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Shiran Shalev
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		Shiran Shalev is a principal at <a href="https://www.battery.com/" target="_blank">Battery Ventures</a>, where he focuses primarily on software and consumer investments, including fintech. 	
	
		
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							Aaron Rinberg
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		Aaron Rinberg is a vice president at <a href="https://www.battery.com/" target="_blank">Battery Ventures</a>.	
	
		
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							Lior Mallul
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		Lior Mallul is an associate at <a href="https://www.battery.com/" target="_blank">Battery Ventures</a>. 	
	
	
If money is the ultimate commodity, how can fintechs &#8212; which sell money, move money or sell insurance against monetary loss &#8212; build products that remain differentiated and create lasting value over time?
And why are so many software companies — which already boast highly differentiated offerings and serve huge markets— moving to offer financial services embedded within their products?
A new and attractive hybrid category of company is emerging at the intersection of software and financial services, creating buzz in the investment and entrepreneurial communities, as we discussed at our “<a href="https://www.battery.com/newsevents/fintech-the-endgame/" target="_blank">Fintech: The Endgame</a>” virtual conference and accompanying report this week.
These specialized companies — in some cases, software companies that also process payments and hold funds on behalf of their customers, and in others, financial-first companies that integrate workflow and features more reminiscent of software companies &#8212; combine some of the best attributes of both categories.
<img aria-describedby="caption-attachment-2164479" loading="lazy" class="breakout size-full wp-image-2164479" src="https://techcrunch.com/wp-content/uploads/2021/06/fintech-image-1.png" alt="" width="1024" srcset="https://techcrunch.com/wp-content/uploads/2021/06/fintech-image-1.png 1425w, https://techcrunch.com/wp-content/uploads/2021/06/fintech-image-1.png?resize=150,69 150w, https://techcrunch.com/wp-content/uploads/2021/06/fintech-image-1.png?resize=300,138 300w, https://techcrunch.com/wp-content/uploads/2021/06/fintech-image-1.png?resize=768,352 768w, https://techcrunch.com/wp-content/uploads/2021/06/fintech-image-1.png?resize=680,312 680w, https://techcrunch.com/wp-content/uploads/2021/06/fintech-image-1.png?resize=50,23 50w" sizes="(max-width: 1024px) 100vw, 1024px" />Image Credits: Battery Ventures
From software, they design for strong user engagement linked to helpful, intuitive products that drive retention over the long term. From financials, they draw on the ability to earn revenues indexed to the growth of a customer’s business.
	
		<blockquote>
			Fintech is poised to revolutionize financial services, both through reinventing existing products and driving new business models as financial services become more pervasive within other sectors.					</blockquote>
	
	
The powerful combination of these two models is rapidly driving both public and private market value as investors grant these “super” companies premium valuations &#8212; in the public sphere, nearly twice the median multiple of pure software companies, according to a Battery analysis.
The near-perfect example of this phenomenon is Shopify, the company that made its name selling software to help business owners launch and manage online stores. Despite achieving notable scale with this original SaaS product, Shopify today makes twice as much revenue from payments as it does from software by enabling those business owners to accept credit card payments and acting as its own payment processor.
The combination of a software solution indexed to e-commerce growth, combined with a profitable payments stream growing even faster than its software revenues, has investors granting Shopify a 31x multiple on its forward revenues, according to CapIQ data as of May 26.
<h2>How should we value these fintech companies, anyway?</h2>
Before even talking about how investors should value these hybrid companies, it’s worth making the point that in both private and public markets, fintechs have been notoriously hard to value, fomenting controversy and debate in the investment community.

A new and attractive hybrid category of company is emerging at the intersection of software and financial services, creating buzz in the investment and entrepreneurial communities.

Column

Enterprise

Finance

Venture Capital

Banking-as-a-service

Customer Service Software

E-commerce

Ec Column

Ec Ecommerce And D2c

Ec Fintech

Financial Services

Insurance

Market Analysis

The fintech endgame: New supercompanies combine the best of software and financials

Flying Eze

John Chen
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		John is a principal at <a href="https://www.fika.vc/" target="_blank">Fika Ventures</a> in Los Angeles.	
	
		
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By the time I joined Box in late 2012, the “consumerization of the enterprise” movement was well underway. The playbook was clear: The lessons and tactics from the rise of consumer apps — viral loops, social referrals, frictionless onboarding — could be distilled, packaged and ported over to enterprise.
And the promise was subversive — great products could galvanize a loyal user base and wrest free the fates of multimillion-dollar contracts from suited salespeople peddling unusable software behind closed doors.
	
		<blockquote>
			While the consumerization of SaaS has taught us how to more effectively get in front of users, this next decade will be about how to properly incentivize them to do the necessary work to have the right product experience.					</blockquote>
	
	
A decade later, this promise has largely proven true. The consumer playbook contributed to the meteoric rise of Slack, Zoom, Airtable and others, specifically around user acquisition and onboarding. They are beautiful products that are discovered from the bottom up, self-serve, free to start and pay as you grow.
But while this might seem like one of the best times to build a SaaS company, one look at <a href="https://www.producthunt.com/" target="_blank">Product Hunt</a> might paint a different story. For every success story like Airtable, there are a dozen lookalikes employing the same consumer-inspired playbook that are getting drowned out.
And for any first-mover startup in a new category thinking they’re reaching escape velocity, there are a dozen copycats in YC waiting around the corner, complete with their beautifully designed apps, and the promise of being “blazingly fast and delightfully simple.”
<img aria-describedby="caption-attachment-2158206" loading="lazy" class="breakout size-full wp-image-2158206" src="https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png" alt="" width="1024" srcset="https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png 1600w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png?resize=150,93 150w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png?resize=300,186 300w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png?resize=768,475 768w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png?resize=680,421 680w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png?resize=1536,950 1536w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-1.png?resize=50,31 50w" sizes="(max-width: 1024px) 100vw, 1024px" />Image Credits: Fika Ventures
Conventional wisdom suggests that many of these newcomer apps will fall short because they don’t clearly communicate their differentiation, or their signup process isn’t streamlined enough, or they have poor documentation and tutorial videos, or they haven’t courted the right influencers on Twitter, or just plain poor execution.
While some (or all) of these might be true on the individual app level, there is something bigger happening on the aggregate level, and it comes back to one insidious assumption carried over from the consumer playbook: the myth of frictionless onboarding.
The reality is that onboarding is never frictionless. In fact, it’s quite the opposite — it demands that the user uproot their old habits and switch to this new way of being or doing. Just like with a new fitness program, participants feel good after completing the workout, but it takes a lot of activation energy to start and hard work to get there. Similarly, it takes work on the user’s part to get results, and most apps expect users to do this work for free.
But in a crowded marketplace with infinite alternatives, the only way to capture and hold a user’s attention is to directly incentivize them to experience the product, not just be exposed to it. Today’s growth playbook overindexes on spending ad dollars (with diminishing returns) to get premium placement and eyeballs on Google, Facebook or Product Hunt, but very few have tried putting those dollars to work toward ensuring users are actually having the experience they are supposed to.
<img aria-describedby="caption-attachment-2158207" loading="lazy" class="breakout size-full wp-image-2158207" src="https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png" alt="" width="1024" srcset="https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png 1600w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png?resize=150,84 150w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png?resize=300,169 300w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png?resize=768,432 768w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png?resize=680,383 680w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png?resize=1536,865 1536w, https://techcrunch.com/wp-content/uploads/2021/05/cryptoSaaS-2.png?resize=50,28 50w" sizes="(max-width: 1024px) 100vw, 1024px" />2019 subscription customer acquisition cost study. Image Credits: Profitwell
To do this, SaaS needs to take a page out of the crypto playbook. So while the past decade of the consumerization of SaaS has taught us how to more effectively get in front of users, this next decade will be about the cryptofication of SaaS and how to properly incentivize users to do the necessary work to have the right experience with your product.

The idea of directly incentivizing users is a common rallying cry in the crypto community: Imagine an internet free from monopoly tech giants where users control and monetize their own data.

Saas

Customer Experience

Ec Enterprise Applications

Software As A Service

Software Platform

Usability

SaaS needs to take a page out of the crypto playbook

Deb Muller
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		Deb Muller is founder and CEO of <a href="https://www.hracuity.com/" target="_blank">HR Acuity</a>, which creates technology that helps organizations strategically manage employee relations. She has served in executive HR roles at numerous Fortune 500 companies like Honeywell, Citibank, and Marsh and McLennan.
	
	
	
All eyes have recently been on <a href="https://www.flyingeze.com/news/basecamp-employees-quit-ceo-letter" target="_blank">Basecamp</a>, which lost about a third of its workforce at the end of last month after banning “societal and political discussions” at work. Late last year, <a href="https://www.flyingeze.com/news/brian-armstrongs-new-problem-60-plus" target="_blank">Coinbase</a> was embroiled in a similar controversy after its CEO declared that political activism at work is a distraction, leading to a smaller but still significant employee exodus.
Before that, controversies erupted at Google, Facebook and other prominent tech firms, leading to virtual employee walkouts and work stoppages. We continue to see headlines that highlight tech company employee revolts over management edicts or perceived policy failures.
These company meltdowns reflect a societal change, and those in the startup community ought to take notice. The strife may be attributable to changing generational expectations in some cases, or an excess of “tech bro” culture in others, but the reality is that things have changed.
A generation ago, it was standard policy to keep politics out of work. Today, it’s virtually impossible to separate the political from the personal, and employees are encouraged to bring their whole selves to work, which includes their backgrounds and belief systems.
Political and societal topics impact the everyday lives of employees and the world is more connected than ever. Startup leaders shouldn’t declare a political void &#8212; especially if they’re striving for a diverse and inclusive workforce. We’ve seen what happens when we don’t discuss these issues &#8212; systemic racism and workplace discrimination are allowed to go unchecked.
I’m the CEO and founder of a growing tech company, and also served as an HR executive at several Fortune 500 companies, which means I&#8217;ve seen all sides of the issues at play here.
That gives me some insight on the cultural problems gripping many tech businesses &#8212; and some thoughts on solutions. While companies have every right to create rules and policies on employee conduct and internal use of technology, leaders get better results when they approach these issues intentionally and transparently. As we’ve seen with Basecamp and others, banning political activities and discussions outright can result in unintended consequences.
<h2>How to change policies without all the drama</h2>
It’s impossible to know exactly what caused some of the recent tech company exoduses unless you were there. But most of us have experienced toxic workplace cultures, and having studied the issue extensively as an HR professional and then as a founder, my educated guess is that the recent employee actions that attracted negative media attention are symptoms of a situation that has been simmering for a long time.
If you’re a startup leader who wants to avoid similar controversies, how can you create or change policies without all the drama? Here are some tips to consider:
<ul>
<li>Look in the mirror and analyze culture. People who found successful companies build a culture whether they consciously set out to do that or not. One explanation for cultural growing pains at startups is that many companies unconsciously create a monoculture populated by employees of similar backgrounds, skill sets, attitudes and life experiences. As the company grows, you bring in people with different backgrounds and perspectives to join the group and strengthen the business. But it’s important to remember that company culture and policies need to evolve and mature as the organization grows as well, or conflict will inevitably arise. Leaders can avoid that by being thoughtful about every aspect of the policies they create and adjusting the culture to support all employees, not just those who started on day one.</li>
<li>Get help as your company scales. CEOs set the tone, and for an early-stage startup, policies tend to be less formal and arise directly from company values. But as the organization matures, you may need to codify practices, such as how you handle time off, parental leave and pay structures. Just as you’d turn to the board for financial advice, it’s best to turn to HR and employee relations experts for workplace guidance. Get counsel from HR on how to avoid unintended consequences and communicate changes appropriately. Depending on what kind of policies you’re putting in place, it might also be a good idea to get input from employees.</li>
</ul>
<ul>
<li>Use employee feedback to understand impact. It’s important to understand what’s going on in your organization before you make policy changes and take other actions that shape the company culture. Collecting employee feedback through surveys and open discussions will allow you to gain visibility into employee priorities and concerns and proceed with greater transparency and decisiveness. Consulting employees before making changes, and even after a policy change, will help you build trust and see if adjustments are needed.Some decisions must be made without staff input; workplaces are not democratic. If possible, try to understand where employees stand so you can better anticipate the impact. One caveat is to not take silence as approval. Just because employees stay after a controversial policy change doesn’t mean they are necessarily OK with it. Many startups put employees in golden handcuffs with benefits or stock options so attractive they “put up with it” for the future payoff. Anonymous surveys will help you understand the sentiment.</li>
</ul>
<ul>
<li>Don’t capitalize on employee policies for press: It’s not unusual for tech company leaders to publicly issue policy changes to create controversy. Just recently, Coinbase announced a <a href="https://blog.coinbase.com/how-coinbase-is-rethinking-its-approach-to-compensation-9aaf7d5d638e" target="_blank">new compensation policy</a> that eliminates negotiations, a decision that is attracting scrutiny. Generally speaking, this practice isn’t necessarily a bad thing; some leaders have used their platforms to change calcified industry standards for the better. But leaders owe it to their teams to be judicious about publicly announcing new policies that affect staff. Employees shouldn’t be used as a pawn to garner press coverage.Employees want changes and programs that are driven by authenticity and what is right for the company, not changes spurred by the news of the week. With Basecamp, the company created an employee-run DEI committee when it was the “thing to do,” but the CEO disbanded it as soon as it became uncomfortable. This type of performative employee support is a surefire way to deteriorate employee confidence and morale. Be thoughtful about decisions and be prepared to stick through it even if challenges arise.</li>
</ul>
<h2>Addressing systemic problems requires a systemic approach</h2>
“Don’t discuss politics at work” used to be a standard expectation. But employee expectations have shifted, and leaders have to recognize and respond to that. There is more value to be gleaned from encouraging employees to fully be themselves at work, which helps create an inclusive environment, but it’s also important to know you can’t drop these commitments the minute they become inconvenient.
While startup founders play a leading role, it is also on employees and everyone within the startup community to call out bias or inappropriate behaviors in the workforce and at the leadership level. The reality is that most employees at startups are highly skilled in a job market that values technical talent, putting them in a privileged position to take a risk, speak up or just leave when an organization’s culture is toxic or discriminatory. Their voice and actions will speak volumes for millions of workers who don’t have the ability to walk out the door and risk losing their livelihood – and their next paycheck.
The good news is that several Basecamp employees tried to make a change by suggesting a group focused on diversity. When that effort was shut down, they used their feet to send a message. To drive change, those in positions of privilege and power mustn’t stay silent as bystanders &#8212; they have to take a stand for others who aren’t in the position to do so themselves. If all of us harness our privilege to support others who are more vulnerable, we will inevitably create more equitable, welcoming workplaces for everyone.
The turmoil some tech companies are experiencing really comes down to culture and ego. We need to recognize that the old-school “no politics” rule led to situations where systemic racism, sexism and other forms of bigotry festered unchecked. We have an obligation to do better.
Company leaders who acknowledge the direct impact politics can have on employees, engage in open discussions with staff, and approach policy changes in a way that reflects the organization’s core values can thrive, even in a divisive political climate.

Basecamp lost about a third of its workforce after banning ‘societal and political discussions’ at work. Meltdowns like this reflect societal change, and the startup community ought to take notice.

Diversity

Opinion

Basecamp

Human Resource Management

Startup Company

What the ‘non-political’ startup leader teaches us about company culture

Lakshmi Shenoy
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		Lakshmi Shenoy is CEO of<a href="https://www.embarccollective.com/" target="_blank"> Embarc Collective</a>, a nonprofit innovation hub in Tampa that builds bold, scalable, thriving companies. Today, Embarc Collective supports nearly 100 tech startups in Florida.

	
	
	
If it seems like everyone you know is moving to Florida these days, there is evidence to back that up. Recent data from LinkedIn <a href="https://www.axios.com/florida-migration-gains-pandemic-4ade6fc2-1b5f-4a56-b126-ef53cd65b841.html" target="_blank">published in Axios</a> put Tampa Bay, Jacksonville, and the Miami-Fort Lauderdale metro area among the top 10 U.S. cities seeing in-migration.
When I relocated from Chicago to Tampa in early 2018, I found myself in a city that countered the stereotypes I’d heard about the state. Since then, I’ve come to appreciate the advantages that came with building my organization in Florida, and I’m often asked how I made the call.
To help you weigh the benefits of relocating your startup to Florida, here are some FAQs I’ve encountered. And if the Sunshine State isn’t on your startup’s shortlist, don’t hesitate to apply these answers to a different destination.
<h2>1. What are your company’s needs?</h2>
While you may have personal reasons for wanting to relocate to a new state, it’s a good idea to map out your company’s needs as you think through this decision.
Does a move bring you closer to a great pool of talent? Are you looking for a headquarters near a specific material resource or type of infrastructure? Do you need to be local to a target customer base or community?
For example, Florida is a terrific location for companies that stand to benefit from the presence of retired military talent and the prevalence of military bases, which creates a strong market for certain types of tech innovation, including cybersecurity and aviation.
	
		<blockquote>
			I If you’re a startup leader who is looking to land in a place with a strong, welcoming network, take the time to reach out to local community leaders and other founders like you.					</blockquote>
	
	
Whatever it is you need to fuel your company’s growth, listing out your company’s requirements will make it easier to compare your needs with what your potential destination has to offer.
<h2>2. Which community do you want to be a part of?</h2>
If you haven’t found the tech community you’re looking for in your current location, pause to articulate what qualities you’re looking for. With this in mind, you can begin to establish the kinds of local connections you’re hoping to grow before you make any big moves.
I moved to Florida to participate in the diverse tech communities in Tampa and Miami, and I knew I was headed to the right place because I tested the waters before jumping in. As a relative newcomer myself, I’ve found the landscape in Florida to be more open and accessible than in other more established startup hubs, but don’t take my word for it.
If you’re a startup leader who is looking to land in a place with a strong, welcoming network, take the time to reach out to local community leaders and other founders like you. Whether that means sending a tweet to the mayor of Miami or connecting to local startup hubs, these interactions will give you a good sense of the local culture.
Because so many people are migrating down to Florida, we’ve put together a database of recent transplants to make it even easier to connect new residents to the existing tech community.
<h2>3. What are the potential benefits of moving your company to Florida?</h2>
When I think about what brought me to Florida and why I see other entrepreneurs headed this way, three big things come to mind:

To help weigh the benefits of relocating to Florida, here are some FAQs I’ve encountered. And if the Sunshine State isn’t on your shortlist, don’t hesitate to apply this advice to another destination.

Startups

Ec Future Of Work

Florida

Miami

Tampa

Work

7 questions to ask before relocating your startup to Florida

Sophie Alcorn
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		<a href="https://twitter.com/Sophie_Alcorn" target="_blank">Sophie Alcorn</a> is the founder of <a href="https://www.alcorn.law/" target="_blank">Alcorn Immigration Law</a> in Silicon Valley and 2019 Global Law Experts Awards’ “Law Firm of the Year in California for Entrepreneur Immigration Services.” She connects people with the businesses and opportunities that expand their lives.	
	
		
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Here&#8217;s another edition of “Dear Sophie,” the advice column that answers immigration-related questions about working at technology companies.
“Your questions are vital to the spread of knowledge that allows people all over the world to rise above borders and pursue their dreams,” says <a href="https://crunchbase.com/person/sophie-alcorn" target="_blank">Sophie Alcorn</a>, a Silicon Valley immigration attorney. “Whether you’re in people ops, a founder or seeking a job in Silicon Valley, I would love to <a href="https://forms.gle/86Z8oYo32G9amDss8" target="_blank">answer your questions</a> in my next column.”
Extra Crunch members receive access to weekly “Dear Sophie” columns; <a href="http://techcrunch.com/subscribe" target="_blank">use promo code ALCORN to purchase a one- or two-year subscription for 50% off</a>.

Dear Sophie,
 I do recruitment for tech startups. With a surge of VC investing, many startups are urgently hiring. 
Which visas offer the quickest options for international talent? Are there any unique strategies that you would recommend we explore?
— Maverick in Milpitas
Dear Maverick,
Thanks for reaching out with your questions! We’re seeing the same urgent hiring demand from startups. In my <a href="https://www.flyingeze.com/tag/sophie-alcorn" target="_blank">columns</a>, you’ll find a lot of materials to support you regarding the most common options. However, in a recent <a href="https://www.alcorn.law/podcast/072-special-visas-for-talent-from-specific-countries/" target="_blank">podcast episode</a>, I discussed a handful of very specialized — and rarely used — temporary work visas that in most situations offer an expedited way to bring international talent to the United States to live and work. The eligibility requirements for these work visas are very specific, but if any prospective candidates qualify, these visas are great, quick options for the startups you work with.
The quickest option for employers is to hire international talent already in the U.S. because many consulates still remain closed to routine visa processing due to the pandemic. What’s more, travel restrictions have been imposed on India and remain in place for Brazil, the U.K., Ireland, 26 other countries in Europe, China and Iran. However, there are some exceptions in the national interest. As always, I recommend consulting with an experienced immigration attorney.
Here are a few uncommon visas and strategies that can offer quick options for startups to recruit international talent:

I do recruitment for tech startups. With a surge of VC investing, many startups are urgently hiring. Which visas offer the quickest options for international talent?

Lawyers

Verified Experts

Dear Sophie

Green Card

H-1b Visa

Immigration

Immigration Law

Sophie Alcorn

Dear Sophie: Any unique immigration strategies for quick hiring?

Ben Pring
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		Ben Pring is the co-founder and director of the Center for the Future of Work at <a href="https://www.cognizant.com/" target="_blank">Cognizant</a> and co-author of “<a href="https://www.tamethemonster.com/" target="_blank">Monster: A Tough Love Letter to the Machines That Rule our Jobs, Lives, and Future</a>.”	
	
	
For societies with long histories of protecting children with laws and regulations, isn’t it surprising that nothing is being done to similarly shield them from the various and proven dangers of social media? We need to institute the same kinds of age limits and protections for technology and web use as we’ve done for decades in almost every other sphere.
Think about it. We don’t let young people drive, drink, smoke, get married, join the Army, get a tattoo or vote until we feel they’re old enough to handle it.
But we put some of the most powerful technologies ever known to humankind in the hands of a 13-year-old, and then stand back in amazement when <a href="https://bit.ly/3teWOmL" target="_blank">online bullying</a> and <a href="https://bit.ly/2OKteq9" target="_blank">body dysmorphia</a> issues go off the charts, when <a href="https://bit.ly/2PYU8Lw" target="_blank">self-harm</a> and <a href="https://bit.ly/3sdAdpf" target="_blank">suicide rates</a> explode, when <a href="https://bbc.in/2RvvNgO" target="_blank">rape culture</a> is inculcated within a generation of young children steeped in porn.
For parents with teenage kids, there is a growing, horrifying realization that over the last 10 years, we’ve knowingly surrendered our offspring as guinea pigs to a grand scheme from tech companies focused on “maximizing engagement” for the sake of profit, with little or no regard to the consequences.
	
		<blockquote>
			For societies with long histories of protecting children with laws and regulations, isn’t it surprising that nothing is being done to similarly shield them from the various and proven dangers of social media?					</blockquote>
	
	
We parents were so in love with cool tech ourselves that we thought it hip and helpful and safe to get Johnny and Jane a phone, with a similar disregard for what damage this could do to their self-esteem and healthy development. The first little emoji text we got from them seemed cute. We didn’t realize it was going to turn into 100, then 500, then 1,000 — a day.
Forgive us, Lord, for we know not what we do.
Try putting your phone down. Go on, do it now. Count how long you can go before you can’t resist picking it up again. How long did you manage? Not long, right? You (like most of us) are a tech addict, and you’re an adult, with willpower and the ability to defer gratification that your upbringing drilled into you. Imagine what it’s like for a 16-year-old whose whole life has been a never-ending carousel of instant gratification.
And we’re surprised when our kids look washed out in the morning before school, after a night of Instagram, Snapchat, TikTok and a whole bunch of apps your kids know about but you’ve never heard of. School that now involves even more time staring at a screen.
<h2>A license to scroll</h2>
Having an age limit — we suggest 18 for phones and social media — will begin the process of readjusting our relationship with technology toward our better angels. Just as we teach young people to drive a car with driving lessons, classwork, a highway code guide and a test, let’s teach them how to use social media in a way that won’t harm them. Let’s introduce a “social media user license” that requires passing a test and can be revoked if they don’t follow the rules of the “information superhighway.”
Some people think social media is now so pervasive that it’s impossible to put the genie back in the bottle. But we disagree. In fact, we feel that a fatalistic acceptance of what’s going on is morally unconscionable. Remember, all it takes for evil to flourish is for good people to do nothing.
We’ve proved we can introduce rules and regulations to ensure the wise use of powerful technologies. We’ve done it before, with the aforementioned cars, with radiography and nuclear energy — in fact, with all dual-purpose technologies we’ve created. What’s different about social media? Indeed, in some countries, legislation is beginning to emerge. The U.K., as an example, recently introduced proposed laws that would fine, or even shut down, social media platforms that fail to protect children from harm online.
Some people think that even if we wanted to put age limits in place we couldn’t enforce them, logistically. Of course we could — with the biometric security systems now commonplace on our phones (fingerprint readers, facial recognition, etc.) and with the algorithms that routinely customize feeds for billions of active users per day, or with any variety of existing technical solutions. It is simply a question of having the will. Then the way will emerge.
<h2>Keeping a good from becoming evil</h2>
We don’t want to ban social media. When used responsibly, it’s a wonderful thing. Particularly now, during the pandemic, social media has been a lifeline against isolation and loneliness. Who can even imagine how much worse sheltering in place and quarantine would have been without technology that allowed us to connect with each other at the exact time we were forced apart? In just a matter of weeks, we simultaneously became more separated — physically — and connected — digitally — than ever before in history.
But social media has grown so vast and so powerful that we’re now past the point where we can continue to justify naïveté and youthful exuberance. It’s time to admit that the inventors, company leaders and consumers — yes, us, too — of these new technologies all know what we are doing. And worse, what we’re doing to our children’s minds.
The final objection to our argument is that, even if there were an age limit in place, kids would find a way around it. This is obviously true. Some kids would find a way to access the tech and apps they see adults using, just as some kids drink and smoke before they’re of the legal age. But if we believed that because some people break laws, there’s no point in having them, anarchy would await. Imperfect compliance with the law is no argument for its absence.
Young people are not mature enough to be exposed to the bottomless scroll of FOMO, YOLO, trolling, abuse, lunacy and unadulterated filth that is just another day on social media. There’s so much evidence of the harm that is being done to kids by it, if you care to look. San Diego State University professor of psychology Jean Twenge’s “<a href="https://amzn.to/2QjplsL" target="_blank">iGen</a>” has a lot of the details &#8212; if you dare to look.
It’s a parental instinct to protect your children, so let’s act now and set an age limit to spare them from social media’s dark side until they’re mature enough to make responsible choices.

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We can introduce rules and regulations to ensure the wise use of powerful technologies. We’ve done it before, with cars, radiography and nuclear energy. What’s different about social media?

Policy

Social

Bullying

Online Bullying

Social Media

Social Media Platforms

We owe it to our kids to put an age limit on social media

Nick Harris
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		Nick Harris is a scientist, engineer, and the founder and CEO of <a href="https://lightmatter.co/" target="_blank">Lightmatter</a>, which manufactures photonic processors.	
	
	
Advanced driver assistance systems (ADAS) hold immense promise. At times, the headlines about the autonomous vehicle (AV) industry seem ominous, with a focus on accidents, regulation or company valuations that some find undeserving. None of this is unreasonable, but it makes the amazing possibilities of a world of AVs seem opaque.
One of the universally accepted upsides of AVs is the potential positive impact on the environment, as most AVs will also be electric vehicles (EVs).
<a href="https://www.linleygroup.com/report_detail.php?num=69" target="_blank">Industry analyst reports</a> project that by 2023, 7.3 million vehicles (7% of the total market) will have autonomous driving capabilities requiring $1.5 billion of autonomous-driving-dedicated processors. This is expected to grow to $14 billion in 2030, when upward of 50% of all vehicles sold will be classified as SAE Level 3 or higher, as <a href="https://www.nhtsa.gov/technology-innovation/automated-vehicles-safety" target="_blank">defined</a> by the National Highway Traffic Safety Administration (NHTSA).
	
		<blockquote>
			Fundamental innovation in computing and battery technology may be required to fully deliver on the promise of AEVs with the range, safety and performance demanded by consumers.					</blockquote>
	
	
While photonic chips are faster and more energy efficient, fewer chips will be needed to reach SAE Level 3; however, we can expect this increased compute performance to accelerate the development and availability of fully SAE Level 5 autonomous vehicles. In that case, the market for autonomous driving photonic processors will likely far surpass the projection of $14 billion by 2030.
When you consider all of the broad-based potential uses of autonomous electric vehicles (AEVs) &#8212; including taxis and service vehicles in major cities, or the clean transport of goods on our highways &#8212; we begin to see how this technology can rapidly begin to significantly impact our environment: by helping to bring clean air to some of the most populated and polluted cities.
The problem is that AEVs currently have a sustainability problem.
To operate efficiently and safely, AEVs must leverage a dizzying array of sensors: cameras, lidar, radar and ultrasonic sensors, to name just a few. These work together, gathering data to detect, react and predict in real time, essentially becoming the &#8220;eyes&#8221; for the vehicle.
While there’s some debate surrounding the specific numbers of sensors required to ensure effective and safe AV, one thing is unanimously agreed upon: These cars will create massive amounts of data.
Reacting to the data generated by these sensors, even in a simplistic way, requires tremendous computational power — not to mention the battery power required to operate the sensors themselves. Processing and analyzing the data involves deep learning algorithms, a branch of AI notorious for its outsized carbon footprint.
To be a viable alternative, both in energy efficiency and economics, AEVs need to get close to matching gas-powered vehicles in range. However, the more sensors and algorithms an AEV has running over the course of a journey, the lower the battery range &#8212; and the driving range &#8212; of the vehicle.
Today, EVs are barely capable of reaching 300 miles before they need to be recharged, while a traditional combustion engine averages 412 miles on a single tank of gas, according to the <a href="https://www.energy.gov/eere/vehicles/fact-939-august-22-2016-all-electric-vehicle-ranges-can-exceed-those-some-gasoline" target="_blank">U.S. Department of Energy</a>. Adding autonomous driving into the mix widens this gap even further and potentially accelerates battery degradation.
Recent work published in the journal <a href="https://www.nature.com/articles/s41560-020-0644-3.epdf?sharing_token=-2h1AonBifDqx83jK3qlHdRgN0jAjWel9jnR3ZoTv0PkV4h-0BfuDxTt20euiNiwgJB6g8CLgd2HJNRMDTCSC8_8JcBgF0-pv7-mboFgY-h88dzdoIggR95UkVmkCdlw2hfjGxCUzDwlWphvJ5ecSDurTdn-t4gEFdDq8Le_8BcntFFo1h9arXsOtQfTjkgSBdelM2H_hHPNj0YprRaW1w%3D%3D&amp;tracking_referrer=www.wired.com" target="_blank">Nature Energy</a> claims that the range of an automated electric vehicle is reduced by 10%-15% during city driving.
At the 2019 Tesla Autonomy Day event, it was revealed that driving range could be reduced by up to 25% when Tesla’s driver-assist system is enabled during city driving. This reduces the typical range for EVs from 300 miles to 225 — crossing a perceived threshold of attractiveness for consumers.
A first-principle analysis takes this a step further. NVIDIA’s AI compute solution for robotaxis, DRIVE, has a power consumption of <a href="https://www.anandtech.com/show/15800/nvidia-announces-new-drive-platforms-with-orin-and-ampere-" target="_blank">800 watts</a>, while a Tesla Model 3 has an energy consumption rate of about <a href="https://www.tesmanian.com/blogs/tesmanian-blog/tesla-model-3-sr-is-the-lowest-energy-consumption-of-all-bevs-says-report" target="_blank">11.9 kWh/100 km</a>. At the typical city speed limit of 50 km/hour (about 30 mph), the Model 3 is consuming approximately 6 kW — meaning power solely dedicated to AI compute is consuming approximately 13% of total battery power intended for driving.
This illustrates how the power-hungry compute engines used for automated EVs pose a significant problem for battery life, vehicle range and consumer adoption.
This problem is further compounded by the power overhead associated with cooling the current generation of the power-hungry computer chips that are currently used for advanced AI algorithms. When processing heavy AI workloads, these semiconductor chip architectures generate massive amounts of heat.
As these chips process AI workloads, they generate heat, which increases their temperature and, as a consequence, performance declines. More effort is then needed and energy wasted on heat sinks, fans and other cooling methods to dissipate this heat, further reducing battery power and ultimately EV range. As the AV industry continues to evolve, new solutions to eliminate this AI compute chip heat problem are urgently needed.
<h2>The chip architecture problem</h2>
For decades, we have relied on Moore’s law, and its lesser-known cousin Dennard scaling, to deliver more compute power per footprint repeatedly year after year. Today, it’s well known that electronic computers are no longer significantly improving in performance per watt, resulting in overheating data centers all over the world.
The largest gains to be had in computing are at the chip architecture level, specifically in custom chips, each for specific applications. However, architectural breakthroughs are a one-off trick &#8212; they can only be made at singular points in time in computing history.
Currently, the compute power required to train artificial intelligence algorithms and perform inference with the resulting models is growing exponentially — five times faster than the rate of progress under Moore’s law. One consequence of that is a huge gap between the amount of computing needed to deliver on the massive economic promise of autonomous vehicles and the current state of computing.
Autonomous EVs find themselves in a tug of war between maintaining battery range and the real-time compute power required to deliver autonomy.
<h2>Photonic computers give AEVs a more sustainable future</h2>
Fundamental innovation in computing and battery technology may be required to fully deliver on the promise of AEVs with the range, safety and performance demanded by consumers. While quantum computers are an unlikely short- or even medium-term solution to this AEV conundrum, there’s another, more available solution making a breakthrough right now: photonic computing.
Photonic computers use laser light, instead of electrical signals, to compute and transport data. This results in a dramatic reduction in power consumption and an improvement in critical, performance-related processor parameters, including clock speed and latency.

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Photonic computers also enable inputs from a multitude of sensors to run inference tasks concurrently on a single processor core (each input encoded in a unique color), while a traditional processor can only accommodate one job at a time.
The advantage that hybrid photonic semiconductors have over conventional architectures lies within the special properties of light itself. Each data input is encoded in a different wavelength, i.e., color, while each runs on the same neural network model. This means that photonic processors not only produce more throughput compared to their electronic counterparts, but are significantly more energy efficient.
Photonic computers excel in applications that require extreme throughput with low latency and relatively low power consumption — applications like cloud computing and, potentially, autonomous driving, where the real-time processing of vast amounts of data is required.
Photonic computing technology is on the brink of becoming commercially available and has the potential to supercharge the current roadmap of autonomous driving while also reducing its carbon footprint. It’s clear that interest in the benefits of self-driving vehicles is increasing and consumer demand is imminent.
So it is crucial for us to not only consider the industries it will transform and the safety it can bring to our roads, but also ensure the sustainability of its impact on our planet. In other words, it’s time to shine a little light on autonomous EVs.

Photonic computing technology is on the brink of being commercially available and has the potential to supercharge the current roadmap of autonomous driving while also reducing its carbon footprint.

Automotive

Transportation

Adas

Artificial Intelligence

Battery Technology

Electric Vehicle

Energy

Energy Efficiency

Tesla

Light is the key to long-range, fully autonomous EVs

Thomas Asseo
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		As co-CEO, Thomas Asseo oversees the strategic direction of <a href="https://www.freshnlean.com/about-us/" target="_blank">Fresh n' Lean</a> in distributing thousands of meals for active lifestyle consumers. Before joining the company, he rose to the top of the auto racing ladder system.	
	
	
Netflix has two CEOs: Co-founder Reed Hastings oversees the streaming side of the company, while Ted Sarandos guides Netflix’s content.
Warby Parker has co-CEOs as well — its co-founders went to college together. Other companies like the tech giant Oracle and luggage maker Away have shifted from having co-CEOs in recent years, sparking a wave of headlines suggesting that the model is broken.
	
		<blockquote>
			It’s impossible to be in two places at once or clone yourself. With co-CEOs, you can effectively do just that.					</blockquote>
	
	
While there isn’t a lot of research on companies with multiple CEOs, the data is more promising than the headlines would suggest. One <a href="https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-6288.2011.00305.x" target="_blank">study</a> on public companies with co-CEOs revealed that the average tenure for co-CEOs, about 4.5 years, was comparable to solitary CEOs, &#8220;suggesting that this arrangement is more stable than previously believed.&#8221;
The study’s authors also found that co-CEOs were spread across industry types and that splitting the role can &#8220;complement each other in terms of educational background or executive responsibilities.&#8221;
I serve as co-CEO of an organic meal delivery company with my sister Laureen. Having two CEOs has helped us take Fresh n&#8217; Lean to new heights. We closed 2020 with $87 million in revenue, more than double from the year before, and project similar growth this year.
We complement each other well, and the results bear that out. During the decade that we’ve served as co-CEOs, the company has grown from a very small team to 475 full-time employees and 40 part-time employees. We’ve delivered more than 17 million meals, launched four different meal lines, expanded our retail offerings, partnered with some great names in sports and fitness, and saw our annual revenues climb exponentially.
The leadership structure isn’t for every company, but it’s been a great fit for Fresh n&#8217; Lean. Here’s why.
<h2>Divide and conquer to shorten your learning curve by 50%</h2>
Laureen launched the company in 2010 out of her one-bedroom apartment.
“Those early years were especially tough,” she said. “I consistently worked 20-hour days as I performed just about every role — cooking dishes, preparing labels, making deliveries and performing customer service duties. I was devoting so much energy into product, packaging and logistics, but in order for the company to grow, I needed help with marketing, tech and finance.”
Those areas happened to be my strengths. There was too much for one person to oversee as CEO and not enough hours in the day. But given the equal challenges that both sides of the company presented and the trust we shared, it made sense for us to be side by side on the organizational chart.

The co-CEO model can work — with the right ingredients in place.

Chief Executive Officer

Co-founder

Ec How To

Entrepreneurship

Leadership

2 CEOs are better than 1

Ofri Ben-Porat
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		<a href="https://www.linkedin.com/in/ofribenporat" target="_blank">Ofri Ben-Porat</a> is the co-founder and CEO of <a href="https://www.edgify.ai/" target="_blank">Edgify</a>, which focuses on federated learning frameworks and democratized training.
	
	
	
Venture capitalists add value in a number of ways. For example, one of my business’ backers has a deep tech &#8220;pod&#8221; that generates events and content we are always welcomed to be a part of. Another one of our investors gives us full commercial support through its network of mentors that are there to support the business, not the VC.
I might not expect that from every VC, but if they promise those &#8220;assets&#8221; by saying that they are here to drive innovation and growth, then I expect them to deliver, just as I have to back up the claim of having a team of super-smart machine learning researchers.
They might know the forks in the road, directions to take, and whom to speak to based on having been through the process with similar companies. They might have venture partners that can mentor you and a network of investors that can participate in follow-on rounds. That is where they add value.
The best ones will seek to connect with you personally. They’ll have prepared thoroughly beforehand and are brimming with questions. While they may have preconceived and potentially ill-informed ideas, they demonstrate enthusiasm by starting sentences with &#8220;what if,&#8221; and they leave me emboldened but contemplative. I fully expect to be provoked in the right way.
However, some also play God. One experience offered up a major warning sign, one that would make me walk on by.
I’m pleased to say my business has some outstanding investors who totally get it. Our investors&#8217; head of investment told representatives at one of New York&#8217;s top funds that one of their leading deep tech portfolio companies was coming to town for a &#8220;blitz meeting session.&#8221; They announced that they were committing to the round I was raising and that we were looking for a new lead investor.
So, put it this way: I wasn’t a guy who walked off the street with a crazy idea, but you might have thought otherwise, given the experience that followed. To be clear, I don’t expect all VCs to open their arms and embrace everyone, but there are rules of engagement.
<h2>The transparency and value of DocSend</h2>
After a very positive morning meeting, I’d scheduled a couple of hours for a quick chance to grab a breather at my hotel. Flicking through my phone, an email from the associate at the VC I was due to meet next pinged into my inbox.
&#8220;Hey Ofri, it’s Jessica [not her real name] really sorry, I’m not feeling great so am thinking I might cut the day short. I know you’re only in New York the next two days, so let’s catch up later on a call and next time you’re over I’m sure we can revisit.&#8221;
I started composing a polite response: &#8220;Really sorry to hear that. Absolutely fine to reschedule. Let me know your availability etc. etc.&#8221; In truth, I was irritated &#8212; this had been in the diary for two months and was one of six meetings scheduled. I was not sorry; I was annoyed.

I’ve experienced enough of the funding game to know that if you fail to spot the warning signs, you’ll live to regret it.

Fundraising

When to walk away from a VC who wants to invest in your startup

Yousuf Khan
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		<a href="https://www.linkedin.com/in/yousufakhan" target="_blank">Yousuf Khan</a> is a partner at <a href="https://ridge.vc/" target="_blank">Ridge Ventures</a>. Prior to joining Ridge, he was the first CIO of Automation Anywhere, CIO and Vice President of Customer Success at cloud-based AI platform Moveworks, as well as CIO of Pure Storage, Qualys and Hult International Business School. 	
	
	
Every company wants to be innovative, but innovation comes with its share of difficulties. One key challenge for early-stage companies that are disrupting a particular space or creating a new category is figuring out how to sell a unique product to customers who have never bought such a solution.
This is especially the case when a solution doesn’t have many reference points and its significance may not be obvious.
My view is simple — some buyers could use a walkthrough of the buying process. If you are building a singular product in a nascent market and necessitates forward-looking customers, and want to drastically shorten sales cycles, I have a proposal: Create a buyer’s guide.
A buyer’s guide is essentially a prescriptive summary that provides an understandable overview of how a customer may buy your solution. What does your product actually do? Is it secure? How would you implement the technology? What does it replace, if anything? It should be short, simple, and speak the customer’s language. It also acts as a sales enabling tool. Sales teams, especially at smaller startups, can review the guide quarterly and analyze what is and isn’t working as the company goes to market.
Here is how to put together a buyer’s guide, including what to sort out before you type a single word.
<h2>Know your audience</h2>
From the start, it&#8217;s important to think about who the stakeholders are for your product’s buying cycle. One typical issue with early-stage startups is they meet with an enthusiastic buyer — a CIO, CTO, or VP of product — but neglect to include the other stakeholders who should be part of the conversation. More importantly, a lot of companies don’t realize the impact of their product on a group or team that they would not typically sell to.
For example, target the security team as an early stakeholder, because they&#8217;re probably going to review your product. If the solution is focused towards, say, integration, then hone in on who would be owning the integration process on the buyer&#8217;s team.
If you&#8217;re selling a martech solution, on a business level, you have to consider a finance business partner for marketing. Think about the problems your customers face and also how others in their company relate to them.

The buyer’s guide is a win for both sides: Buyers are informed of what’s to come, and startups can expedite a potential deal by preempting any concerns about a product and/or the sales process.

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