Monthly Archives: December 2020

News: AI’s next act: Genius chips, programmable silicon and the future of computing

Much of the hype around AI — all the disruption it was supposed to bring and the leaps it was supposed to fuel — will begin in earnest in the next few years.

Marshall Choy
Contributor

Marshall leads product at SambaNova, bringing decades of deep enterprise hardware and software experience with industry leaders including Oracle and Sun.

If only 10% of the world had enough power to run a cell phone, would mobile have changed the world in the way that it did?

It’s often said the future is already here — just not evenly distributed. That’s especially true in the world of artificial intelligence (AI) and machine learning (ML). Many powerful AI/ML applications already exist in the wild, but many also require enormous computational power — often at scales only available to the largest companies in existence or entire nation-states. Compute-heavy technologies are also hitting another roadblock: Moore’s law is plateauing and the processing capacity of legacy chip architectures are running up against the limits of physics.

If major breakthroughs in silicon architecture efficiency don’t happen, AI will suffer an unevenly distributed future and huge swaths of the population miss out on the improvements AI could make to their lives.

The next evolutionary stage of technology depends on completing the transformation that will make silicon architecture as flexible, efficient and ultimately programmable as the software we know today. If we cannot take major steps to provide easy access to ML we’ll lose unmeasurable innovation by having only a few companies in control of all the technology that matters. So what needs to change, how fast is it changing and what will that mean for the future of technology?

An inevitable democratization of AI: A boon for startups and smaller businesses

If you work at one of the industrial giants (including those “outside” of tech), congratulations — but many of the problems with current AI/ML computing capabilities I present here may not seem relevant.

For those of you working with lesser caches of resources, whether financially or talent-wise, view the following predictions as the herald of a new era in which organizations of all sizes and balance sheets have access to the same tiers of powerful AI and ML-powered software. Just like cell phones democratized internet access, we see a movement in the industry today to put AI in the hands of more and more people.

Of course, this democratization must be fueled by significant technological advancement that actually makes AI more accessible — good intentions are not enough, regardless of the good work done by companies like Intel and Google. Here are a few technological changes we’ll see that will make that possible.

From dumb chip to smart chip to “genius” chip

For a long time, raw performance was the metric of importance for processors. Their design reflected this. As software rose in ubiquity, processors needed to be smarter: more efficient and more commoditized, so specialized processors like GPUs arose — “smart” chips, if you will.

Those purpose-built graphics processors, by happy coincidence, proved to be more useful than CPUs for deep learning functions, and thus the GPU became one of the key players in modern AI and ML. Knowing this history, the next evolutionary step becomes obvious: If we can purpose-build hardware for graphics applications, why not for specific deep learning, AI and ML?

There’s also a unique confluence of factors that makes the next few years pivotal for chipmaking and tech in general. First and second, we’re seeing a plateauing of Moore’s law (which predicts a doubling of transistors on integrated circuits every two years) and the end of Dennard scaling (which says performance-per-watt doubles at about the same rate). Together, that used to mean that for any new generation of technology, chips doubled in density and increased in processing power while drawing the same amount of power. But we’ve now reached the scale of nanometers, meaning we’re up against the limitations of physics.

Thirdly, compounding the physical challenge, the computing demands of next-gen AI and ML apps are beyond what we could have imagined. Training neural networks to within even a fraction of human image recognition, for example, is surprisingly hard and takes huge amounts of processing power. The most intense applications of machine learning are things like natural language processing (NLP), recommender systems that deal with billions or trillions of possibilities, or super high-resolution computer vision, as is used in the medical and astronomical fields.

Even if we could have predicted we’d have to create and train algorithmic brains to learn how to speak human language or identify objects in deep space, we still could not have guessed just how much training — and therefore processing power — they might need to become truly useful and “intelligent” models.

Of course, many organizations are performing these sorts of complex ML applications. But these sorts of companies are usually business or scientific leaders with access to huge amounts of raw computing power and the talent to understand and deploy them. All but the largest enterprises are locked out of the upper tiers of ML and AI.

That’s why the next generation of smart chips — call them “genius” chips — will be about efficiency and specialization. Chip architecture will be made to optimize for the software running on it and run altogether more efficiently. When using high-powered AI doesn’t take a whole server farm and becomes accessible to a much larger percentage of the industry, the ideal conditions for widespread disruption and innovation become real. Democratizing expensive, resource intensive AI goes hand-in-hand with these soon-to-be-seen advances in chip architecture and software-centered hardware design.

A renewed focus on future-proofing innovation

The nature of AI creates a special challenge for the creators and users of AI hardware. The amount of change itself is huge: We’re living through the leap from humans writing code to software 2.0 — where engineers can train machine learning programs to eventually “run themselves.” The rate of change is also unprecedented: ML models can be obsolete in months or even weeks, and the very methods through which training happens are in constant evolution.

But creating new AI hardware products still requires designing, prototyping, calibrating, troubleshooting, production and distribution. It can take two years from concept to product-in-hand. Software has, of course, always outpaced hardware development, but now the differential in velocity is irreconcilable. We need to be more clever about the hardware we create for a future we increasingly cannot predict.

In fact, the generational way we think about technology is beginning to break down. When it comes to ML and AI, hardware must be built with the expectation that much of what we know today will be obsolete by the time we have the finished product. Flexibility and customization will be the key attributes of successful hardware in the age of AI, and I believe this will be a further win for entire market.

Instead of sinking resources into the model du jour or a specific algorithm, companies looking to take advantage of these technologies will have more options for processing stacks that can evolve and change as the demands of ML and AI models evolve and change.

This will allow companies of all sizes and levels of AI savvy to stay creative and competitive for longer and prevent the stagnation that can occur when software is limited by hardware — all leading to more interesting and unexpected AI applications for more organizations.

Widespread adoption of real AI and ML technologies

I’ll be the first to admit to tech’s fascination with shiny objects. There was a day when big data was the solution to everything and IoT was to be the world’s savior. AI has been through the hype cycle in the same way (arguably multiple times). Today, you’d be hard pressed to find a tech company that doesn’t purport to use AI in some way, but chances are they are doing something very rudimentary that’s more akin to advanced analytics.

It’s my firm belief that the AI revolution we’ve all been so excited about simply has not happened yet. In the next two to three years however, as the hardware that enables “real” AI power makes its way into more and more hands, it will happen. As far as predicting the change and disruption that will come from widespread access to the upper echelons of powerful ML and AI — there are few ways to make confident predictions, but that is exactly the point!

Much like cellphones put so much power in the hands of regular people everywhere, with no barriers to entry either technical or financial (for the most part), so will the coming wave of software-defined hardware that is flexible, customizable and future-proof. The possibilities are truly endless, and it will mark an important turning point in technology. The ripple effects of AI democratization and commoditization will not stop with just technology companies, and so even more fields stand to be blown open as advanced, high-powered AI becomes accessible and affordable.

Much of the hype around AI — all the disruption it was supposed to bring and the leaps it was supposed to fuel — will begin in earnest in the next few years. The technology that will power it is being built as we speak or soon to be in the hands of the many people in the many industries who will use their newfound access as a springboard to some truly amazing advances. We’re especially excited to be a part of this future, and look forward to all the progress it will bring.

News: Ben Ling’s Bling Capital just rounded up $113 million more from investors

Ben Ling is as done with 2020 as the rest of us, but certainly for him, the year could be worse. Ling, who founded his own venture outfit in 2018 — naming it Bling Capital (a nickname from way back) — just closed on $113 million in capital commitments across two new funds: a seed-focused

Ben Ling is as done with 2020 as the rest of us, but certainly for him, the year could be worse.

Ling, who founded his own venture outfit in 2018 — naming it Bling Capital (a nickname from way back) — just closed on $113 million in capital commitments across two new funds: a seed-focused $77 million fund, and an opportunity fund focused on breakout companies from his portfolio that closed with $36 million in capital commitments.

It’s a decent amount of money for a so-called solo GP fund, especially coming as it does just two years after Bling closed on two very similar-size funds: a $61 seed-stage fund and a $35 opportunities-type fund. Yet Ling says it could have been twice as much committed capital, given demand. “I had to basically kick people out,” he says of those willing to write him a check.

It’s not so hard to believe, considering the track record of Ling, a former exec at Google, then Facebook, then YouTube, then Google again before Ling turned to venture capital in 2013, joining Khosla Ventures.

Between the more than five years that Ling spent with Sand Hill Road firm and the “nearly 80” investments he made as an angel investor before that, he says he has invested in 10 “unicorns” altogether so far, including Rippling, Airtable, Udemy, Quora, Instacart, Gusto, and the now publicly traded companies Pagerduty, Square, Lyft, and Palantir.

A Stanford PhD in computer science, Ling insists that by working as a lone GP — one supported by three principals — he can continue getting into more hot deals, too. “It’s important because you can make decisions much more quickly, whereas in partnerships, you have to get a partner looped in, and all those days can cost you an investment opportunity.”

Having a powerful network is surely helpful, too. Ling says that roughly 100 limited partners make up Bling’s investor base, and that these individuals are largely the heads of product, the heads of growth, and even the founders of many major startups. Among Bling’s backers, for example, is Affirm CEO Max Levchin, Yelp CEO Jeremy Stoppelman, and Quora CEO Adam D’Angelo.

Such contacts matter because when they see reports who are leaving to start new things, they will ostensibly point Bling in the founders’ direction. As for possible conflicts of interest, Ling is clear that there is a “wall, in that our LPs don’t receive any proprietary confidential information about a company unless its CEO says, ‘I want to meet these five to seven people’ who are investors in the fund.”

In the meantime, Ling is continuing to write checks, saying that in seed stage deals, Bling’s investments typically range from $400,000 to $1 million for a 10% to 12% stake in a company, and that for later-stage deals, he’s writing checks of between $1 million and $3 million.

If you’re curious, some of the later-stage bets in Bling’s portfolio include the micro-mobility company LimeTempo, a home fitness company that involves a wall-mounted screen and is focused on weight lifting; and Vise, which automate aspects of investment management for financial advisers using artificial intelligence.

More nascent bets include InFeedo, a four-year-old, Gurgaon, India-based company that’s focused on employee retention; Sprout Therapy, a year-old, Bay Area startup that’s using tech to expand healthcare access to autistic children; and Hermeus, a 2.5-year-old, Atlanta, Ga.-based company attempting to build a Mach 5 aircraft that would be capable of making the trip from New York to London in just 90 minutes. (Bling has written checks into both Hermeus’s seed and Series A rounds.)

If it seems like Bling is investing all over the place — at least within the U.S. — it is.

Ling credits his background, where he worked for among the world’s largest consumer-facing companies but where, internally, he was developing commerce and SaaS tools for the companies’ small and medium-size business customers. Indeed, Ling says some of the only areas that are off limits for Bling are “rockets, ag tech, biotech or crypto, because we don’t have a comparative advantage in those things.”

If Bling is “pitched on a biotech startup from London, that’s because every biotech investor and every London-based investor has already passed and we’re the dumb money,” he says with a laugh.

As for whether Bling will stay headquartered in the Bay Area, Ling says he’s not sure, that he’s considering a move to either Austin or Miami like a growing number of other founders and investors. He’s worried about the state of San Francisco right now, where he has family. But also, after this very strange year, he’s maybe ready for a change.

From Ling’s perspective, it doesn’t really matter. There’s “still a lot of white space in tech,” no matter where one is investing.

News: Pave raises millions to bring transparency to startup compensation

Compensation within private venture-backed startups can be a confusing minefield that if unsuccessfully navigated can lead to inconsistent salaries and the kind of ambiguity that breeds an unhappy workforce. Pave, a San Francisco-based startup that recently graduated from YC Combinator is aiming to end the pay and equity gap with a software tool it developed

Compensation within private venture-backed startups can be a confusing minefield that if unsuccessfully navigated can lead to inconsistent salaries and the kind of ambiguity that breeds an unhappy workforce.

Pave, a San Francisco-based startup that recently graduated from YC Combinator is aiming to end the pay and equity gap with a software tool it developed to make it easier to track, measure, and communicate how and what they pay their employees.

The question is whether Silicon Valley, which has a history of pay inequity and gender disparities, is ready for that kind of transparency?

Investors certainly think so. Andreessen Horowitz has poured millions into Pave’s $16 million Series A round, at a post-money valuation of $75 million, confirming our reports from August. The round also includes the a16z Cultural Leadership Fund, Bessemer Venture Partners, Bezos Expeditions (a personal investment company of Jeff Bezos), Dash Fund, and Y Combinator.

Kristina Shen, a GP at A16z, will be joining the board. Marc Andreessen will take a board observer seat.

A rebrand and re-focus

Pave, known until now as Trove, is trying to build an online market of data and real-time tools that bring more fairness in compensation to the startup world. The tools allow a company to track, measure and ultimately communicate compensation on an employee-by-employee basis. It does so by integrating HR tools such as Workday, Carta and Greenhouse into one unified service that CEO Matt Schulman says it only takes the customer 5 minutes to set up with Pave.

The service can then help companies figure out how to manage their employees’ pay, from promotion cycles and compensation adjustments to how to reward a bonus and how much equity to grant a new employee.

Employees, meanwhile, can see data on their entire compensation package as well as predictive analytics on how they can grow their stake in the company. The tool is called Total Rewards, and its closest competitor, Welcome (which raised $6 million this week) launched a tool with the same name, and same goal.

Pave’s Total Rewards Portal for employees.

Schulman says that all startups struggle with figuring out stock options, equity, benchmarking data and promotion cycles because it’s an offline (and cumbersome) process. Clear communication about these details, though, helps with both hiring and retention.

Pave’s biggest challenge, is convincing its startup customers to share data on their payment structures. While data is anonymized so employees can’t see their colleagues salaries, it does require buy-in from a company to track potential inequity in the first place.

“I imagine there will be some late adopters that are not fully aligned with that vision at first,” Schulman admits. “How can we really change how compensation works as something that has been stagnant for decades upon decades? That’s not an easy challenge.” Right now, Pave is working with companies on a case by case basis to see how much they want to communicate with employees. Long-term, Schulman wants there to be a standard.

Is the industry ready to be benchmarked?

And the founder is optimistic that he can get there. Schulman pointed to Carta, a cap management tool, as an example of widespread adoption.

“There were companies that at first resisted Carta, and they were not comfortable putting all of their records into one centralized database,” he said. “Now, it’s ubiquitous. Every company uses Carta among venture-backed companies.”

But,even Carta has struggled with what it wants other companies to do: pay their employees fairly. Carta is currently facing a lawsuit from its former vice president of marketing, Emily Kramer, for gender discrimination. In the lawsuit, Kramer notes that she was paid $50,000 less relative to her peers, and her equity grant was one-third the amount of shares than her male counterparts. The company also laid off 16% of its employees, citing a lack of new customers.

If Carta, valued at $3 billion, has difficulties, then an early-stage startup such as Pave will also come up against big hurdles around transparency. The startup is hoping that its new industry-wide benchmark project will help kickstart the conversation and nudge companies in the right direction.

Launching today, Pave has teamed up with the portfolio companies of Bessemer Venture Partners, NEA, Redpoint Ventures and YC to gather compensation data. The data, which is opt-in, will allow Pave to release a compensation benchmark survey to show how companies pay their employees. The survey will be public but will aggregate all company responses, so there is no way to see which company is doing better than others.

Other platforms have tried to do measure pay across roles, such as Glassdoor and Angellist. Schulman says that “companies don’t trust that data” because it’s crowdsourced and therefore has a survey bias.

The tool would help companies go from doing a D&I analysis once a year to being able to do it consistently, “so they don’t drift away from a fair and equitable state,” he said.

While Pave tries to convince other startups to share intimate information, as a company it is still figuring out how to do the same. The company declined to share the diversity break-down of its team, which grew from five to 13 employees in just months and has a 30-person target by end of year. Based on LinkedIn, Pave’s team skews white and male.

A push from the rise of remote work might make transparency happen sooner than later. The rise of distributed workforces has forced companies to start asking questions around compensation, Schulman said.

“How do you pay your San Francisco engineer who wants to move to Wyoming?” Schulman said. “That’s the question that’s on everyone’s mind.” The shift is making compensation become a mainstream conversation, the company has found interest in its service from companies including Allbirds, Checkr, Tide, and Allbase. Schulman says early adopters have been bullish about transparency.

Once Pave can figure out how to support venture-backed startups, it’s looking outwards to other geographies and types of businesses.

“There’s 3 billion humans in the world that work in a part of the labor market,” he said. “And right now it’s a black box in how they’re compensated.”

News: Google now lets anyone contribute to Street View using AR and an app

An update to Google’s Street View app on Android will now let anyone contribute their photos to help enhance Google Maps, the company announced this morning. Using a “connected photos” tool in the new version of the Street View app, users are able to record a series of images as they move down the street

An update to Google’s Street View app on Android will now let anyone contribute their photos to help enhance Google Maps, the company announced this morning. Using a “connected photos” tool in the new version of the Street View app, users are able to record a series of images as they move down the street or a path. The feature requires an ARCore-compatible Android device, and for the time being, will only support image capture and upload in select geographic regions.

ARCore is Google’s platform for building augmented reality experiences. It works by allowing the phone to sense its environment, including the size and location of all types of surfaces, the position of the phone in relation to the world around it, and the lighting conditions of the environment. This is supported on a variety of Android devices running Android 7.0 (Nougat) or higher.

Meanwhile, Google’s Street View app has been around for half a decade. Initially, it was designed to allow users to share their own panoramic photos to improve the Google Maps experience. But as phones have evolved, so has the app.

The updated version of the Street View app allows users to capture images using ARCore — the same AR technology Google users for its own Live View orientation experiences in Maps, which helps phones “see” various landmarks to help users get their bearings.

After the images are published in the Street View app, Google will then automatically rotate, position and create a series of connected photos using those images, and put them in the correct place on Google Maps so others can see them.

It will also use the same privacy controls on these contributed photos as are offered on its own Street View images (the ones it captured by driving the Street View car around). This include blurring people’s faces and license plates, and allowing users to report imagery and other content for review, if needed.

Image Credits: Google

The new system of connected photos won’t be as polished as Google’s own Street View images, but it does make the ability to publish to Street View more accessible. Now, the image capturing process no longer requires a 360-degree camera or other equipment mounted to a top of car, for example. And that means users who live in more remote regions will be able to contribute to Street View, without needing anything more than a supported Android phone and internet connection.

Google says it will still default to showing its own Street View imagery when it’s available, which will be indicated with a solid blue line. But in the case where there’s no Street View option, the contributed connected photos will appear in the Street View layer as a dotted blue line instead.

Image Credits: Google

The company will also use the data in the photos to update Google Maps with the names and addresses of businesses that aren’t already in the system, including their posted hours, if that’s visible on a store sign, for instance.

During early tests, users captured photo using this technology in Nigeria, Japan and Brazil.

Today, Google says it’s officially launching the connected photos feature in beta in the Street View app. During this public beta period, users will be able to try the feature in Toronto, Canada, New York, NY and Austin, TX, along with Nigeria, Indonesia and Costa Rica. More regions will be supported in the future as the test progresses, Google says.

News: VSCO acquires mobile app Trash to expand into AI-powered video editing

VSCO, the popular photo and video editing app, today announced it has acquired AI-powered video editing app Trash, as the company pushes further into the video market. The deal will see Trash’s technology integrated into the VSCO app in the months ahead, with the goal of making it easier for users to creatively edit their

VSCO, the popular photo and video editing app, today announced it has acquired AI-powered video editing app Trash, as the company pushes further into the video market. The deal will see Trash’s technology integrated into the VSCO app in the months ahead, with the goal of making it easier for users to creatively edit their videos.

Trash, which was co-founded by Hannah Donovan and Genevieve Patterson, cleverly uses artificial intelligence technology to analyze multiple video clips and identify the most interesting shots. It then stitches your clips together automatically to create a final product. In May, Trash added a feature called Styles that let users pick the type of video they wanted to make — like a recap, a narrative, a music video or something more artsy.

After Trash creates its AI-powered edit, users can opt to further tweak the footage using buttons on the screen that let them change the order of the clips, change filters, adjust the speed or swap the background music.

Image Credits: Trash

With the integration of Trash’s technology, VSCO envisions a way to make video editing even more approachable for newcomers, while still giving advanced users tools to dig in and do more edits, if they choose. As VSCO co-founder and CEO Joel Flory explains, it helps users get from that “point zero of staring at their Camera Roll…to actually putting something together as fast as possible.”

“Trash gets you to the starting point, but then you can dive into it and tweak [your video] to really make it your own,” he says.

The first feature to launch from the acquisition will be support for multi-clip video editing, expected in a few months. Over time, VSCO expects to roll out more of Trash’s technologies to its user base. As users make their video edits, they may also be able to save their collection of tweaks as “recipes,” like VSCO currently supports for photos.

“Trash brings to VSCO a deep level of personalization, machine learning and computer vision capabilities for mobile that we believe can power all aspects of creation on VSCO, both now and for future investments in creativity,” says Flory.

The acquisition is the latest in a series of moves VSCO has made to expand its video capabilities.

At the end of 2019, VSCO picked up video technology startup Rylo. A few months later, it had leveraged the investment to debut Montage, a set of tools that allowed users to tell longer video stories using scenes, where they could also stack and layer videos, photos, colors and shapes to create a collage-like final product. The company also made a change to its app earlier this year to allow users to publish their videos to the main VSCO feed, which had previously only supported photos.

More recently, VSCO has added new video effects, like slowing down, speeding up or reversing clips and new video capture modes.

As with its other video features, the new technology integrations from Trash will be subscriber-only features.

Today, VSCO’s subscription plan costs $19.99 per year, and provides users with access to the app’s video editing capabilities. Currently, more than 2 million of VSCO’s 100 million+ registered users are paid subscribers. And, as a result of the cost-cutting measures and layoffs VSCO announced earlier this year, the company has now turned things around to become EBITDA positive in the second half of 2020. The company says it’s on the path to profitability, and additional video features like those from Trash will help.

Image Credits: Trash

VSCO’s newer focus on video isn’t just about supporting VSCO’s business model, however, it’s also about positioning the company for the future. While the app grew popular during the Instagram era, today’s younger users are more often posting videos to TikTok instead. According to Apple, TikTok was the No. 2 most downloaded free app of the year — ahead of Instagram, Facebook and Snapchat.

Though VSCO doesn’t necessarily envision itself as only a TikTok video prep tool, it does have to consider that growing market. Similar to TikTok, VSCO’s user base consists of a younger, Gen Z demographic; 75% of VSCO’s user base is under 25, for example, and 55% of its subscribers are also under 25. Combined, its user base creates more than 8 million photos and videos per day, VSCO says.

As a result of the acquisition, Trash’s standalone app will shut down on December 18.

Donovan will join VSCO as Director of Product and Patterson as Sr. Staff Software Engineer, Machine Learning. Other Trash team members, including Karina Bernacki, Chihyu Chang and Drew Olbrich, will join as Chief of Staff, Engineering Manager and Sr. Software Engineer for iOS, respectively.

“We both believe in the power of creativity to have a healthy and positive impact on people’s lives,” said Donovan, in Trash’s announcement. “Additionally, we have similar audiences of Gen Z casual creators; and are focused on giving people ways to express themselves and share their version of the world while feeling seen, safe, and supported,” she said.

Trash had raised a total of $3.3 million — a combination of venture capital and $500,000 in grants — from BBG, Betaworks, Precursor and Dream Machine, as well as the National Science Foundation. (Multiple TechCrunch connections here: BBG is backed by our owner Verizon Media, while Dream Machine is the fund created by former TechCrunch editor Alexia Bonatsos.)

“Han and Gen and the Trash team have always paid attention to the needs of creators first and foremost. My hope is that the VSCO and Trash partnership will turn all of us into creators, and turn the gigabytes of latent videos on our phones from trash to treasures,” said Bonatsos, in a statement about the deal.

Flory declined to speak to the deal price, but characterized the acquisition as a “win-win for both the Trash team and for VSCO.”

News: Europe to put forward rules for political ads transparency and beef up its disinformation code next year

New rules for online political advertising will be put forward by European Union lawmakers next year, with the aim of boosting transparency around sponsored political content. The Commission said today that it wants citizens, civil society and responsible authorities to be able to clearly see the source and purpose of political advertising they’re exposed to

New rules for online political advertising will be put forward by European Union lawmakers next year, with the aim of boosting transparency around sponsored political content.

The Commission said today that it wants citizens, civil society and responsible authorities to be able to clearly see the source and purpose of political advertising they’re exposed to online.

“We are convinced that people must know why they are seeing an ad, who paid for it, how much, what microtargeting criteria were used,” said commissioner Vera Jourova, speaking during a press briefing at the unveiling of a Democratic Action Plan.

“New technologies should be tools for emancipation — not for manipulation,” she added.

In the plan, the Commission says the forthcoming political ads transparency proposal will “target the sponsors of paid content and production/distribution channels, including online platforms, advertisers and political consultancies, clarifying their respective responsibilities and providing legal certainty”.

“The initiative will determine which actors and what type of sponsored content fall within the scope of enhanced transparency requirements. It will support accountability and enable monitoring and enforcement of relevant rules, audits and access to non-personal data, and facilitate due diligence,” it adds.

It wants the new rules in place sufficiently ahead of the May 2024 European Parliament elections — with the values and transparency commissioner confirming the legislative initiative is planned for Q3 2021.

Democracy Action Plan

The step is being taken as part of the wider Democracy Action Plan containing a package of measures intended to bolster free and fair elections across the EU, strengthen media pluralism and boost media literacy over the next four years of the Commission’s mandate.

It’s the Commission’s response to rising concerns that election rules have not kept pace with digital developments, including the spread of online disinformation — creating vulnerabilities for democratic values and public trust.

The worry is that long-standing processes are being outgunned by powerful digital advertising tools, operating non-transparently and fatted up on masses of big personal data.

“The rapid growth of online campaigning and online platforms has… opened up new vulnerabilities and made it more difficult to maintain the integrity of elections, ensure a free and plural media, and protect the democratic process from disinformation and other manipulation,” the Commission writes in the plan, noting too that digitalisation has also helped dark money flow unaccountably into the coffers of political actors.

Other issues of concern it highlights include “cyber attacks targeting election infrastructure; journalists facing online harassment and hate speech; coordinated disinformation campaigns spreading false and polarising messages rapidly through social media; and the amplifying role played by the use of opaque algorithms controlled by widely used communication platforms”.

During today’s press briefing Jourova said she doesn’t want European elections to be “a competition of dirty methods”, adding: “We saw enough with the Cambridge Analytica scandal or the Brexit referendum.”

However the Commission is not going as far as proposing a ban on political microtargeting — at least not yet.

In the near term its focus will be on limiting use in a political context — such as limiting the targeting criteria that can be used. (Aka: “Promoting political ideas is not the same as promoting products,” as Jourova put it.)

The Commission writes that it will look at “further restricting micro-targeting and psychological profiling in the political context”.

“Certain specific obligations could be proportionately imposed on online intermediaries, advertising service providers and other actors, depending on their scale and impact (such as for labelling, record-keeping, disclosure requirements, transparency of price paid, and targeting and amplification criteria),” it suggests. “Further provisions could provide for specific engagement with supervisory authorities, and to enable co-regulatory codes and professional standards.”

The plan acknowledges that microtargeting and behavioral advertising makes it harder to hold political actors to account — and that such tools and techniques can be “misused to direct divisive and polarising narratives”.

It goes on to note that the personal data of citizens which powers such manipulative microtargeting may also have been “improperly obtained”.

This is a key acknowledgement that plenty is rotten in the current state of adtech — as European privacy and legal experts have warned for years. Most recently warning that EU data protection rules that were updated in 2018 are simply not being enforced in this area.

The UK’s ICO, for example, is facing legal action over regulatory inaction against unlawful adtech. (Ironically enough, back in 2018, its commissioner produced a report warning democracy is being disrupted by shady exploitation of personal data combined with social media platforms’ ad-targeting techniques.)

The Commission has picked up on these concerns. Yet its strategy for fixing them is less clear.

“There is a clear need for more transparency in political advertising and communication, and the commercial activities surrounding. Stronger enforcement and compliance with the General Data Protection Regulation (GDPR) rules is of utmost importance,” it writes — reinforcing a finding this summer, in its two-year GDPR review, when it acknowledged that the regulation’s impact has been impeded by a lack of uniformly vigorous enforcement.

The high level message from the Commission now is that ‘GDPR enforcement is vital for democracy.

But it’s national data supervisors which are responsibility for enforcement. So unless that enforcement gap can be closed it’s not clear how the Commission’s action plan can fully deliver the hoped for democratic resilience. Media literacy is a worthy goal but a long slow road vs the real-time potency of big-data fuelled adtech tools.

 

“On the Cambridge Analytica case I referred to it because we do not want the method when the political marketing uses the privileged availability or possession of the private data of people [without their consent],” said Jourova during a Q&A with press, acknowledging the weakness of GDPR enforcement.

“[After the scandal] we said that we are relieved that after GDPR came into force we are protected against this kind of practice — that people have to give consent and be aware of that — but we see that it might be a weak measure only to rely on consent or leave it for the citizens to give consent.”

Jourova described the Cambridge Analytica scandal as “an eye-opening moment for all of us”.

“Enforcement of privacy rules is not sufficient — that’s why we are coming in the European Democracy Action Plan with the vision for the next year to come with the rules for political advertising, where we are seriously considering to limit the microtargeting as a method which is used for the promotion of political powers, political parties or political individuals,” she added.

The Commission says its legislative proposal on the transparency of political content will complement broader rules on online advertising that will be set out in the Digital Services Act (DSA) package — due to be presented later this month (setting out a suite of responsibilities for platforms). So the full detail of how it proposes to regulate online advertising also remains to be seen.

Tougher measures to tackle disinformation

Another major focus for the Democracy Action Plan is tackling the spread of online disinformation.

There are now clear-cut risks in the public health sphere as a result of the coronavirus pandemic, with concerns that disinformation could undermine COVID-19 vaccination programs. And EU lawmakers’ concerns over the issue look to have been accelerated by the coronavirus pandemic.

On disinformation, the Commission says it be overhauling its current (self-regulatory) approach to tackling online disinformation — aka the Code of Practice on disinformation, launched in 2018 with a handful of tech industry signatories — with platform giants set to face increased pressure from Brussels to identify and prevent co-ordinated manipulation via a planned upgrade to a co-regulatory framework of “obligations and accountability”, as it puts it.

There will clearly also be interplay with the DSA — given it will be setting horizontal accountability rules for platforms. But the beefed up disinformation code is intended to sit alongside that and/or plug the gap until the DSA comes into force (not likely for “years”, following the usual EU co-legislative process, per Jourova).

“We will not regulate on removal of disputed content,” she emphasized on the plan to beef up the disinformation code. “We do not want to create a ministry of truth. Freedom of speech is essential and I will not support any solution that undermines it. But we also cannot have our societies manipulated if there are organized structures aimed at sewing mistrust, undermining democratic stability and so we would be naive to let this happen. And we need to respond with resolve.”

“The worrying disinformation trend, as well all know, is on COVID-19 vaccines,” she added. “We need to support the vaccine strategy by an efficient fight against disinformation.”

Asked how the Commission will ensure platforms take the required actions under the new code, Jourova suggested the DSA is likely to leave it to Member States to decide which authorities will be responsible for enforcing future platform accountability rules.

The DSA will focus on the issue of “increased accountability and obligations to adopt risk mitigating measures”, said also said, saying the disinformation code (or a similar arrangement) will be classed as a risk mitigating measure — encouraging platforms and other actors to get on board.

“We are already intensively cooperating with the big platforms,” she added, responding to a question about whether the Commission had left it to late to tackle the threat posed by COVID-19 vaccine disinformation. “We are not going to wait for the upgraded code of practice because we already have a very clear agreement with the platforms that they will continue doing what they have already started doing in summer or in spring.”

Platforms are already promoting fact-based, authoritative health information to counter COVID-19 disinformation, she added.

“As for the vaccination I already alerted Google and Facebook that we want to intensify this work. That we are planning and already working on the communications strategy to promote vaccination as the reliable — maybe the only reliable — method to get rid of COVID-19,” she also said, adding that this work is “in full swing”.

But Jourova emphasized that the incoming upgrade to the code of practice will bring more requirements — including around algorithmic accountability.

“We need to know better how platforms prioritize who sees what and why?” she said. “Also there must be clear rules how researchers can update relevant data. Also the measures to reduce monetization of disinformation. Fourth, I want to see better standards on cooperation with fact-checkers. Right now the picture is very mixed and we want to see a more systematic approach to that.”

The code must also include “clearer and better” ways to deal with manipulation related to the use of bots and fake accounts, she added.

The new code of practice on disinformation is expected to be finalized after the new year.

Current signatories include TikTok, Facebook, Google, Twitter and Mozilla.

News: ANYbotics, Swiss company behind quadrupedal ANYmal robot, announces $20M A round

ANYbotics, the creators of ANYmal, a four-legged autonomous robot platform intended for a variety of industrial uses, has raised a $22.3M Swiss Franc (~$20M) round A to continue developing and scaling the business. With similar robots just beginning to break into the mainstream, the market seems ready to take off. The company spun out of

ANYbotics, the creators of ANYmal, a four-legged autonomous robot platform intended for a variety of industrial uses, has raised a $22.3M Swiss Franc (~$20M) round A to continue developing and scaling the business. With similar robots just beginning to break into the mainstream, the market seems ready to take off.

The company spun out of ETH Zurich in 2016, at which point the robot was already well into development. ANYmal is superficially similar to Spot, the familiar quadrupedal robot from Boston Dynamics, but the comparison mustn’t be taken too far. A four-legged robot is a natural form for navigating and interacting with environments build for humans.

ANYbotics is on the third generation of the robot, which has progressively integrated computing units and sensors of increasing sophistication.

“Our current ANYmal C model features three built-in high-end Intel i7 computers that power the robot and customer-applications such as automated inspection tasks,” explained co-founder and CEO Péter Fankhauser in an email to TechCrunch. “The availability of smaller and more performant sensors, propelled by AR/VR and autonomous driving applications, has enabled us to equip the latest ANYmal model with 360-degree situational awareness and long-range scanning capabilities. Where commercially available components are not satisfactory, we invest in our proprietary technologies, which have resulted in core components such as custom motors, docking stations, and inspection payload units.”

The most obvious application for robots like ANYmal is inspection of facilities that would normally involve a human. If a robot can traverse the same paths, climb stairs, open doors and so on, it can do so more frequently and regularly than its human counterparts, who tire and take breaks. It can also monitor and relay its surroundings in detail, using lidar and RGB cameras, among other tools. Humans can then perform the more difficult (and human) work of integrating that information and making decisions based on it. An ANYmal at a factory, power plant, or datacenter could save costs and shoe leather.

Of course, that’s no use if the bot is fragile; fortunately, that’s not the case.

“In terms of mobility, we have focused on what matters most to our industrial customers: Operational reliability and robustness to harsh environmental conditions,” Fankhauser said. “For example, we design and test ANYmal for day and night usage in indoor and outdoor locations, including offshore platforms with salty air and large temperature ranges. It’s less about agility in these environments but more about reliably and safely performing the tasks multiple times a day over many months without human intervention.”

Swisscom Ventures leads the round, and partner Alexander Schläpfer said that good roots (ETHZ is of course highly respected) and good results from early commercial partnerships more than justified their investment.

“Over ten years ago, some of our co-founders developed their first walking robots during their studies at ETH Zurich,” said Fankhauser. “Today, the industries are ready to adopt this technology, and we are deploying our robots to our early customers.”

News: Everlywell raises $175 million to expand virtual care options and scale its at-home health testing

Digital health startup Everlywell has raised a $175 million Series D funding round, following relatively fast on the heels of a $25 million Series C round it closed in February of this year. The Series D included a host of new investors, including BlackRock, The Chernin Group (TCG), Foresite Capital, Greenspring Associates, Morningside Ventures and

Digital health startup Everlywell has raised a $175 million Series D funding round, following relatively fast on the heels of a $25 million Series C round it closed in February of this year. The Series D included a host of new investors, including BlackRock, The Chernin Group (TCG), Foresite Capital, Greenspring Associates, Morningside Ventures and Portfolio, along with existing investors including Highland Capital Partners, which led the Series C round. The startup has now raised over $250 million to date.

Everlywell, which launched to the public at TechCrunch Disrupt SF 2016 as a participant in Startup Battlefield, specializes in home health care, and specifically on home health care tests supported by their digital platform for providing customers with their results and helping them understand the diagnostics, and how to seek the right follow-on care and expert medical advice.

Earlier this year, Everlywell launched an at-home COVID-19 test collection kit – the first of this type of test to receive an emergency authorization from the U.S. Food and Drug Administration (FDA) for its use that allowed cooperation with multiple lab service providers over time. The COVID-19 test kit joins its many other offerings, which include tests for thyroid hormone levels, food and allergen sensitivity, women’s health and fertility, vitamin D deficiency and more. I spoke to Everlywell CEO and founder Julia Cheek about the raise, and she acknowledged that the COVID-19 pandemic was definitely behind the decision to raise such a large amount so quickly again after the close of the Series C, since the company saw a sharp increase in demand coming out of the coronavirus crisis – not only for its COVID-19 test kit, but for at-home digital health care options in general.

“We obviously have a very successful COVID-19 test,” she said. “But we’ve also seen three-fourths of our test menu just explode at well over 100% year-over-year growth, and several of our tests are at 4x or 5x growth. That is really representative of this shift in consumer health behavior that will continue in a big way in many different verticals that include testing, and making things more convenient, digitally-enabled, and in the home.”

Like other companies built on solving for a shift to more remote and virtual care options, Cheek said that Everlywell had already anticipated this kind of consumer demand – but COVID-19 has dramatically accelerated the pace of change, which is why the startup put together this round, at this size, this quickly (she says they started the process of putting together the Series D just in September).

“We’ve been talking about the digital health movement, and the consumer-directed movement probably for a decade now,” she told me. “I do believe that this will be the watershed moment, unfortunately. But hopefully, we will come out on the other side of the pandemic and say, ‘There are some good things that happened broadly for healthcare.’ That is the hope of what we lean into everyday, and  fundamentally, why we went out and raised this amount of capital in this tremendous growth year.”

Image Credits: Everlywell

Everlywell has also expanded availability of its products this year, with distribution in over 10,000 retail locations across Target, Walgreens, CVS and Kroger stores across the U.S. The company also landed a number of new partnerships on the diagnostic lab and insurance payer side, as well as with major employers – a key customer group since employers shoulder the largest share of healthcare spending in the U.S. due to employee benefit plans. Cheek says that despite their commercial and enterprise customer wins, the focus remains squarely on consumer satisfaction, which is what distinguishes their offering.

“Our COVID-19 test is 75% new people buying our product, and it has an NPS [net promoter score] of 75,” she said. “And then it’s the most highly-referred product, and also one of our top tests where people buy other tests. Experience matters here – we know that if someone is a promoter of Everlywell, if they rate us a nine or a 10, on NPS, they are five times more likely to purchase again on the platform.”

That’s not new for Everlywell, according to Cheek – customers have always had a high degree of satisfaction with the company’s products. But what is new is the expanded reach, and the realization among many Americans that virtual care and at-home options are available, and are effective.

“What you have is this lightbulb moment for Americans in a new way that care can be delivered where then they definitely don’t want to go back,” she said. “It’s not just for Everlywell. This is all of these verticals, that have really shifted consumer behavior around healthcare in the home, and I think that will be somewhat permanent. That is the main driver here, and is what we’re seeing, and it’s why Everlywell has resonated so well with so many Americans.”

News: Taking on the business scenario-planning giants, Pigment raises a $25.9M Series A led by Blossom Capital

Realizing that modern, complex businesses can no longer be adequately managed using spreadsheet-style programs, the founders of Pigment decided there had to be a better solution. Their business forecasting platform has now raised a substantial Series A of $25.9 million, led by Blossom Capital. Also participating was New York-based FirstMark Capital and Frst, as well

Realizing that modern, complex businesses can no longer be adequately managed using spreadsheet-style programs, the founders of Pigment decided there had to be a better solution. Their business forecasting platform has now raised a substantial Series A of $25.9 million, led by Blossom Capital. Also participating was New York-based FirstMark Capital and Frst, as well as angel investors including Paul Melchiorre, former CEO of business planning giant Anaplan, and David Clarke, the ex-CTO of Workday, another business planning incumbent.

Those last two investors are significant because Paris-based Pigment competes with both Anaplan and Workday. Also of note is the fact that another planning product, Adaptive Insights, was sold to Workday for $1.6bn.

Pigment has so far secured large-scale enterprise and pre-IPO start-up clients for its beta product, including a major European bank – although it declines to name any of its clients so far.

Pigment says it aims to overhaul the painful experience of using error-prone spreadsheets and inflexible software to do business forecast forecasting, instead presenting a dashboard-like approach in real-time through charts, simulations and continuous modeling.

Eléonore Crespo, co-founder and co-CEO of Pigment said in a statement: “We’re a bit like Minecraft for business strategy – with that kind of creative, organic potential for the user. Standard planning solutions are basically mechanical, treating a business like a machine with levers that you just push and pull.”

Ophelia Brown, partner at Blossom Capital, said: ‘Existing planning software was built around 20th-century models of how to do business. Pigment is a 21-st century platform that reflects the way successful companies need to work today – socially and environmentally conscious, proactively scanning the horizon for risks and opportunities, and capable of unlocking new opportunities in an increasingly complex and uncertain world.”

Pigment was founded in 2019 by Crespo, a former data analyst at Google and investor at Index Ventures, and Romain Niccoli, the former CTO and co-founder of Criteo – the ad-tech company which IPO’d on NASDAQ in 2013.

News: AI construction startup Versatile raises a $20M Series A

San Francisco-based construction startup Versatile is announcing today that it has raised a $20 million Series A. The round was led by Insight Partners and Entree Capital, along with existing investors Robert Bosch Venture Capital GmbH, Root Ventures and Conductive Ventures. The round follows $8.5 million in funding, including a $5.5 million seed round that

San Francisco-based construction startup Versatile is announcing today that it has raised a $20 million Series A. The round was led by Insight Partners and Entree Capital, along with existing investors Robert Bosch Venture Capital GmbH, Root Ventures and Conductive Ventures.

The round follows $8.5 million in funding, including a $5.5 million seed round that arrived in August of last year.

The URBAN-X accelerator alum has developed a piece of hardware designed to be mounted to a crane. From that vantage point, it’s capable of capturing and analyzing data across the construction site.

“You can only improve what you can measure, and at Versatile we are just scratching the surface of what we can do to create value for our users and use data to turn job sites into controlled manufacturing with fast feedback loops,” co-founder and CEO Meirav Oren said in a release tied to the news.

The company says it’s able to use that information to provide a picture of construction progress, with additional information on site materials, while targeting any potential redundancy in the space.

With around $10 trillion currently spent on construction each year, the industry is prime for some big-ticket investments. Particularly those startups that can promise more efficiency in the space.

The company says the round will be spent on accelerating the availability of its technology and developing additional AI components for users.

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