Author: azeeadmin

07 Aug 2018

Otto co-founder Lior Ron is back at Uber

Lior Ron, the co-founder of the controversial self-driving technology company Otto, is returning to Uber to head up its trucking logistics company, Uber Freight, TechCrunch has confirmed.

Both Ron and his co-founder and ex-Googler Anthony Levandowski went to Uber after it acquired Otto in August of 2016. However, Levandowski was fired from Uber after pleading the Fifth Amendment to his accused involvement in stealing Google’s self-driving car trade secrets for use in Otto’s technology. Ron exited Uber a month after the company settled with Google parent company Alphabet for $245 million over the dispute.

Now, after some reportedly intense, month-long negotiations, Lior plans to return to Uber pending acquisition of Otto Trucking. The self-driving trucking company is a separate entity from Otto, and the deal to purchase Otto’s other units never fully closed, leading to continued negotiations.

Ron is an obvious pick to run Uber Freight as he helped “lay the groundwork” for the momentum the company has seen since its founding, according to Uber. He’s also managed to negotiate a deal with his employees in mind. The new deal would allow Uber Freight to be a standalone business within Uber and give Otto Trucking shareholders an equity stake in Uber Freight.

However, Levandowski will sell his shares in the freight company to an undisclosed VC firm, according to Bloomberg. Uber did not comment on which firm that might be. Meanwhile, Uber, which owns a majority stake in Freight, plans to double its investment in the company over the next year.

07 Aug 2018

Baobab Studios CEO Maureen Fan to speak at TechCrunch AR/VR Sessions

The world of VR may have already sort of figured out the basics of how VR gaming will work, but when it comes to studios building the next generation of narrative “movie” content, there are plenty of questions up in the air.

Baobab Studios CEO and co-founder Maureen Fan has more answers than most. Fan’s studio has raised $31 million dollars from investors betting on their model for bringing narrative content in VR to the masses. The Emmy award-winning studio has dedicated itself to building out virtual reality content that has something to offer everyone. 

We’ll chat with Fan about the economics of VR content, the difficulties of staying lean in the VR industry and the evolving relationship between Hollywood and virtual reality tech at TechCrunch Sessions: AR/VR in Los Angeles on October 18.

The company’s latest animated VR project, Rainbow Crow, stars John Legend and Oprah Winfrey. Fan has led the studio’s efforts to focus on storytelling and character development rather than just promoting VR tech’s bells and whistles. It seems to be working, the startup’s film Invasion! has gained substantial downloads and earned the studio an Emmy.

Fan has experienced the intricacies of the gaming world and where there is room for crossover with film content. She was previously VP of Games at Zynga. Now at Baobab, she’s looking at how the interactivity enabled by VR can help viewers get closer with the characters they see on screen.

While Baobab is firmly focused on immersive video, the characters they’ve created are set to make their way to the silver screen thanks to an adaptation deal with Roth Kirschenbaum Films.

TC Sessions: AR/VR on October 18 at UCLA is a single-day event designed to facilitate in-depth conversations, hands-on demos and networking opportunities with the industry leaders, content creators and game changers bringing innovation to the masses.

Purchase your Early Bird tickets here for just $99. Student get a special rate of just $45 when you book here.

 

07 Aug 2018

Autonomous drones could herd birds away from airports

Bird strikes on aircraft may be rare, but not so rare that airports shouldn’t take precautions against them. But keeping birds away is a difficult proposition: how do you control the behavior of flocks of dozens or hundreds of birds? Perhaps with a drone that autonomously picks the best path to do so, like this one developed by CalTech researchers.

Right now airports may use manually piloted drones, which are expensive and of course limited by the number of qualified pilots, or trained falcons — which as you might guess is a similarly difficult method to scale.

Soon-Jo Chung at CalTech became interested in the field after seeing the near-disaster in 2009 when US Airways 1549 nearly crashed due to a bird strike but was guided to a comparatively safe landing in the Hudson.

“It made me think that next time might not have such a happy ending,” he said in a CalTech news release. “So I started looking into ways to protect airspace from birds by leveraging my research areas in autonomy and robotics.”

A drone seems like an obvious solution — put it in the air and send those geese packing. But predicting and reliably influencing the behavior of a flock is no simple matter.

“You have to be very careful in how you position your drone. If it’s too far away, it won’t move the flock. And if it gets too close, you risk scattering the flock and making it completely uncontrollable,” Chung said.

The team studied models of how groups of animals move and affect one another, and arrived at their own that described how birds move in response to threats. From this can be derived the flight path a drone should follow that will cause the birds to swing aside in the desired direction but not panic and scatter.

Armed with this new software, drones were deployed in several spaces with instructions to deter birds from entering a given protected area. As you can see below (an excerpt from this video), it seems to have worked:

More experimentation is necessary, of course, to tune the model and get the system to a state that is reliable and works with various sizes of flocks, bird airspeeds, and so on. But it’s not hard to imagine this as a standard system for locking down airspace: a dozen or so drones informed by precision radar could protect quite a large area.

The team’s results are published in IEEE Transactions on Robotics.

07 Aug 2018

Don’t fear the big company ‘kill zones’

Do you worry about the so-called “kill zones” of big tech companies? The Economist thinks you should. The theory basically suggests that if your product or service is anyway threatening or accretive to one of these incumbents,  they will either force-buy your company or clone it and destroy your market.

Any entrepreneur that believes this should probably pack up now before it’s too late —  if it’s not a “kill-shot,” it will be some other perceived death-knell that ruins your company.

Starting a company has never been easier. But growing a sustainable business is still difficult  —  as it should be. If you build something customers will pay for ,  you’re going to attract competition from copycats and incumbents. Consider it another type of validation, like product-market fit: competitors think we’re right.

Welcome to being an entrepreneur  —  you are going to be constantly battling  –  lack of cash, lack of customers, aggressive competition, better-funded competitors, underperforming staff, slow-moving sales cycle, or some other as-yet-unknown. The list of pitfalls is long. But enough willpower and perseverance — “blood, sweat and tears” —  will get you to the other side. Eventually. Remember  –  the product of an overnight success is years of hard work.

If this is sounds too daunting  –  don’t do it!

If you enter a market large enough, with deep pocketed and dominant incumbents, you have your work cut out for you. Maybe a nice UI and faster workflow attracted customers and some early adopters  – but guess what  – they are copyable features. Features alone are rarely enough to win a defensible market position.

Try to ignore advice that says you should focus on building the best product as your differentiator — this does not set you up with the highest chance of success. Instead, focus on finding and serving a targeted segment of customers, with a unique set of needs, and tailor your product and service experience specifically for them.

It’s easy for features to be copied  –  but you can’t be both custom and generic at the same time. Custom is a great approach that new entrants can take to get a toehold in a larger market with larger players that must be generic (i.e. Salesforce is a generic CRM, but there are lots of vertical CRMs that successfully compete  — Wise Agent for realtors, Lead Heroes for health insurance).

Presenting a Total Addressable Market (TAM) is the bane of potentially good startups that have been schooled in “anything less than a billion-dollar opportunity isn’t interesting.” Maybe we should reframe it as Potentially Ownable Market (POM). What are the details you can build in the beginning — where your tailored approach gives you instant leadership?

Project management for chefs

Let’s use project management as an example. Maybe a new entrant starts as an app for restaurants, which helps chefs build new menus. Each task list is a “recipe,” each recipe has “ingredients,” with amounts and timing, kitchen location, suppliers, alternatives and “garnishes and sauces.” The app integrates with the stock system and POS, and helps chefs predict inventory needs and staffing based on recipe times/complexity.

The founder has looked around and this is the only project management app that focuses on chefs, giving him an instant potentially ownable market. The business might be able to thrive in this segment alone and become the dominant player with its own kill zone.

Maybe this is the first step; the company gets profitable early growth and becomes sustainable, which funds development to grow the business into other vertical and complementary areas. Over time the business will grow into a large TAM  —  a far better approach than starting off in a large market with clear winners already.

Avoid the battle entirely by creating your own category.

07 Aug 2018

Snapchat gets $250M investment from Saudi prince for 2.3%

Snap Inc got a fresh infusion of cash from the Saudi royal family to help it survive despite losing $353 million this quarter. Prince Al-Waleed Talal tweeted a video of him and Snap CEO Evan Spiegel, noting that he’s invested $250 million in exchange for a 2.3 percent stake in Snap Inc. The investment raises questions about what say the Saudis will have in Snapchat’s direction.

Snap declined to comment on the news. But after an initial 11 percent pop after earnings was announced, Snap shares sank to just above the closing price as the user shrinkage and Saudi investment sank in.

Al-Waleed Talal has previously buddied up to the U.S. tech sector, investing in Lyft and Twitter. Elsewhere, he’s recently made investments in European streaming music service Deezer, as well as Chinese ecommerce giant JD.com. He previously owned shared of Newscorp and Citigroup.

The prince had sat down with Snapchat CEO Evan Spiegel and COO Imran Khan back in 2015 to discuss a possible investment, but nothing came of it until now. The Arabic press release explains that the deal was done on May 25th. “Our investment in Snapchat is an extension of our strategy for personal investment in new technology through leading companies such as Lyft, JD.com, and social networking sites, Twitter” the release explains. “Snapchat is one of the most innovative social networking platforms in the world and we believe it is just beginning to surpass its true potential.”

The extra cash will extend Snapchat’s runway and give it more time to stabilize its business. With its daily user count now shrinking, it will have to find creative ways to squeeze more cash out of those that remain to keep revenue growing. That may take time, and Saudi Arabia just gave it more.

07 Aug 2018

Coinbase adds instant trading and increases daily limits

Coinbase just announced two new perks that should please regular cryptocurrency traders. Starting on Tuesday, new Coinbase users will no longer have to wait out for five days to trade after signing up for the exchange.

As the company explained in a blog post:

… When someone makes the decision to sign up, they don’t want to wait days before they can start buying cryptocurrency. While we do support instant transfers via wire transfer and debit cards, purchases via direct debits from your bank account can take days to appear.

With this update, customers will receive an immediate credit for the funds being sent from their bank account. They can then buy and sell crypto to and from their USD wallet right away, but cannot send their funds off the Coinbase platform until the funds coming from their bank have settled.

With the new trading restriction lifted, Coinbase is also raising the daily purchase limit for its tier of verified users to $25,000, up from the previous $25,000 weekly limit.

New users chomping at the bit to start swapping for digital currencies or current high-rollers looking to push the daily limits should note that completing Coinbase’s identity verification, which requires uploading a driver’s license for U.S. users, is a pre-requisite for either new perk.

“Customers who have not yet completed this process will be required to do so before having access to instant purchases, new trading limits and the ability to withdraw or send coins off-platform,” Coinbase explains in the blog post.

Both changes will be available first for U.S. customers who have completed Coinbase’s ID verification requirements. Coinbase users around the globe should expect to wait a little longer for the features to become available.

07 Aug 2018

Snapchat shrinks by 3M users to 188M despite Q2 earnings beat

The Stories War has officially killed Snapchat’s growth. In Q2 2018 earnings today, Snapchat’s daily user count shrank 1.5 pecent percent to 188 million this quarter, down from 191 million and positive 2.9 percent user growth last quarter.

Snapchat did beat earnings expectations with $262.3 million in revenue and a loss of $0.14 while Wall Street estimated an EPS loss of $0.17 with $249.8 million in revenue. Snap’s net loss dereased by 20 percent year-over-year, so it only destroyed $353 million this quarter compared to $385 million last quarter.

Despite its shrinking user count, the improvement to revenue (up 44 percent year-over-year) and reduced losses led Wall Street to boost Snap’s share price 11 percent in after-hours trading to around $14.60 after it closed at $13.12

Snapchat is coming off of a disatrous Q1 earnings with its slowest ever user growth rate that led to a 24 percent plunge in its share price in May. But the company has been highly volatile, seeing a 37 percent boost in its share price after surprisingly positive Q4 2017 earnings. Now it’s proving that Facebook isn’t the only social network with growth troubles.

In hopes of distracting from the shrinking DAUs, Snapchat shared a monthly active user count for the first time: 100 million monthly active users in the US and Canada. Snap says this is the highest it’s ever been, yet the reveal highlights that teens are as addicted to daily Snapchat use as they once were. DAUs are a much more accurate way of measuring engagement and ad revenue potential, as opening a single notification and never returning can still register someone as an MAU.

The quarter saw Snapchat escape much of the scrutiny facing other social networks regarding fake news and election interference. Snapchat started running unskippable ads in its Shows that could be a big money maker if extended to Stories. It began experimenting with ecommerce in earnest, allowing brands to sell things people can buy without leaving the app. It also opened self-serve buying of its augmented reality lens ads that people not only post, but play with for extended periods of time. And it launched its privacy-safe Snap Kit developer platform in hopes that alliances and referral traffic would help revive its user growth.

But problematically, its competitors like Instagram Stories continued to surge, with it now having 400 million daily Stories users and WhatsApp Status now having 450 million. Combined, Facebook has over 1.1 billion daily (duplicated) Stories users across its family of apps. That reach could make it tough for Snap to compete for ad dollars. And with its user count actually decreasing, that could make for a grim future for the teen sensation.

07 Aug 2018

Oracle launches autonomous database for online transaction processing

Oracle executive chairman and CTO, Larry Ellison, first introduced the company’s autonomous database at Oracle Open World last year. The company later launched an autonomous data warehouse. Today, it announced the next step with the launch of the Oracle Autonomous Transaction Processing (ATP) service.

This latest autonomous database tool promises the same level of autonomy — self-repairing, automated updates and security patches and minutes or less of downtime a month. Juan Loaiza SVP for Oracle Systems at the database giant says the ATP cloud service is a modernized extension of the online transaction processing databases (OLTP) they have been creating for decades. It has machine learning and automation underpinnings, but it should feel familiar to customers, he says.

“Most of the major companies in the world are running thousands of Oracle databases today. So one simple differentiation for us is that you can just pick up your on-premises database that you’ve had for however many years, and you can easily move it to an autonomous database in the cloud,” Loaiza told TechCrunch.

He says that companies already running OLTP databases are ones like airlines, big banks and financial services companies, online retailers and other mega companies who can’t afford even a half hour of downtime a month. He claims that with Oracle’s autonomous database, the high end of downtime is 2.5 minutes per month and the goal is to get much lower, basically nothing.

Carl Olofson, an IDC analyst who manages IDC’s database management practice says the product promises much lower operational costs and could give Oracle a leg up in the Database as a Service market. “What Oracle offers that is most significant here is the fact that patches are applied without any operational disruption, and that the database is self-tuning and, to a large degree, self-healing. Given the highly variable nature of OLTP database issues that can arise, that’s quite something,” he said.

Adam Ronthal, an analyst at Gartner who focuses on the database market, says the autonomous database product set will be an important part of Oracle’s push to the cloud moving forward. “These announcements are more cloud announcements than database announcements. They are Oracle coming out to the world with products that are built and architected for cloud and everything that implies — scalability, elasticity and a low operational footprint. Make no mistake, Oracle still has to prove themselves in the cloud. They are behind AWS and Azure and even GCP in breadth and scope of offerings. ATP helps close that gap, at least in the data management space,” he said.

Oracle certainly needs a cloud win as its cloud business has been heading in the wrong direction the last couple of earnings report to the point they stopped breaking out the cloud numbers in the June report.

Ronthal says Oracle needs to gain some traction quickly with existing customers if it’s going to be successful here. “Oracle needs to build some solid early successes in their cloud, and these successes are going to come from the existing customer base who are already strategically committed to Oracle databases and are not interested in moving. (This is not all of the customer base, of course.) Once they demonstrate solid successes there, they will be able to expand to net new customers,” he says.

Regardless how it works out for Oracle, the ATP database service will be available as of today.

07 Aug 2018

Elon Musk explains why taking Tesla private is ‘the best path forward’

Earlier today, Tesla CEO Elon Musk tweeted about how he’s considering taking Tesla private. Now, Tesla has published an email Musk sent to employees today that describes his rationale. However, no decision has been made yet, Musk wrote in the email.

Musk says it’s “the best path forward” because taking Tesla private would help minimize some of the distractions that come as a result of “wild swings in our stock price.” Going private would also enable Tesla to make decisions that are best for the long-term, rather than the short-term, he said.

“Finally, as the most shorted stock in the history of the stock market, being public means that there are large numbers of people who have the incentive to attack the company,” Musk wrote in the email.

He later adds, “This proposal to go private would ultimately be finalized through a vote of our shareholders. If the process ends the way I expect it will, a private Tesla would ultimately be an enormous opportunity for all of us.”

Following Musk’s tweet announcing his desire to take Tesla private, Tesla shares jumped before getting halted on the stock exchange. Tesla shares have since reopened.

You can read the full email below.

Earlier today, I announced that I’m considering taking Tesla private at a price of $420/share. I wanted to let you know my rationale for this, and why I think this is the best path forward.

First, a final decision has not yet been made, but the reason for doing this is all about creating the environment for Tesla to operate best. As a public company, we are subject to wild swings in our stock price that can be a major distraction for everyone working at Tesla, all of whom are shareholders. Being public also subjects us to the quarterly earnings cycle that puts enormous pressure on Tesla to make decisions that may be right for a given quarter, but not necessarily right for the long-term. Finally, as the most shorted stock in the history of the stock market, being public means that there are large numbers of people who have the incentive to attack the company.

I fundamentally believe that we are at our best when everyone is focused on executing, when we can remain focused on our long-term mission, and when there are not perverse incentives for people to try to harm what we’re all trying to achieve.

This is especially true for a company like Tesla that has a long-term, forward-looking mission. SpaceX is a perfect example: it is far more operationally efficient, and that is largely due to the fact that it is privately held. This is not to say that it will make sense for Tesla to be private over the long-term. In the future, once Tesla enters a phase of slower, more predictable growth, it will likely make sense to return to the public markets.

Here’s what I envision being private would mean for all shareholders, including all of our employees.

First, I would like to structure this so that all shareholders have a choice. Either they can stay investors in a private Tesla or they can be bought out at $420 per share, which is a 20% premium over the stock price following our Q2 earnings call (which had already increased by 16%). My hope is for all shareholders to remain, but if they prefer to be bought out, then this would enable that to happen at a nice premium.

Second, my intention is for all Tesla employees to remain shareholders of the company, just as is the case at SpaceX. If we were to go private, employees would still be able to periodically sell their shares and exercise their options. This would enable you to still share in the growing value of the company that you have all worked so hard to build over time.

Third, the intention is not to merge SpaceX and Tesla. They would continue to have separate ownership and governance structures. However, the structure envisioned for Tesla is similar in many ways to the SpaceX structure: external shareholders and employee shareholders have an opportunity to sell or buy approximately every six months.

Finally, this has nothing to do with accumulating control for myself. I own about 20% of the company now, and I don’t envision that being substantially different after any deal is completed.

Basically, I’m trying to accomplish an outcome where Tesla can operate at its best, free from as much distraction and short-term thinking as possible, and where there is as little change for all of our investors, including all of our employees, as possible.

This proposal to go private would ultimately be finalized through a vote of our shareholders. If the process ends the way I expect it will, a private Tesla would ultimately be an enormous opportunity for all of us. Either way, the future is very bright and we’ll keep fighting to achieve our mission.

Thanks,
Elon

07 Aug 2018

Net neutrality activists, not hackers, crashed the FCC’s comment system

An unprecedented flood of citizens concerned about net neutrality is what took down the FCC’s comment system last May, not a coordinated attack, a report from the agency’s Office of the Inspector General concluded. The report unambiguously describes the “voluminous viral traffic” resulting from John Oliver’s Last Week Tonight segment on the topic, along with some poor site design, as the cause of the system’s collapse.

Here’s the critical part:

The May 7-8, 2016 degradation of the FCC’s ECFS was not, as reported to the public and to Congress, the result of a DDoS attack. At best, the published reports were the result of a rush to judgment and the failure to conduct analyses needed to identify the true cause of the disruption to system availability. Rather than engaging in a concerted effort to understand better the systematic reasons for the incident, certain managers and staff at the Commission mischaracterized the event to the Office of the Chairman as resulting from a criminal act, rather than apparent shortcomings in the system.

Although FCC leadership preemptively responded to the report yesterday, the report itself was not published until today. The OIG sent it to TechCrunch this morning, and you can find the full document here.

The approximately 25 pages of analysis (and 75 more of related documents, some of which are already public) relate specifically to the “Event” of May 7-8 last year and its characterization by the office of the Chief Information Officer, at the time David Bray. The investigation was started on June 21, 2017. The subsequent handling of the event under public and Congressional inquiry is not included in the scope of this investigation.

As the report notes, Bray shortly after the event issued a press release describing the system’s failure as “multiple distributed denial-of-service attacks.” A variation on this was the line going forward, even well after Bray left in October 2017.

However, internal email conversations and analysis of the traffic logs reveal that this characterization of the event was severely mistaken.

Here it ought to be said that in the chaos of the moment and with incomplete time and information, an accurate diagnosis of a major systematic failure is generally going to be an educated guess at first — so we mustn’t judge Bray and his office too harshly for its mistake, at least in the immediate aftermath.

But what becomes clear from the OIG’s investigation is that the DDoS narrative first advanced by Bray is not backed up by the evidence. Their own analysis of the logs clearly shows that the spikes in traffic correlate directly with activity from John Oliver’s Last Week Tonight, which that evening and the following morning posted tweets and videos that garnered an immense amount of traffic and directed it at the FCC’s comment system.

Chart showing traffic spikes correlating with John Oliver (JO) related events.

“These spikes in traffic are singular rather than sustained, that is, the unique IP addresses that visited the FCC domain and ECFS did not do so over a sustained period of time, at regular intervals (as would be expected during a DDoS),” the report explains in the caption for the graph above.

“The traffic observed during the incident was a combination of “flash crowd” activity and increased traffic volume resulting from [redacted] site design issues,” reads the report. I’ve asked for more detail on these design issues and how they contributed to the system’s failure.

Interestingly, it appears some at the FCC were aware that Oliver was planning a segment on net neutrality for that time period, but no one thought to brace for it. According to a colleague interviewed for the report, “Bray was furious that he had not been informed about the John Oliver episode.”

Email excerpts from the time of the event, collected by the FCC’s OIG.

In fact, however, even confronted with the fact that Oliver’s segment was likely directly driving traffic, Bray suggested that “trolls” and 4chan were the more likely culprit.

We’re 99.9% confident this was external folks deliberately trying to tie-up the server to prevent others from commenting and/or create a spectacle.

Jon Oliver invited the “trolls” – to include 4Chan (which is a group affiliated with Anonymous and the hacking community).

His video triggered the trolls. Normal folks cannot manually file a comment in less than a millisecond over and over and over again, so this was definitely high traffic targeting ECFS to make it appear unresponsive to others.

All this, and the description put in the press release and some subsequent communications, is “not accurate,” as the OIG put it.

As a result, “we determined the FCC, relying on Bray’s explanation of the events, misrepresented facts and provided misleading responses to Congressional inquiries related to this incident.”

It’s worth noting that this has already been looked at by federal prosecutors:

Because of the possible criminal ramifications associated with false statements to Congress, FCC OIG formally referred this matter to the Fraud and Public Corruption Section of the United States Attorney’s Office for the District of Columbia…On June 7, 2018, after reviewing additional information and interviews, USAO-DC declined prosecution.”

In a way, as Chairman Ajit Pai wrote yesterday, this does somewhat exonerate his office for its year-long campaign of stalling, half-truths, and outright refusals to answer questions. If they took Bray’s characterization as gospel, they had to stick to that analysis. Furthermore, with an investigation ongoing, what they could and couldn’t say was likely limited at the request of the OIG.

But that’s only a partial pardon. In the year and change since the event there has been ample time for reflection and revisiting of the data. Bray left in October; why did the new CIO not use the occasion to take a fresh look at a report that was plainly doubted by many in the agency?

The CIO’s office, as the report notes, never actually issued a substantive report showing that its DDoS narrative was true. And shortly after the event, it was, as one staffer put it, “common knowledge” that the analysis was flawed. This knowledge was arrived at through “further research” after the fact — but then it turned out no “further research” was conducted.

What kind of operation is this? Why was FCC leadership not foaming at the mouth asking for better information? The Chairman was under fire from all sides — no one bought the story he was selling — why not walk over to the CIO’s office, now rid of its Obama administration–tainted head (Pai mentioned this association twice in his statement yesterday), and demand answers?

Pai denies that he or his office was aware of these shortcomings and opted not to rectify them because they were advantageous to his plan to reverse 2015’s net neutrality rules. But how could such a demonstrably shoddy and undocumented analysis persist for so long, under such close scrutiny? This wasn’t a minor technical glitch unworthy of leadership’s attention. It was national news.

The optics of a confusing and incomplete DDoS report aren’t good. But the report, if it was wrong, as everyone seemed to consider it even day-of, could always be disavowed and its author blamed on Obama.

What’s worse are the optics of a wave of public opposition to a controversial proposal, so strong that it literally took down the system created — and recently upgraded! — to handle that kind of feedback. This narrative, of a flood of pro-net-neutrality commenters so large that not only did it break the system, but many of their comments were arguably unable to be posted and (notionally) included in the FCC’s analysis — that, my friends, is a bad look.

Although this investigation has concluded, another by the Government Accountability Office is ongoing and may have a wider scope. If not, however, it seems unthinkable that the FCC and its current leadership can walk away from this unscathed. Ultimately this entire debacle took place under Ajit Pai’s watch, and his handling of it is at best dubious. Citizens and no doubt elected officials are almost certain to ask hard questions — and this time, the Chairman might actually have to answer them.