Category: UNCATEGORIZED

11 Nov 2020

Fishtown Analytics raises $29.5M Series B for its data engineering platform

Fishtown Analytics, the Philadelphia-based company behind the dbt open-source data engineering tool, today announced that it has raised a $29.5 million Series B round led by Sequoia Captial, with participation from previous investors Andreessen Horowitz and Amplify Partners.

The company is building a platform that allows data analysts to more easily create and disseminate organizational knowledge. Its focus is on data modeling, with its dbt tool allowing anybody who knows SQL to build data transformation workflows. Dbt also features support for automatically testing data quality and documenting changes, but maybe most importantly, it uses standard software engineering techniques to help engineers collaborate on code and integrate changes continuously.

If this all sounds a bit familiar, it’s probably because you saw that Fishtown Analytics also announced a $12.9 million Series A round in April. It’s not often we see both a Series A and B round within half a year, but that goes to show how the market for Fishtown’s service is expanding as companies continue to grapple with how to best make use of their data — and how much investors want to be part of that. 

Image Credits: Fishtown

“This was a very productive thing for us,” Fishtown Analytics co-founder and CEO Tristan Handy told me when I asked him why he raised again so quickly. “It’s standard best practice to do quarterly catch-ups with investors and eventually you’ll be ready to fundraise. And Matt Miller from Sequoia showed up to one of these quarterly catch-ups and he shared the 40-page memo that he had written to the Sequoia partnership — and he came with the term sheet.”

Initially, Handy declined. “We’re very bullheaded people, I think, as many founders are. It took some real reflection and thinking about, ‘is this what we want to be doing right now?'”

In the end, though, the team decided to go ahead with this round — mostly because this round allowed the team to think long-term and provided stability and certainty.

One thing Handy has always been very clear about is that he did not found Fishtown to purely build the largest possible company but to solve its users’ problems, even as the market looked at companies like Databricks and Snowflake — and their financial success — as potential analogs. “My worry was that the financial markets were driving things that weren’t necessarily going to be good for our users,” Handy said.

11 Nov 2020

MTV partners with Unrd to create a mobile version of ‘Ghosted: Love Gone Missing’

Mobile storytelling startup Unrd is making its first move into adapting existing intellectual property — specifically “Ghosted: Love Gone Missing,” an MTV reality series about ghosting (the dating practice, not anything supernatural).

Until now, Unrd (pronounced “unread”) has created original crime, horror and romance stories that are told through characters’ phones, through content like text messages, video footage and more.

Starting next week, on November 16, the app will feature a version of “Ghosted” that — unlike the TV show — is scripted, as users explore characters’ text messages, photos and video calls to discover why they’ve been ghosted. They’ll even get to vote on whether the characters should “ghost” or “make up” before they see the stories’ ending (their votes won’t affect the outcome).

MTV Head of Digital Rory Brown told me that this was a “very close collaboration” between MTV and the Unrd team, led by CEO Shib Hussain.

“This is the first time they’ve partnered with an already established IP — but that didn’t scare us at all, to be that first media partner that they worked with,” Brown said. “There was a strong point of view on our side of the house how to keep it true to the existed format, while the Unrd team helped us reimagine it, and our collaboration met in the middle of that Venn diagram.”

Unrd

Image Credits: Unrd

He also argued that while interactivity can be “a bit of a buzzword in the industry,” Unrd isn’t focusing on “interactivity for interactivity’s sake.” Instead, the aim is to create “a more immersive experience for the user.”

Unrd will feature three stories tied to “Ghosted,” each of them unfolding over six days.

“The key thing that we do different is this notion of real time,” Hussain said. “You can’t just binge it and consume every story in one day. You’ve got to wait with the character for the next message. That’s more immersive, and it also builds that tension and excitement amongst users as well.”

Brown noted that these Unrd stories are launching during a break in the second season of “Ghosted.” The hope is that they’ll keep existing fans engaged while creating new fans as well.

“At MTV, we’re always going to keep looking at ways to test the elasticity of IP,” he said. “I think Unrd is one way to do that. We’re talking to other partners, but Shib and his team have been fantastic to work with and we’d love to keep the relationship going.”

11 Nov 2020

Roku rolls out AirPlay 2 and HomeKit support to 4K devices

In September, Roku announced the next version of its TV operating system, Roku OS 9.4, would introduce support for Apple’s AirPlay 2 and HomeKit. This morning, the company says these features have now rolled out across a number of its 4K Roku devices, including the Roku Ultra, Roku Streambar, Roku Smart Soundbar, Roku Streaming Stick+, and Roku Premiere. The update will arrive on 4K Roku TV next.

With the added support for AirPlay 2, Roku device owners will be able to stream content from their iPhone, iPad or Mac to their Roku — whether that’s personal content from their own library or from other streaming apps that also support AirPlay 2.

This could be a useful feature in the case that a new streaming service doesn’t launch an app for Roku devices or threatens to pull an existing app off Roku as a negotiating tactic in licensing deals, as NBCU did.

These moves by streaming services ultimately hurt Roku customers, so the option to stream content from a supported device, like an iPhone, would help lessen the blow.

For example, HBO Max is currently withholding its app from Roku devices, so the new ability to stream via AirPlay 2 is a nice workaround. But this will also require HBO Max to continue to support AirPlay 2 on iOS going forward.

In addition to AirPlay 2, Roku OS 9.4 will bring support for HomeKit, which allows Roku owners to control their device using the Home app and Siri on their iPhone, iPad, Mac, Apple Watch, and HomePod.

Other changes that arrive with 9.4 include a new “Live TV” tile to the home screen, featuring a live guide to The Roku Channel’s over 115 free live channels, as well as features to help users learn how to use voice commands, and updated theme packs that now include optional sounds.

 

 

 

11 Nov 2020

Greylock’s Asheem Chandna on ‘shifting left’ in cybersecurity and the future of enterprise startups

Last week was a busy week, what with an election in Myanmar and all (well, and the United States, I guess). So perhaps you were glued to your TV or smartphone, and missed out on our conversation with Asheem Chandna, a long-time partner at Greylock who has invested in enterprise and cybersecurity startups for nearly two decades now, backing such notable companies as Palo Alto Networks, AppDynamics and Sumo Logic. We have more Extra Crunch Live shows coming up.

Enterprise software is changing faster this year than it has in a decade. Coronavirus, remote work, collaboration and new cybersecurity threats have combined to force companies to rethink their IT strategies, and that means more opportunities — and challenges — for enterprise founders than ever before. In some cases, we are seeing an acceleration of existing trends, and in others, we are seeing all new trends come to the forefront.

All that is to say that there was so much on the docket to talk about last week. Chandna and I discussed what’s happening in early-stage enterprise startups, whether vertical SaaS is the future of enterprise investing, data and no-code platforms, and then this rise of “shift left” security.

The following interview has been edited and condensed from our original Extra Crunch Live conversation.

What’s happening today in the early-stage startup world?

Chandna has been a long-time backer of startups at their earliest stages, with some of his investments being literally birthed in Greylock’s offices. So I was curious how he saw the landscape today given all that prior experience.

TechCrunch: What sort of companies are exciting for you today? Are there particular markets you’re particularly attuned to?

Asheem Chandna: One is digital transformation. Every company is trying to figure out how to become more digital, and this has been accelerated by COVID-19. Second is information technology today and its journey to the cloud. I would say we might be about 10% or 15% of the way there. Some of the trends are clear, but the journey is actually still relatively early, and so there’s just a ton of opportunity ahead.

The third one is leveraging data for better predictability along with analytics. Every CEO is looking to make better decisions. And you know, most leaders make decisions based on gut instinct and a combination of data. If the data can tell a story, if the data can help you better predict, there’s a lot of potential here.

I view these as three macro trends, and then if one was to add to that, I would say cybersecurity has never been more important than it is today. I’ve been around cyber for over two decades, and just the prominence and importance and priority has never been more important than today. So that’s kind of another key area.

I want to dive into your first category, digital transformation. This is a phrase that I feel like I’ve heard for a decade now, with “Data is the new oil” and all these sorts of buzzwords and marketing phrases. Where are we in that process? Are we at the beginning? Are we at the end? What’s next from a startup perspective?

Due to COVID-19 and because of the way people are working today, digital’s become the primary medium. I would still say we’re early, and you can literally look sector by sector to see how much more work there is to do here.

Take enterprise sales itself, which is early in what I consider digitalization. It’s even more important today than it was a year ago. I’m using video to basically communicate, and then the next piece would basically be trialing of software. Can I allow even complex software to be self trials and can I measure the customer journey through that trial? Then there’s the contracting of the software, and we go to the sale process, can all that be done digitally?

So even when you take something as very mundane as enterprise sales, it’s being transformed. Winning teams, winning software entrepreneurs, they understand this well, and they’d be wise to examine every step of this process, and instrument it and digitize it.

Vertical versus horizontal plays in enterprise

11 Nov 2020

Boostrapped Clearfind wants to cut your software spend, for a small fee

Software is eating the world, and that grub can be costly. As the market for enterprise tools and software continues to balloon, organizations are spending more and more on that software across an increasingly complicated and rapidly evolving landscape.

That’s where Clearfind comes in.

Clearfind was founded (and bootstrapped) by James Layfield and Jocelyn Simon. The startup aims to provide clarity and transparency to organizations looking to buy enterprise software. Over the past two years, Clearfind has been building out its backend, which is a mix of machine learning and humans, to distill a software offering down to its features.

When clients join the Clearfind platform, they give the startup access to their backend through integrations with products like Sage, Quickbooks, SAP, etc. so that Clearfind can take a look at their overall software spend. CIOs or CTOs can then see if there are any redundancies in their current software suite. These executives can also input the use case their looking to solve and Clearfind will deliver a detailed report on which SaaS products have the features to solve for it.

Before Clearfind, this process could be incredibly manual or costs tens and sometimes hundreds of thousands of dollars through a consultancy. And even then, those consultants may likely be recommending the products that have paid for top placement, not necessarily the best fit.

Image Credits: Clearfind

Clearfind makes money by charging 1.2 cents per dollar of annual software spend. The company says that it usually reduces spend by about 30 percent for most of the companies it works with by helping them optimize their software ecosystem and eliminate redundancies.

Clearfind also generates revenue through referral fees that come from search within Clearfind. Layfield and Simon were clear that vendors can not pay to influence search results or for placement on the Clearfind front-end, but rather pay for the leads that come through. These fees vary from vendor to vendor.

“When a vendor gets a lead from us, they prioritize it because it’s the most qualified lead they’ll ever get,” said Layfield. “That vendor will know everything. about the buyer and that the buyer is looking for all the criteria their product meets, and how much the buyer is willing to pay. That’s a level of qualified lead that just does not exist.”

Layfield explained there is an even more important reason for vendors to pay a referral fee, which is the implied LTV of a Clearfind lead. A customer that actually wants and needs the product, and the features it provides, is far less likely to churn.

Clearfind isn’t alone in the space. YC-backed Vendr, which is already profitable, is also looking to reduce SaaS spend and Intello, which doesn’t just give a view of software in use but also includes a compliance component.

11 Nov 2020

Palo Alto Networks to acquire Expanse in deal worth $800M

Palo Alto Networks has been on buying binge for the last couple of years, and today it added to its haul, announcing a deal to acquire Expanse for $800 million in cash and equity awards. The deal breaks down to $670 million in cash and stock and another $130 million in equity awards to Expanse employees.

Expanse provides a service to help companies understand and protect their attack surface, where they could be most vulnerable to attack. It works by giving the security team a view of how the company’s security profile could look to an attacker trying to gain access.

The plan is to fold Expanse into Palo Alto’s Cortex Suite, an AI-driven set of tools designed to detect and prevent attacks in an automated way. Expanse should provide Palo Alto with a highly valuable set of data to help feed the AI models.

“By integrating Expanse’s attack surface management capabilities into Cortex after closing, we will be able to offer the first solution that combines the outside view of an organization’s attack surface with an inside view to proactively address all security threats,” Palo Alto Networks chairman and CEO Nikesh Arora said in a statement.

Expanse sees the acquisition as a way to accelerate the company road map using the resources of a larger company like Palo Alto, a typical argument from companies being acquired. “Joining forces with Palo Alto Networks will let us achieve our most important business goals years ahead of schedule. During the course of conversations with Palo Alto Networks leadership, we shared optimism that the right combination of technology and people can solve many cybersecurity challenges that to date have seemed intractable,” the startup’s founders wrote in a blog post announcing the deal.

The two co-founders, Dr. Tim Junio and Dr. Matt Kraning, will be joining Palo Alto under the terms of the deal, which is expected to close in Palo Alto’s fiscal second quarter, assuming it passes regulatory muster.

Expanse was founded in 2012 and has raised $130 million, according to Crunchbase data. Its most recent raise was a $70 million Series C last year, which was led by TPG.

Today’s acquisition is Palo Alto’s third in 2020 and the 10th since 2018. Palo Alto stock was up 2.15% in early trading.

11 Nov 2020

Inside Silicon Valley’s SPAC psychology

The SPAC (special purpose acquisition company) hype is the latest financial engineering offering to quickly hit both mainstream media and the backrooms of Silicon Valley.

Wall Street is now “printing” 15 new SPAC IPOs each week while mainstream media prints 15 articles a week on the subject. Perhaps it’s time to explore the psychological motivations driving SPAC-mania.

I’m not going to cover the architecture or the mechanics of SPACs. The concept is the more familiar “reverse merger” where a public company acquires a more valuable private company to increase the public company’s valuation. With SPACs, the public company is literally a blank-check IPO company and the sole goal is for the acquired private company to become the operating public company.

SPAC IPO investors of the blank-check company also intend to include a PIPE (a third legal/financial structuring of a private investment in a public entity) to ensure that the resulting public company is fully funded for at least the next five years.

SPAC psychology

The psychology of how such hype develops and the pattern-matching that determines how it is likely to play out can be discovered through private conversations inside Sand Hill Road VC offices, in Silicon Valley boardrooms and on Wall Street. Here are the three investment themes I’m predominantly hearing:

  • New market creation and market-timing psychological forces.
  • Fear versus greed and risk rationalization psychology.
  • The FOMO flywheel effect.

Theme 1:  Wall Street and Silicon Valley created a new product for Main Street

Money, like water, finds the lowest ground and follows the path of least resistance.

Wall Street is currently awash in cash seeking a return. Effective 0% interest rates have stimulated new financial engineering ideas with relatively low risk, reviving a decades-old “financing vehicle”  known as the SPAC “blank check” IPO company. Wall Street has linked up with private markets to allow for a faster path to liquidity and higher value exits to create a tasty new investment product. Frost with a classic VC fund-like structure (2+2+20) to reduce risk for SPAC sponsors and initial investors, and the product sells like hotcakes!

Finally, put a for limited time only clock on the whole structure and the resulting rush to jump through a new IPO window before it closes creates a new investment race where there will be clear winners, laggards and losers.

As with most great new investment products, the idea is to sell this product to Main Street at a much higher valuation while creating a classic win-win-win mindset and a “buyer beware” undertone.

Notes:

  • (2+2+20) consists of a typical 2% management underwriting fee + $2 million of management operating expenses to fund the SPAC sponsors’ private company search, plus a 20% negotiated discount of the private company’s shares the SPAC is acquiring in return for taking them public at a higher valuation.
  • SPAC IPO companies are required by the SEC to find an acquisition target typically within 24 months or the structure is delisted and all remaining cash is returned to the original investors.

Theme 2:  Fear versus greed and risk rationalization psychology

11 Nov 2020

Mozart Data lands $4M seed to provide out-of-the-box data stack

Mozart Data founders Peter Fishman and Dan Silberman have been friends for over 20 years, working at various startups, and even launching a hot sauce company together along the way. As technologists, they saw companies building a data stack over and over. They decided to provide one for them and Mozart Data was born.

The company graduated from the Y Combinator Summer 2020 cohort in August and announced a $4 million seed round today led by Craft Ventures and Array Ventures with participation from Coelius Capital, Jigsaw VC, Signia VC, Taurus VC and various angel investors.

In spite of the detour into hot sauce, the two founders were mostly involved in data over the years and they formed strong opinions about what a data stack should look like. “We wanted to bring the same stack that we’ve been building at all these different startups, and make it available more broadly,” Fishman told TechCrunch.

They see a modern data stack as one that has different databases, SaaS tools and data sources. They pull it together, process it and make it ready for whatever business intelligence tool you use. “We do all of the parts before the BI tool. So we extract and load the data. We manage a data warehouse for you under the hood in Snowflake, and we provide a layer for you to do transformations,” he said.

The service is aimed mostly at technical people who know some SQL like data analysts, data scientists and sales and marketing operations. They founded the company earlier this year with their own money, and joined Y Combinator in June. Today, they have about a dozen customers and six employees. They expect to add 10-12 more in the next year.

Fishman says they have mostly hired from their networks, but have begun looking outward as they make their next hires with a goal of building a diverse company. In fact, they have made offers to several diverse candidates, who didn’t ultimately take the job, but he believes if you start looking at the top of the funnel, you will get good results. “I think if you spend a lot of energy in terms of top of funnel recruiting, you end up getting a good, diverse set at the bottom,” he said.

The company has been able to start from scratch in the midst of a pandemic and add employees and customers because the founders had a good network to pitch the product to, but they understand that moving forward they will have to move outside of that. They plan to use their experience as users to drive their message.

“I think talking about some of the whys and the rationale is our strategy for adding value to customers […], it’s about basically how would we set up a data stack if we were at this type of startup,” he said.

11 Nov 2020

Data audit of UK political parties finds laundry list of failings

In a finding that should surprise no one, an audit of how UK political parties are handling voter information has surfaced a damning lack of compliance with data protection rules across the political spectrum — with parties failing to come clean with voters about how individuals are being invisibly profiled and targeted by parties’ digital campaigning machines.

“Political parties may legitimately hold personal data belonging to millions of people to help them campaign effectively. But developments in the use of data analytics and social media by political parties mean that many voters are unaware of how their data is being used,” the Information Commissioner’s Office (ICO) warned today.

“All political parties must be clear and transparent with people about how their personal data is used and there should be improved governance and accountability,” it goes on to say in the report.

“Political parties have always wanted to use data to understand voters’ interests and priorities, and respond by explaining the right policies to the right people. Technology now makes that possible on a much more granular level. This can be positive: engaging people on topics that interest them contributes to greater turnout at elections. But engagement must be lawful, especially where there are risks of significant privacy intrusion – for instance around invisible profiling activities, use of sensitive categories of data and unwanted and intrusive marketing. The risk to democracy if elections are driven by unfair or opaque digital targeting is too great for us to shift our focus from this area.”

Despite flagging risks to democratic trust and engagement the regulator has chosen not to take enforcement action.

Instead it has issued a series of recommendations — almost a third of which are rated ‘urgent’ — saying it will carry out a further review later this year and could still take action if enough progress isn’t made. 

“Should our follow-up reviews indicate parties have failed to take appropriate steps to comply, we reserve the right to take further regulatory action in line with our Regulatory Action Policy,” it notes in the report which also includes  warm words for how “positively” parties have engaged with it on the issues. 

The ICO also says it will update its existing guidance on political campaigning later this year — which it notes will have wider relevance for (non-political) campaigners, pressure groups, data brokers and data analytic companies.

It has previously put out guidance for the direct marketing data broking sector as part of its follow up to the Cambridge Analytica Facebook data misuse scandal.

From Cambridge Analytica to ‘must do better’

The data audit of UK political parties was instigated by the ICO after the Cambridge Analytica scandal drew global attention to the role of social media and big data in digital campaigning.

In an earlier report on the topic, in July 2018, the ICO called for an ‘ethical pause’ around the use of microtargeting ad tools for political campaigning — warning there’s a risk of trust in democracy being undermined by a lack of transparency around the data-fuelled targeting techniques being applied to voters.

But there was no let up in the use of social media targeting before or during the 2019 UK general election, when concerns about how Boris Johnson’s Conservative Party was using Facebook ads to harvest voter data were among the issues raised.

The ICO report is determined to spare parties individual blushes, however — it’s only summarized ‘aggregated’ learnings from its deep dive into wtaf the Conservative Party; the Labour Party; the Liberal Democrats; the Scottish National Party (SNP); the Democratic Unionist Party (DUP); Plaid Cymru; and United Kingdom Independence Party (UKIP) are doing with people’s data.

Nor is the regulator handing out the marching orders, exactly.

“We recommended the following actions must be taken by the parties”, is the ICO’s preferred oxymoronic construction as it seeks to avoid putting any political noses out of joint. (Not least those belonging to people in government.) So it’s opting for a softly, softly ‘recommend and review’ approach to trying to clean up parties’ dubious data habits

Among its key findings are that political parties’ privacy notices are falling short of required levels of transparency and clarity; don’t have appropriate lawful bases for the data they’re processing in all cases, and where they’re claiming consent may not be obtaining this legally; aren’t being up front about how they’re combining data to profile voters, nor are they carrying out enough checks on data suppliers to ensure those third parties have legally obtained people’s data; aren’t putting proper contractual controls in place when using social media platforms to target voters; and are not staying on top of their obligations so as to be in a position to demonstrate accountability.

So quite the laundry list of data protection failings.

The ICO’s recommendations to political parties are also hilariously basic — saying they must:

  • undertake an information audit or data-mapping exercise to help find out what personal data they hold and where it is;
  • conduct a review to find out why they are using personal data, who they share it with and how long it is kept, by distributing questionnaires to relevant areas, meeting directly with key business functions and reviewing policies, procedures, contracts and agreements;
  • document their findings in writing, in a detailed and meaningful way.

Insert your own face-palm emoji as you imagine the chaotic evil underlying those bullet points.

“We recognise that achieving effective transparency to the UK adult population is challenging,” the ICO notes in a section of the report on transparency requirements, adding that its earlier report recommended “wider, joined-up approaches should be also taken to raising awareness of how data is used in campaigning”.

It adds that it will continue to work with the Electoral Commission on this recommendation.

The explosive growth of digital ads for UK political campaigning is quantified by a line in the report citing Electoral Commission data showing 42.8% of advertising spending by campaigners was on digital advertising in 2017, compared to just 1.7% in 2014.

So the use of social media platforms — which the report notes were used by all parties for political campaigning — is chain-linked to the troubling lack of transparency being called out by the regulator.

“Social media was used by all parties to promote their work to people who may be interested in their values. The majority was delivered via Facebook — including their Instagram platform — and Twitter. Where political parties were using audience choice tools, we had concerns with the lack of transparency of this practice,” the ICO writes. “Privacy information did not make it clear that personal data of voters collected or processed by the party would then be profiled and used to target marketing to them via social media platforms.

“A key recommendation made following our audits was that parties must inform individuals and be transparent about this processing, so that voters fully understand their personal data will be used in this way to comply with Article 13(1)(e) of the GDPR. For example, parties should tell voters that their email addresses will be used to match them on social media for the purposes of showing them political messaging.”

“Due diligence should be undertaken before any campaign begins so that parties can assure themselves that the social media company has: appropriate privacy information and tools in place; and the data processing they will be doing on the party’s behalf is lawful and transparent, and upholds the rights of individuals under data protection law,” it adds.

The report also discusses the need for political parties to fully understand the legal implications of using specific data-fuelled ad-targeting platforms/tools (i.e. before they rush in and upload people’s data to Facebook/Twitter) — so they can properly fulfil their obligations.

To wit:

When parties look to use a platform’s targeting tools, both the party and the platform itself should clearly identify the circumstances where joint controllership exists and put measures in place to fulfil those obligations. They must assess this on a case-by-case basis, irrespective of the content of any controller or processor arrangement. Joint controllership may exist in practice, if the platform exercises a significant degree of control over the tools and techniques they use to target individual users of their service with political messages on behalf of the party.

Article 26 of the GDPR specifies the requirements for joint controller situations. Parties should agree and fully understand who is responsible for what. This means they must work with any social media platform they use to make sure there are no gaps in compliance, and ensure they have appropriate contracts or agreements in place. They should also undertake in-life contract monitoring to ensure that the platforms are adhering to these contracts.

In the report, the ICO describes the data protection implications involved in joint controller situations as “complex”, adding: “We recognise that the solutions to the issues… may take more time to resolve and will require more guidance for all the actors involved.”

“Since our audits, we understand that some steps have been taken by social media companies within their revised terms and conditions of service for digital advertising,” it adds. 

The report also includes a passing mention to ongoing regulatory scrutiny of Facebook’s ad platform in Ireland under EU law — focused on concerns that the use of Facebook’s ‘lookalike audiences’ for targeting voters may not comply with the bloc’s GDPR framework.

Information commissioner, Elizabeth Denham, has previously suggested the tech giant will have to change its business model to maintain user trust. But Ireland’s data protection agency has not yet issued any GDPR decisions related to Facebook’s business.

“In the wider ecosystem, the ICO also recognises that there are still other matters that need to be addressed about the use of personal data in the political context,” the regulator writes now. “These include some of the issues set out in the report it made to the Irish Data Protection Commission (IDPC), as the lead authority under GDPR, about targeted advertising on Facebook and other issuing [sp] including where the platform could be used in political contexts. The ICO will continue to liaise with the technology platforms to consider what, if any, further steps might be required to address the issues raised by our Democracy Disrupted report. This will be of relevance to the parties’ use of social media platforms in future elections.”

11 Nov 2020

India approves Google’s $4.5 billion deal with Reliance’s Jio Platforms

India’s antitrust watchdog has approved Google’s proposed investment of $4.5 billion in the nation’s largest telecom platform Jio Platforms, it said in a tweet on Wednesday.

Google announced in July that it would be investing $4.5 billion for a 7.73% stake in the top Indian telecom network. As part of the deal, Google and Jio Platforms plan to collaborate on developing a customized-version of Android mobile operating system to build low-cost, entry-level smartphones to serve the next hundreds of millions of users, the two companies said.

The announcement today comes days after Indian watchdog Competition Commission of India (CCI) said it had directed an in-depth investigation into the claims of whether Google promotes its payments service during the installation of an Android smartphone (and whether phone vendors have a choice to avoid this); and if Google Play Store’s billing system is designed “to the disadvantage of both i.e. apps facilitating payment through UPI, as well as users.”

The call for this in-depth investigation was prompted after the CCI concluded in its initial review that requiring Google Pay to be used buy apps or make in-app payments was an “imposition of unfair and discriminatory condition, denial of market access for competing apps of Google Pay and leveraging on the part of Google,” the watchdog said.

Jio Platforms, which has amassed over 400 million subscribers, has this year raised over $20 billion from 13 high-profile investors including Facebook, which alone invested $5.7 billion into the Indian firm. That deal has also been approved by the CCI. Jio Platforms is a subsidiary of Reliance Industries, India’s most valued firm. It is run by Mukesh Ambani, who is Asia’s richest man.