details of 9 million customers.

The budget airline said 2,200 customers also had their credit card details accessed in the data breach. Passport records were not accessed, a company statement said.

EasyJet did not say when the security incident happened or how the hackers accessed its systems, but the company said it referred the incident to the Information Commissioner’s Office, the U.K.’s data protection agency. Companies are given 72 hours to inform regulators of a security incident under European data protection rules.

Spokespeople for EasyJet did not immediately comment when contacted by TechCrunch.

The airline, like the rest of the aviation industry, has been hit hard by the coronavirus pandemic, which forced vast swathes of the global population to stay at home, and put business travel and vacations on hold. Prior to the pandemic, EasyJet carried more than 28 million passengers in 2019 as the U.K.’s biggest airline carrier.

The company was one of the first to ask the U.K. government for a bailout to prevent financial collapse.

British Airways was fined a record £183 million ($230m) by the ICO in 2019 after a data breach exposed the booking details of 500,000 customers. Hackers had siphoned off thousands of credit card numbers after installing skimming malware on its website.

19 May 2020

Europe to Facebook: Pay taxes and respect our values — or we’ll regulate

A livestreamed “debate” yesterday between Facebook CEO Mark Zuckerberg and a European commissioner shaping digital policy for the internal market, Thierry Breton, sounded cordial enough on the surface, with Breton making several chummy references to “Mark” — and talking about “having dialogue to establish the right governance” for digital platforms — while Zuckerberg kept it respectful sounding by indirectly addressing “the commissioner”.

But the underlying message from Europe to Facebook remained steely: Comply with our rules or expect regulation to make that happen.

If Facebook chooses to invest in ‘smart’ workarounds — whether for ‘creatively’ shrinking its regional tax bill or circumventing democratic values and processes — the company should expect lawmakers to respond in kind, Breton told Zuckerberg.

“In Europe we have [clear and strong] values. They are clear. And if you understand extremely well the set of our values on which we are building our continent, year after year, you understand how you need to behave,” said the commissioner. “And I think that when you are running a systemic platform it’s extremely important to understand these values so that we will be able to anticipate — and even better — to work together with us, to build, year after year, the new governance.

“We will not do this overnight. We will have to build it year after year. But I think it’s extremely important to anticipate what could create some “bad reaction” which will force us to regulate.”

“Let’s think about taxes,” Breton added. “I have been a CEO myself and I always talk to my team, don’t try to be too smart. Pay taxes where you have to pay taxes. Don’t got to a haven. Pay taxes. Don’t be too smart with taxes. It’s an important issue for countries where you operate — so don’t be too smart.

“‘Don’t be too smart’ it may be something that we need to learn in the days to come.”

Work with us, not against us

The core message that platforms need to fit in with European rules, not vice versa, is one Breton has been sounding ever since taking up a senior post in the Commission late last year.

Although yesterday he was careful to throw his customary bone alongside it too, saying he doesn’t want to have to regulate; his preference remains for cooperation and ‘partnership’ between platforms and regulators in service of citizens — unless of course he has no other choice. So the message from Brussels to big tech remains: ‘Do what we ask or we’ll make laws you can’t ignore’.

This Commission, of which Breton is a part, took up its five-year mandate at the end of last year — and has unveiled several pieces of a major digital policy reform plan this year, including around sharing industrial data for business and research; and proposing rules for certain ‘high risk’ AI applications.

But a major rethink of platform liabilities remains in the works. Though yesterday Breton declined to give any fresh details on the forthcoming legislation, saying only that it would arrive by the end of the year.

The Digital Services Act could have serious ramifications for Facebook’s business which explains why Zuckerberg made time to dial into a video chat with the Brussels lawmaker. Something the Facebook CEO has consistently refused the British parliament — and denied multiple international parliaments when parliamentarians joined forced to try to question him about political disinformation.

The hour-long online discussion between the tech giant CEO and a Brussels lawmaker intimately involved in shaping the future of regional platform regulation was organized by Cerre, a Brussels-based think tank which is focused on the regulation of network and digital industries.

It was moderated by Cerre, with DG Bruno Liebhaberg posing and choosing the questions, with a couple selected from audience submissions.

Zuckerberg had brought his usual laundry list of talking points whenever regulation that might limit the scope and scale of his global empire is discussed — seeking, for example, to frame the only available options vis-a-vis digital rules as a choice between the US way or China.

That’s a framing that does not go down well in Europe, however.

The Commission has long talked up the idea of championing a third, uniquely European way for tech regulation — saying it will put guardrails on digital platforms in order to ensure they operate in service of European values and so that citizens’ rights and freedoms are not only not eroded by technology but actively supported. Hence its talk of ‘trustworthy AI’.

(That’s the Commission rhetoric at least; however its first draft for regulating AI was far lighter touch than rights advocates had hoped, with a narrow focus on so-called ‘high risk’ applications of AI — glossing over the full spectrum of rights risks which automation can engender.)

Zuckerberg’s simplistic dichotomy of ‘my way or the China highway’ seems unlikely to win him friends or influence among European lawmakers. It implies he simply hasn’t noticed — or is actively ignoring — regional ambitions to champion a digital regulation standard of its own. Neither of which will impress in Brussels.

The Facebook CEO also sought to leverage the Cambridge Analytica data misuse scandal — claiming the episode is an example of the risks should dominant platforms be required to share data with rivals, such as if regulation bakes in portability requirements to try to level the competitive playing field.

It was too much openness in the past that led to Facebook users’ data being nefariously harvested by the app developer that was working for Cambridge Analytica, was his claim.

That claim is also unlikely to go down well in Europe where Zuckerberg faced hostile questions from EU parliamentarians back in 2018, after the scandal broke — including calls for European citizens to be compensated for misuse of their Facebook data.

Facebook’s business, meanwhile, remains subject to multiple, ongoing investigations related to its handling of EU citizens’ personal data. Yet Zuckerberg’s only mention of Europe’s GDPR during the conversation was a claim of “compliance” with the pan-EU data protection framework which he also suggested means it’s raised the standards it offers users elsewhere.

Another area where the Facebook CEO sought to muddy the water — and so lobby to narrow the scope of any future pan-EU platform regulations — was around which bits of data should be considered to belong to a particular user. And whether, therefore, the user should have the right to port them elsewhere.

“In general I’ve been very in favor of data portability and I think that having the right regulation to enforce this would be very helpful. In general I don’t think anyone is against the idea that you should be able to take your data from one service to another — I think all of the hard questions are in how you define what is your data and, especially in the context of social services, what is another person’s data?” he said.

He gave the example of friends birthdays — which Facebook can display to users — questioning whether a user should therefore be able to port that data into a calendar app.

“Do your friends need to now sign off and every single person agree that they’re okay with you exporting that data to your calendar because if that needs to happen because in practice it’s just going to be too difficult and no developer’s going to bother building that integration,” he suggested. “And it might be kind of annoying to request that from all of your friends. So where would we draw the line on what is your data and what is your friends is I think a very critical question here.

“This isn’t just an abstract thing. Our platform started off more open and on the side of data portability — and to be clear that’s exactly one of the reasons why we got into the issues around Cambridge Analytica that we got into because our platform used to work in the way where a person could more easily sign into an app and bring data that their friends had shared with them, under the idea that if their friend had shared something with you, for you to be able to see and use that, you should be able to use that in a different app.

“But obviously we’ve seen the downsides of that — which is that if you bring data that a friend has shared with you to another app and that app ends up being malicious then now a lot of people’s data can be used in a way they didn’t expect. So getting the nuance right on data portability I think is extremely important. And we have to recognize that there are direct trade-offs about openness and privacy. And if our directive is we want to lock everything down from a privacy perspective as much of possible then it won’t be as possible to have an open ecosystem as we want. And that’s going to mean making compromises on innovation and competition and academic research, and things like that.”

Regulation that helps industry “balance these two important values around openness and privacy”, as Zuckerberg put it, would thus be welcomed at 1 Hacker Way.

Breton followed this monologue by raising what he called “the stickiness” of data, and pointing out that “access to data is the number one asset for the platform economy”.

“It’s important in this platform economy but — but! — competition will come. And you will have some platforms allowing this portability probably faster than you think,” he said. “So I think it’s already important to anticipate at the end of the day what your customers are willing to have.”

“Portability will happen,” Breton added. “It’s not easy, it’s not an easy way to find an easy pass but… what we are talking about is how to frame this fourth dimension — the data space… We are still at the very beginning. It will take probably one generation. And it will take time. But let me tell you something but in terms of personal data, more and more the customers will understand and will requests that the personal data belongs to them. They will ask for portability one way or the other.”

On “misinformation”, which was the first topic Zuckerberg chose to highlight — referring to it as misinformation (rather than ‘disinformation’ or indeed ‘fakes’) — he had come prepared with a couple of stats to back up a claim that Facebook has “stepped up efforts” to fight fakes related to the coronavirus crisis.

“In general we’ve been able to really step up the efforts to fight misinformation. We’ve taken down hundreds of thousands of pieces of harmful misinformation. And our independent fact-checking program has yielded more than 50M warnings being shown on pieces of content that are false related to COVID,” he said, claiming 95% of the time people are shown such labelled content “they don’t end up clicking through” — further suggesting “this is a really good collaboration”.

(Albeit, back of an envelop math says 5% of 50M is still 2.5 million clicks in just that one narrow example… )

Breton came in later in the conversation with another deflator, after he was asked whether the current EU code of practice on disinformation — a self-regulatory initiative which several tech platforms have signed up for — is “sufficient” governance.

“We will never do enough,” he rejoined. “Let’s be clear. In terms of disinformation we will never do enough, This is a disease of the center. So everything we have done has to be followed.”

“It’s a huge issue,” Breton went on, saying his preference as a former CEO is for KPIs that “demonstrate we’re progressing”. “So of course we need to follow the progress and if I’m not able to report [to other EU institutions and commissioners] with strong KPIs we will have to regulate — stronger.”

He added that platforms cooperating on self regulation in this area gave him reason to be optimistic that further progress could be made — but emphasized: “This issue is extremely important for our democracy. Extremely… So we will be extremely attentive.”

The commissioner also made a point of instructing Zuckerberg that the buck stops with him — as CEO — lightly dismissing the prospect of Facebook’s newly minted ‘oversight board‘ providing any camouflage at all on the decision-making front, after Zuckerberg had raised it earlier in the conversation.

“When you’re a CEO at the end of the day you are the only one to be responsible, no one else… You have an obligation to do your due diligence when you take decisions,” said Breton, after scattering a little polite praise for the oversight board as “a very good idea”.

“Understand what I’m trying to tell you — when you are the CEO of an important platform you have to deal with a lot of stakeholders. So it’s important of course that you have bodies, could be advisory bodies, could be a board of director, it could be any kind of things, to help you to understand what these stakeholders have to tell you because at the end of the day the mission of a CEO is to be able to listen to everyone and then to take the decision. But at the end of the day it will be Mark that will be responsible.”

In another direct instruction, Breton warned the Facebook CEO against playing “a gatekeeper role”.

“Be careful to help our internal market, don’t play a role where you will be a systemic player, the gatekeeper controlling others to play with. Be careful with the democracy. Anticipate what’s going to happen. Be careful with disinformation. It could have a bad impact on what is extremely important for us — including our values,” he said, appealing to Zuckerberg “to work together, to design together the right governance tools and behavior” — and ending with a Silicon Valley-style appeal to ‘build the future together’.

The inescapable point Breton was working towards was just “because something is not prohibited it doesn’t mean that it’s authorized”. So, in other words, platforms must learn to ask regulators for permission — and should not expect any forgiveness if they fail to do this. This principle is especially important for the digital market and the information society at large, Breton concluded.

A particular low point for Zuckerberg during the conversation came earlier, when Liebhaberg had asked for his assessment of the effectiveness of content moderation measures Facebook has taken so far — and specifically in terms of how swiftly it’s removing illegal and/or harmful content. (Related: Last week France became the latest EU country to pass a law requiring platforms quickly remove illegal content such as hate speech.)

Zuckerberg made a nod to his usual “free expression vs content moderation” talking point — before segwaying into a claim of progress on “increasingly proactive” content moderation via the use of artificial intelligence (“AI”) and what he referred to as “human systems”.

“Over the last few years… we’ve upgraded all of our content review systems to now… our primary goal at this point is what percent of the content that’s going to be harmful can our systems proactively identify and take down before anyone even sees that? Some of that is AI and some of that is human systems,” he said, referring to the up to 30,000 people Facebook pays to use their brain and eyes for content moderation as “human systems”.

“If a person has to see it and report it to us we’re not going to catch everything ourselves but in general if someone has to report it to us then that means that we should be doing a bit better in future. So there’s still a lot of innovation to happen here,” Zuckerberg went on, adding: “We’re getting a lot better at this. I think our systems are continually improving.”

His use of the plural of “systems” at this point suggests he was including human beings in his calculus.

Yet he made no mention of the mental health toll that the moderation work entails for the thousands of people Facebook’s business depends upon to pick up the circa 20% of hate speech be conceded its AI systems still cannot identify. (He did not offer any performance metrics for how (in)effective AI systems are at proactively identifying other types of content which human moderates are routinely exposed to so Facebook users don’t have to — such as images of rape, murder and violence.)

Just last week Facebook paid $52M to settle a lawsuit brought by 11,000 current and former content moderators who developed mental health issues including PTSD on the job.

The Verge reported that under the terms of the settlement, every moderator will receive $1,000 which can be spent how they like but which Facebook intends to partly fund medical treatment, such as for seeking a diagnosis related to any mental health issues a moderator may be suffering.

19 May 2020

YouTube is relaunching its premium ad offering as YouTube Select

YouTube is announcing a new way to buy advertising, which it’s calling YouTube Select.

The announcement — made ahead of the now-remote digital advertising NewFronts next month — doesn’t reflect a broader change in who gets to monetize their videos (something that’s been a fraught topic at the Google-owned video service), but it is part of an ongoing effort to assure marketers that they can safely advertise on YouTube.

In a blog post, YouTube advertising’s vice president of product management Vishal Sharma wrote that YouTube Select is “a reimagination and unification” of existing products for premium advertisers, including Google Preferred and prime packs.

Like Google Preferred (which is being phased out by the end of 2020), YouTube Select is meant to give advertisers access to a more curated, higher quality selection of creators and publishers. A YouTube spokesperson told me that the core content lineups will be the same as they were under Google Preferred, with categories like music, sports, gaming and technology.

However, YouTube Select is also introducing a package focused specifically on YouTube and YouTube TV content that’s streaming to TVs (something that the service has already been emphasizing). And it’s adding new lineups of up-and-coming or niche creators.

“With YouTube Select, you can be confident that your ad buys are brand-safe,” Sharma wrote. “You’ll have access to advanced brand suitability controls, as well as the option to only serve ads on videos that have been machine classified and human-verified across all lineups (lineup/market dependent).”

19 May 2020

Contentsquare, the digital experience analytics platform, scores $190M Series D

Contentsquare, the cloud-based platform that helps businesses understand how and why users are interacting with their app, mobile and web sites, has closed $190 million in Series D funding.

The round is led by BlackRock’s Private Equity Partners team, with participation from previous investors. In addition, as part of this round, Sapiance Capital Limited is providing credit to the company.

It brings total funding for Contentsquare to $310 million. Previous backers include Canaan, Eurazeo Growth, GPE Hermes, Highland Europe, H14 and KKR, most of whom we’re told participated in this round. The company’s $60 million Series C round took place in January 2019.

Founded in 2012, Contentsquare wants to empower brands to create “better experiences”. Its SaaS analyses customer behaviour through billions of anonymous web, mobile and app interactions. It then provides recommendations, with the goal of helping companies increase revenue, engagement and growth.

In other words, Contentsquare claims it can tell a company why conversion rates are low and, most importantly, what can be done to improve them. This can include making changes to specific page or content elements, or a combination of the two. To enable this, the software integrates a broad set of data including content, UX, product, pricing, acquisition channel and technical performance — spanning the entire digital customer journey.

To date, Contentsquare says its platform is used by more than 700 enterprise customers including 30% of the Global Fortune 100. This includes large companies such as American Express, Best Buy, Dell, Ikea, LVMH, T-Mobile, Salesforce, Sephora and Toyota.

“This investment during these uncertain times is a proof of the fantastic job done by our teams”, said Jonathan Cherki, founder and CEO of Contentsquare, in a statement. “It validates the strength of our vision for the next 5 years to further extend our global leadership in experience analytics at a time when these capabilities are critical to all businesses.

Meanwhile, Contentsquare says the new capital will help it continue to invest in innovation, including “AI-based and predictive analytics”. It is also planning further expansion across the Americas, Europe, Asia and Middle East.