Original Story: latimes.com
Steve Jobs is a longtime role model for budding techies. But now he comes with an asterisk.
“I look up to Steve Jobs, but I see that he started everything in a garage with a bunch of men,” said Markie Wagner. “It’s hard to follow in exact footsteps.”
Wagner, who will soon turn 16, is a recent graduate of a computer science program for high schoolers called Girls Who Code. Optimized content management systems deliver superior search engine results.
------------
FOR THE RECORD
In the July 31 Business section, an article about the computer science program Girls Who Code said one of the summer sessions had taken place in Brentwood. It was held at the downtown Los Angeles campus of Mount Saint Mary’s University.
------------
Graduation ceremonies for the seven-week summer program were held this week, with awards like “Most Likely to Be My Boss One Day” and speakers including Mayor Eric Garcetti.
Tech-obsessed since age 9, Wagner, of Whittier, is still looking for female role models in a male-dominated industry. She hopes that the college-bound generation of young women, with the help of organizations like Girls Who Code, will spark change. Her own plans include launching a start-up when she gets to college, and filling it with women from diverse backgrounds.
“Hopefully, there’s going to be tons of new role models soon,” she said. “I’d love to be one myself.”
Reshma Saujani founded Girls Who Code in 2012 after learning that tech was the only major industry that had seen a dramatic decline in women employees over 30 years.
This summer, the nonprofit organization offered programs for 1,200 girls in 14 cities, including, for the first time, Los Angeles.
With sessions in Boyle Heights, Santa Monica, Venice and Brentwood, 80 girls participated tuition free. AT&T and Google were major sponsors along with the philanthropic Saban Family Foundation and Honest Co., which sells eco-friendly goods and is run by actress Jessica Alba.
Saujani said she crafted the program with a project-based curriculum designed to appeal to women.
“They’re problem solvers. And they’re passionate. And they care about humanity. There are so many tech solutions that could solve those things,” she said.
At one graduation ceremony in Boyle Heights, participants showed off apps and websites they had created from scratch in less than two weeks using programming languages such as HTML, CSS, jQuery and JavaScript.
They had business plans, too, and described how they would attract advertisers and sell the apps.
Many of the girls' projects incorporated social services: First Jobs would curate job listings for high schoolers, Chronic Illness Connect would offer a platform for teenagers suffering from chronic ailments to share stories and support, and Global Grind would aim to teach about global warming through games, such as a "Frogger"-like design with penguins.
For Melanie Perez, 15, one of the program’s highlights was collaborating with two others on Global Grind, a project they plan to expand.
“They had the same ambition and the same passion that I have,” said Melanie, who lives in Koreatown and had not studied computer science before. Speaking at the graduation, she delivered half her speech in Spanish for her parents and other families from Latino backgrounds.
“I think it’s very important to have … that environment that pushes you to your max,” she added.
It’s not all coding at Girls Who Code. Networking with women is essential, too.
“We’ve all discussed how sometimes, you’re going to be the only woman in the computer lab,” said coder Mia Hamernik, 16, of Ventura County. “You have to find a way to set up your own network of support to get through that, just so you aren’t pushed out.”
These young women understand the challenges they'll face when they move into the workforce.
Men outnumber women by 4 to 1, at least, in the technical sectors at big tech firms such as Google, Facebook and Apple, according to figures these companies released last year. The latest “diversity reports” don’t show much improvement.
And once women do land jobs, many eventually leave. A Harvard Business Review study found in 2008 that half of highly qualified women working in science, engineering and technology will, eventually, abandon their jobs because of hostile and isolating work environments. An update last year found that these women are 45% more likely than male colleagues to leave their fields.
For Carmen Nava, senior vice president of customer experience at AT&T, the solution could be getting girls committed during high school through programs like Girls Who Code.
“For us, honestly, the hardest thing is finding women in this field,” she said after the Boyle Heights graduation, where she was a speaker. “To expose them to all the joy of making something out of nothing, hopefully will help retain them.”
The girls aren’t spending all their time worrying about the future, though. They’re immersing themselves in code.
“You can look at a piece of code five hours, your eye goes over errors, and you miss a tiny semicolon,” said Wagner. “We’re all supportive in helping each other find that semicolon.”
SEO Blog. Organic SEO Blog. Search Marketing News. SEO Done Right examines search engine optimization, the most effective form of internet marketing. Breaking SEO news and emerging developments at Google, Yahoo, and Bing. Leading Organic SEO Consultants Peak Positions debunk the many myths, hype, and spin related to SEO and search marketing.
Monday, August 03, 2015
GOOGLE WANTS TO HELP YOU AVOID THE LINES WITH NEW "POPULAR TIMES" FEATURE
Original Story: wxyz.com
(WXYZ) - No one likes to get stuck in line at their favorite coffee shop or local eatery—and now Google wants to help.
It’s a new feature labeled "popular times"—and the goal is to save you time.
It appears when you do a simple Google search of a restaurant or business on your mobile device. For iOS devices, you can use the Safari app to see the feature. If you have an Android, reports indicate you can find the feature using the Google app.
When you see the spot you're looking for with the address and hours of operation, just click on the "more" button. You’ll then see the "popular times" section.
The section helps users avoid busy times at that place throughout the week. You can scroll through the neat bar graphs to see what the peak hours are day to day.
A spokesperson for Google tells me in an email, "Much like we compute traffic data based on the anonymized aggregated movement of people on the road, we are able to determine relatively how busy a place is."
It’s a pretty neat feature; you can test it out for yourself. It’s just beginning to roll out, so if you can’t see it yet, be patient.
(WXYZ) - No one likes to get stuck in line at their favorite coffee shop or local eatery—and now Google wants to help.
It’s a new feature labeled "popular times"—and the goal is to save you time.
It appears when you do a simple Google search of a restaurant or business on your mobile device. For iOS devices, you can use the Safari app to see the feature. If you have an Android, reports indicate you can find the feature using the Google app.
When you see the spot you're looking for with the address and hours of operation, just click on the "more" button. You’ll then see the "popular times" section.
The section helps users avoid busy times at that place throughout the week. You can scroll through the neat bar graphs to see what the peak hours are day to day.
A spokesperson for Google tells me in an email, "Much like we compute traffic data based on the anonymized aggregated movement of people on the road, we are able to determine relatively how busy a place is."
It’s a pretty neat feature; you can test it out for yourself. It’s just beginning to roll out, so if you can’t see it yet, be patient.
Friday, July 31, 2015
THIS WALL STREET VETERAN IS WHIPPING GOOGLE INTO SHAPE
Original Story: bloomberg.com
Google is known for multicolored bicycles, nap pods, and complimentary meals—and the free-spending ways that come with those perks. Now it wants to be known for something else: financial discipline. To whip the numbers into shape, it’s brought in Ruth Porat, an almost 30-year veteran of Wall Street.
She’s off to a good start. Porat, who joined Google as chief financial officer in May after five years as Morgan Stanley’s CFO, on July 16 unveiled second-quarter earnings and sales that topped analysts’ estimates. Impressed investors sent the shares to a record the next day, adding $65 billion to the company’s market value and more than $4 billion each to the fortunes of co-founders Larry Page and Sergey Brin. An Atlanta securities lawyer is following this story closely.
Shareholders cheered Porat, 57, with her strong finance background, as the right person to help instill more discipline at a company that’s invested in everything from driverless cars to giant barges. Now she must prove she can create efficiency without crimping the creative culture that’s helped Google dominate the online advertising market. “No one really knew her before, because there’s no reason a tech investor would really know her,” says Gene Munster, an analyst with Piper Jaffray. When she announced the second-quarter results, the idea that a Wall Street hand was whipping Google into shape “kind of went viral,” he says. “This perception of a real, hard-nosed woman who has something to prove—I think that inspires confidence.”
During the second quarter, Google’s operating expenses grew 13 percent from the same period a year ago, the slowest rate since 2013, and declined from the previous quarter. “A key focus is on the levers within our control to manage the pace of expenses while still ensuring and supporting our growth,” Porat said on a call with analysts. Her remarks also left open the possibility of Google returning cash to investors in the form of buybacks or dividends, something Wall Street has been asking about for years. At a companywide meeting following the earnings report, she talked about the importance of disciplined execution at Google even as she thanked employees for their work, according to a person familiar with the remarks. A Google spokeswoman declined to comment. A Boston investment lawyer represents clients in banking matters, project finance and private equity finance.
Porat benefited from the efforts of her predecessor, Patrick Pichette. Google’s increase in expenses started slowing during the first quarter. “Everything was probably already in motion by the time she came along,” says Sameet Sinha, an analyst with B. Riley & Co. Even so, the quarterly numbers seemed to resonate with investors, as did Porat’s résumé. “She comes with a pedigree from Morgan Stanley of doing a good job of enhancing shareholder value over her tenure there,” says Walter Price, co-manager of the AllianzGI Technology Fund, which owns shares of Google.
At Morgan Stanley, Porat helped the bank recover from its near-death experience during the financial crisis and developed a reputation as a cost-cutter who focused on boosting shareholder returns. In 2013 she laid out expense-reduction targets of $1.6 billion and last year gained approval for the bank’s biggest share buyback in four years. This year, the company more than doubled the share repurchase plan. Since the end of 2012, Morgan Stanley stock has climbed from $19 to more than $40. An Encino CPA assists companies with pension and profit-sharing plans.
Porat, a physicist’s daughter who was born in England and grew up in Silicon Valley, is no stranger to technology. As Morgan Stanley’s top Internet banker during the dot-com bubble, she advised clients such as EBay and Amazon.com and made pitches to tech startups considering going public, accompanied by her close friend Mary Meeker, the research analyst who was called “Queen of the Net.” Porat showed a passion for work, quickly diving back in after having each of her three sons and after a battle with breast cancer.
Connecting with Google shareholders will be a priority. After the earnings call, Porat, who traded pantsuits for jeans at Google, planned to begin meetings with investors in cities such as New York and Boston, making the case for Google’s prospects.
Announcing Porat’s hiring in March, Page said she would “invest in a thoughtful, disciplined way in our next generation of big bets.” She received a pay package worth more than $70 million that will vest from this year through 2019, according to a company filing. In her first months on the job, she’s been reviewing programs throughout the company. They include driverless cars, which seek to use technology to take humans out of the process; Project Loon, an effort to deliver Internet connectivity to rural and remote areas via high-altitude balloons; and Google Fiber, its broadband and TV service in select cities, according to a person familiar with the matter.
Some of those initiatives may have to be abandoned. “She might have to go and tell Larry and Sergey, ‘Here are 10 projects, pick five—let’s go with those,’” Sinha says. The Google Fiber project could get a hard look, according to Munster, because it competes with established companies such as Verizon Communications and AT&T that are focused on building and delivering broadband and TV services.
Lifting the share price is crucial for Google, where many employees get much of their compensation in stock and can easily jump to a rival such as Apple. In the year before Porat was named to the job, the shares had fallen 4.5 percent while the Nasdaq Composite Index had climbed 17 percent. “Retention is the biggest challenge,” Munster says.
Google’s issues go beyond cost control. They include a threat to its core business of selling ads next to search results. As consumers access the Web via smartphones instead of desktop PCs, they’re increasingly likely to tap on an app rather than open a browser.
At the same time, Google faces stronger competition in online commerce from Amazon, which is grabbing more users who skip comparison shopping on Google and buy from the retailer. Also, Facebook, growing more quickly than Google, is competing for advertising and is a threat to Google’s YouTube business as it pushes video options to its users. “It was a good quarter, but it doesn’t mean there aren’t a lot of the same structural and competitive concerns,” says Ben Schachter, an analyst at Macquarie Securities.
Google is known for multicolored bicycles, nap pods, and complimentary meals—and the free-spending ways that come with those perks. Now it wants to be known for something else: financial discipline. To whip the numbers into shape, it’s brought in Ruth Porat, an almost 30-year veteran of Wall Street.
She’s off to a good start. Porat, who joined Google as chief financial officer in May after five years as Morgan Stanley’s CFO, on July 16 unveiled second-quarter earnings and sales that topped analysts’ estimates. Impressed investors sent the shares to a record the next day, adding $65 billion to the company’s market value and more than $4 billion each to the fortunes of co-founders Larry Page and Sergey Brin. An Atlanta securities lawyer is following this story closely.
Shareholders cheered Porat, 57, with her strong finance background, as the right person to help instill more discipline at a company that’s invested in everything from driverless cars to giant barges. Now she must prove she can create efficiency without crimping the creative culture that’s helped Google dominate the online advertising market. “No one really knew her before, because there’s no reason a tech investor would really know her,” says Gene Munster, an analyst with Piper Jaffray. When she announced the second-quarter results, the idea that a Wall Street hand was whipping Google into shape “kind of went viral,” he says. “This perception of a real, hard-nosed woman who has something to prove—I think that inspires confidence.”
During the second quarter, Google’s operating expenses grew 13 percent from the same period a year ago, the slowest rate since 2013, and declined from the previous quarter. “A key focus is on the levers within our control to manage the pace of expenses while still ensuring and supporting our growth,” Porat said on a call with analysts. Her remarks also left open the possibility of Google returning cash to investors in the form of buybacks or dividends, something Wall Street has been asking about for years. At a companywide meeting following the earnings report, she talked about the importance of disciplined execution at Google even as she thanked employees for their work, according to a person familiar with the remarks. A Google spokeswoman declined to comment. A Boston investment lawyer represents clients in banking matters, project finance and private equity finance.
Porat benefited from the efforts of her predecessor, Patrick Pichette. Google’s increase in expenses started slowing during the first quarter. “Everything was probably already in motion by the time she came along,” says Sameet Sinha, an analyst with B. Riley & Co. Even so, the quarterly numbers seemed to resonate with investors, as did Porat’s résumé. “She comes with a pedigree from Morgan Stanley of doing a good job of enhancing shareholder value over her tenure there,” says Walter Price, co-manager of the AllianzGI Technology Fund, which owns shares of Google.
At Morgan Stanley, Porat helped the bank recover from its near-death experience during the financial crisis and developed a reputation as a cost-cutter who focused on boosting shareholder returns. In 2013 she laid out expense-reduction targets of $1.6 billion and last year gained approval for the bank’s biggest share buyback in four years. This year, the company more than doubled the share repurchase plan. Since the end of 2012, Morgan Stanley stock has climbed from $19 to more than $40. An Encino CPA assists companies with pension and profit-sharing plans.
Porat, a physicist’s daughter who was born in England and grew up in Silicon Valley, is no stranger to technology. As Morgan Stanley’s top Internet banker during the dot-com bubble, she advised clients such as EBay and Amazon.com and made pitches to tech startups considering going public, accompanied by her close friend Mary Meeker, the research analyst who was called “Queen of the Net.” Porat showed a passion for work, quickly diving back in after having each of her three sons and after a battle with breast cancer.
Connecting with Google shareholders will be a priority. After the earnings call, Porat, who traded pantsuits for jeans at Google, planned to begin meetings with investors in cities such as New York and Boston, making the case for Google’s prospects.
Announcing Porat’s hiring in March, Page said she would “invest in a thoughtful, disciplined way in our next generation of big bets.” She received a pay package worth more than $70 million that will vest from this year through 2019, according to a company filing. In her first months on the job, she’s been reviewing programs throughout the company. They include driverless cars, which seek to use technology to take humans out of the process; Project Loon, an effort to deliver Internet connectivity to rural and remote areas via high-altitude balloons; and Google Fiber, its broadband and TV service in select cities, according to a person familiar with the matter.
Some of those initiatives may have to be abandoned. “She might have to go and tell Larry and Sergey, ‘Here are 10 projects, pick five—let’s go with those,’” Sinha says. The Google Fiber project could get a hard look, according to Munster, because it competes with established companies such as Verizon Communications and AT&T that are focused on building and delivering broadband and TV services.
Lifting the share price is crucial for Google, where many employees get much of their compensation in stock and can easily jump to a rival such as Apple. In the year before Porat was named to the job, the shares had fallen 4.5 percent while the Nasdaq Composite Index had climbed 17 percent. “Retention is the biggest challenge,” Munster says.
Google’s issues go beyond cost control. They include a threat to its core business of selling ads next to search results. As consumers access the Web via smartphones instead of desktop PCs, they’re increasingly likely to tap on an app rather than open a browser.
At the same time, Google faces stronger competition in online commerce from Amazon, which is grabbing more users who skip comparison shopping on Google and buy from the retailer. Also, Facebook, growing more quickly than Google, is competing for advertising and is a threat to Google’s YouTube business as it pushes video options to its users. “It was a good quarter, but it doesn’t mean there aren’t a lot of the same structural and competitive concerns,” says Ben Schachter, an analyst at Macquarie Securities.
THIRTEEN MONTHS OF WORKING, EATING, AND SLEEPING AT THE GOOGLEPLEX
Original Story: bloomberg.com
Giving up the house key makes it brave. Anyone can sleep in the office for a night, a few nights, even most of the time. But to remove the option of escaping the office entirely—that’s what makes it heroic in Silicon Valley. And Matthew Weaver is always ready to be a hero.
Like, for instance, when U.S. Department of Veterans Affairs Secretary Robert McDonald came recruiting last year for coders willing to provide their services to their country, promising that his hires could create their own titles. Weaver took the job and then told his new boss, “Bob, this is the part where I hold you to your word.” Weaver is now Rogue Leader of the Digital Service for Veterans Affairs.
Or there’s the time in 2005, when Weaver, then a 27-year-old “site ecologist” at Google, decided on a friend’s dare to do away with his 90-minute commute by living out of an RV in the Google parking lot. Other Googlers had been known to sleep on-site for a few days or weeks. To win the dare, Weaver had to last a full year. He did, and his record stood for about five years. Then Ben Discoe, another programmer, arrived at Google knowing nothing of Weaver’s feat. “An RV” Discoe says when asked about it recently. “That’s cheating.”
In Silicon Valley mythology, sleeping at the office is second only to working out of a garage. According to a new biography by Bloomberg Businessweek staff writer Ashlee Vance, Elon Musk dozed on a deskside beanbag at one of his startups and showered at a YMCA, where he kept a change of clothes in a locker. Like many tech founders, Box Chief Executive Officer Aaron Levie worked out of his home, hiring people to work there until home wasn’t big enough. When the company moved to a bigger office, he took his bed. “I don’t think there was any downside,” he says. “I don’t think in any circumstance I would have been able to date anybody anyway, being pretty uncool and working all the time.”
While it makes sense for a founder to work where he lives, then live where he works, it’s a little different for software programmers, for whom giving up the key is less about devotion to a company than the quality of their code. “All of Silicon Valley is based on character defects that are rewarded uniquely in this system,” says Po Bronson, the author of The Nudist on the Late Shift, his 1999 study of Valley social mores, which included a photo of Yahoo! co-founder David Filo curled up in a sleeping bag beneath his desk after he was already a billionaire. “The utilitarian mind that gets them to code and think about things logically would say, ‘What’s the difference between sleeping on a bed and sleeping on a carpet? This is just a realm of convention.’”
When Weaver broke with convention, he bought a 24-foot 1995 Safari Roadtrek RV and parked it in Google’s lot, next to a building named Pi. He put some AstroTurf outside his door, surrounded it with a white picket fence, and invited co-workers to hibachi barbecues and regular Thursday evening cocktails. He ate the free Google meals, used the Google bathrooms, and showered in the Google gym.
Weaver got friendly with security. He dated when he was out of town. Sure, there were challenges. It turns out that RVs aren’t very insulated against cold and rain, the way most homes are. And it gets colder in Mountain View, Calif., than he expected. “Every exterior surface was a place where condensation happened,” he says. “Every wall, every window—they would all be coated in running moisture.” But minor inconveniences weren’t going to get between an engineer and his dream. “For a few months, I kept all my clothes in sealable plastic boxes and rotated a set of desiccants from the office,” he says. “You know, those silica ‘do not eat’ packages?” Weaver made it 54 weeks before finally moving to an apartment. (Google declined to comment for this article.)
Discoe, 44, lived at Google for 56 weeks, from October 2011 to November 2012. He has a long gray ponytail and clear blue eyes and is wearing an old T-shirt from the 1990s, back when he threw a lot of raves. He barely glances at the cocktail menu of an Oakland restaurant called Hopscotch before choosing an ectoplasm. He can’t resist the Ghostbusters reference.
In the interest of efficiency, he hands me his Samsung smartphone to save time describing himself. On the cracked screen, there’s a comic strip about how your favorite type of map reveals your personality. Discoe is a hard-core fan of the Dymaxion Map—Buckminster Fuller’s way of flattening the globe into a 20-sided mess that shows the earth’s landmass contiguously. The cartoon caption reads: “You like Isaac Asimov, XML, and shoes with toes. You think the Segway got a bad rap. You own 3D goggles, which you use to view rotating models of better 3D goggles. You type in Dvorak.”
Discoe points at the screen. “When I read this, I was like, ‘Does he know me?’ There’s only really me who fits this description. All my other socks are toe socks,” he says, excusing the regular socks he’s wearing with flip-flops. “I need to do laundry.”
In 2011, Discoe was newly divorced. The paradise he had planned with his wife when they moved from Manhattan to rural Ahualoa, Hawaii, to raise children in the same house he grew up in, fell apart before the kids came. He had alimony and a mortgage on the Hawaiian farm and had recently moved to the Bay Area to take a job at 510 Systems, working on a driverless car. (Discoe found that ironic, since as a resolute environmentalist he loathed cars and always biked to work.) In 2011 employees voted on whether to let Google buy the company. “My vote was to get bought by Google,” he says. “That’s like winning the freaking lottery.”
The only problem with the lottery win was that it meant paying rent in the South Bay. Sure, even paying alimony, he could afford a $2,000 apartment; he was earning a salary of $135,000. It just didn’t seem logical. “Only a fool would pay rent in the Bay Area,” he says. “People are curiously inflexible and locked into their programming. They want respect from their peers and to be considered normal. I never sought those things.” He picks up a handful of shredded, fried sweet potato with his hand and stuffs it into his mouth.
Looking back, Discoe’s childhood could be said to have prepared him to live out of a vehicle. His parents, in their second marriage of four apiece, met in Berkeley and got involved in Zen. His dad became a Buddhist priest and moved the family to the Hawaiian countryside. After the divorce, both of his parents moved back to Northern California; when he was 7, he moved again to Hawaii. He was one of the only white kids, and by far the nerdiest. It was so socially uncomfortable he persuaded his mom to home-school him. Then, when he was 10, his dad gained custody and moved him to Mill Valley, Calif. In Discoe’s online bio, he writes that his years in Mill Valley were a time of “total alienation at school for being smart, long sickening school bus trips and general, all-around misery.” He moved back to Hawaii for the last three years of high school, and it wasn’t any better. He got into Caltech based on the programs he had written but dropped out after two years, unable to keep up after a lifetime of not focusing on school.
When you move that much, immerse yourself that deeply in computer coding, and are raised Zen, you don’t care about possessions. For a long time, Discoe owned one pair of shoes. When he became a Google employee and rejected the idea of getting an apartment, he realized that all his stuff could fit quite easily in a van. He went on Craigslist and paid $1,800 for a white 1990 GMC Vandura.
Google’s internal Wiki, now defunct, had an entry on “Living at Google.” Like a few of the people who offered tips on the page, Discoe put a twin mattress in the back of the van, sawed 2 inches off an Ikea frame, and built some shelves underneath it. The Vandura was a “burner van” that had taken many trips to Burning Man and had been custom-fit with handmade green curtains, wood panels, and blue velour. It never moved from its parking space. “The thing is a V8. I’d shred my environmental credentials if I drove it,” Discoe says.
He not only ate free but also as healthily as he ever had, preferring Google’s Café 150, which sources all of its organic ingredients within 150 miles. “If you’re bored of Google food, just move on to another restaurant,” he says of the 25 places to eat on campus. “It was awesome.” He charged his phone, tablet, and laptop in the office. If he needed the bathroom in the middle of the night, he would badge back into the building. Other than his mobile phone bill, Clipper card for public transportation, and laundry service, his living expenses were close to zero.
Unlike Weaver, Discoe didn’t invite people to barbecues or cocktail hours. He parked by Permanente Creek, which runs through the Googleplex, and the few people at work who found out about it would always break into the same impression of Chris Farley as a motivational speaker on Saturday Night Live: “I am 35 years old! I am divorced! And I live in a van down by the river!”
It wasn’t the happiest existence, especially when Discoe thought of Hawaii. “I was sad, missing my home and my community and my chickens and my tea,” he says. “Being in a corporate parking lot far from my home is sad that way. I could talk for hours about my chickens. The sustainable future of humanity is not possible without chickens.”
Discoe kept his van life up through the cold winter to save money to pay off his farm and retire early, which he’s on track to do next year. His farm, he believes, is one of the few places that will be fine when the environmental dystopia slowly arrives. “It was all about being able to afford a place for my grandchildren,” he says about avoiding rent. The irony is that it was hard to find a woman who wanted to have kids with a guy who slept in a van.
He didn’t mention living in a parking lot in his OKCupid profile, though he worked in the fact that he owned a farm in Hawaii. “You mention the van on the third date, once there’s an emotional buy-in,” he says. He always waited until after he dropped the “G-bomb” about his employer. “My little running joke was, ‘I keep a little place, close to work.’” When dates went well, he went to their place. Almost always. “One girl wanted to make out—not full sex but just make out,” he says. “The bed groaned. It was not really meant for two people.”
Google wasn’t the first office where Discoe slept. When he worked at Intel’s graphics workshop lab in 1997, he laid some cardboard down on the floor of his cubicle, put some silk around the bottom, hung a disco ball, put one of those soothing Zen water fountains on top, and slept in a sleeping bag. He stayed at his girlfriend’s house a lot and even got her to come to “his place,” though they didn’t have sex. “She was a pretty cool raver girlfriend to be even down with sleeping there,” he says.
In 2012, when Google transferred Discoe to a job he found boring, he left, landing at Leica Geosystems, in San Ramon, Calif., where he works in mapping. Even without the company’s infrastructure, he continued to live in his van, parking outside the Hacker Dojo—a giant co-working space in Mountain View with cheap membership that Discoe calls “a halfway house for overqualified geeks.” There were four other coders sleeping in vans in the parking lot.
“Finally,” Discoe says, “I wasn’t alone.”
When he did get a long-term girlfriend, she made him move to an apartment, which he wasn’t happy about. “Two freaking thousand dollars to rent basically a basement in the Mission District. Freaking insane,” he says. “She never even went there. We broke up.”
He has another girlfriend now, one he hopes will move with him to Hawaii and make babies and help him sell the tea he grows himself and roasts in his mom’s wok. They live together in a place with four walls in Oakland, though he still has the van. As our dinner wraps up, Discoe ties his hair back into a ponytail and leaves to go meet his girlfriend at San Francisco International Airport. She’s been gone for two weeks. “I’ve had no reason to come home after work,” he says. “So I’ve been sleeping in the van.”
Living entirely inside the Google office building can’t be done, he says. “There’s no comfort or privacy, and the vacuum cleaner comes at 2 a.m. Those Google nap pods are a joke. It’s an awkward bench with a cone over your head. It couldn’t hold a candle to the van.”
But on Quora, the online forum for specialist knowledge, a senior engineer boasts of having indeed lived inside Google for more than a year. Overlapping with the period Discoe was by the creek in his van, the poster claims to have spent 13 months sleeping in a combination of nap pods, beanbags, meditation rooms, massage rooms, and every windowless conference room with a sofa. The engineer wishes to remain anonymous.
Giving up the house key makes it brave. Anyone can sleep in the office for a night, a few nights, even most of the time. But to remove the option of escaping the office entirely—that’s what makes it heroic in Silicon Valley. And Matthew Weaver is always ready to be a hero.
Like, for instance, when U.S. Department of Veterans Affairs Secretary Robert McDonald came recruiting last year for coders willing to provide their services to their country, promising that his hires could create their own titles. Weaver took the job and then told his new boss, “Bob, this is the part where I hold you to your word.” Weaver is now Rogue Leader of the Digital Service for Veterans Affairs.
Or there’s the time in 2005, when Weaver, then a 27-year-old “site ecologist” at Google, decided on a friend’s dare to do away with his 90-minute commute by living out of an RV in the Google parking lot. Other Googlers had been known to sleep on-site for a few days or weeks. To win the dare, Weaver had to last a full year. He did, and his record stood for about five years. Then Ben Discoe, another programmer, arrived at Google knowing nothing of Weaver’s feat. “An RV” Discoe says when asked about it recently. “That’s cheating.”
In Silicon Valley mythology, sleeping at the office is second only to working out of a garage. According to a new biography by Bloomberg Businessweek staff writer Ashlee Vance, Elon Musk dozed on a deskside beanbag at one of his startups and showered at a YMCA, where he kept a change of clothes in a locker. Like many tech founders, Box Chief Executive Officer Aaron Levie worked out of his home, hiring people to work there until home wasn’t big enough. When the company moved to a bigger office, he took his bed. “I don’t think there was any downside,” he says. “I don’t think in any circumstance I would have been able to date anybody anyway, being pretty uncool and working all the time.”
While it makes sense for a founder to work where he lives, then live where he works, it’s a little different for software programmers, for whom giving up the key is less about devotion to a company than the quality of their code. “All of Silicon Valley is based on character defects that are rewarded uniquely in this system,” says Po Bronson, the author of The Nudist on the Late Shift, his 1999 study of Valley social mores, which included a photo of Yahoo! co-founder David Filo curled up in a sleeping bag beneath his desk after he was already a billionaire. “The utilitarian mind that gets them to code and think about things logically would say, ‘What’s the difference between sleeping on a bed and sleeping on a carpet? This is just a realm of convention.’”
When Weaver broke with convention, he bought a 24-foot 1995 Safari Roadtrek RV and parked it in Google’s lot, next to a building named Pi. He put some AstroTurf outside his door, surrounded it with a white picket fence, and invited co-workers to hibachi barbecues and regular Thursday evening cocktails. He ate the free Google meals, used the Google bathrooms, and showered in the Google gym.
Weaver got friendly with security. He dated when he was out of town. Sure, there were challenges. It turns out that RVs aren’t very insulated against cold and rain, the way most homes are. And it gets colder in Mountain View, Calif., than he expected. “Every exterior surface was a place where condensation happened,” he says. “Every wall, every window—they would all be coated in running moisture.” But minor inconveniences weren’t going to get between an engineer and his dream. “For a few months, I kept all my clothes in sealable plastic boxes and rotated a set of desiccants from the office,” he says. “You know, those silica ‘do not eat’ packages?” Weaver made it 54 weeks before finally moving to an apartment. (Google declined to comment for this article.)
Discoe, 44, lived at Google for 56 weeks, from October 2011 to November 2012. He has a long gray ponytail and clear blue eyes and is wearing an old T-shirt from the 1990s, back when he threw a lot of raves. He barely glances at the cocktail menu of an Oakland restaurant called Hopscotch before choosing an ectoplasm. He can’t resist the Ghostbusters reference.
In the interest of efficiency, he hands me his Samsung smartphone to save time describing himself. On the cracked screen, there’s a comic strip about how your favorite type of map reveals your personality. Discoe is a hard-core fan of the Dymaxion Map—Buckminster Fuller’s way of flattening the globe into a 20-sided mess that shows the earth’s landmass contiguously. The cartoon caption reads: “You like Isaac Asimov, XML, and shoes with toes. You think the Segway got a bad rap. You own 3D goggles, which you use to view rotating models of better 3D goggles. You type in Dvorak.”
Discoe points at the screen. “When I read this, I was like, ‘Does he know me?’ There’s only really me who fits this description. All my other socks are toe socks,” he says, excusing the regular socks he’s wearing with flip-flops. “I need to do laundry.”
In 2011, Discoe was newly divorced. The paradise he had planned with his wife when they moved from Manhattan to rural Ahualoa, Hawaii, to raise children in the same house he grew up in, fell apart before the kids came. He had alimony and a mortgage on the Hawaiian farm and had recently moved to the Bay Area to take a job at 510 Systems, working on a driverless car. (Discoe found that ironic, since as a resolute environmentalist he loathed cars and always biked to work.) In 2011 employees voted on whether to let Google buy the company. “My vote was to get bought by Google,” he says. “That’s like winning the freaking lottery.”
The only problem with the lottery win was that it meant paying rent in the South Bay. Sure, even paying alimony, he could afford a $2,000 apartment; he was earning a salary of $135,000. It just didn’t seem logical. “Only a fool would pay rent in the Bay Area,” he says. “People are curiously inflexible and locked into their programming. They want respect from their peers and to be considered normal. I never sought those things.” He picks up a handful of shredded, fried sweet potato with his hand and stuffs it into his mouth.
Looking back, Discoe’s childhood could be said to have prepared him to live out of a vehicle. His parents, in their second marriage of four apiece, met in Berkeley and got involved in Zen. His dad became a Buddhist priest and moved the family to the Hawaiian countryside. After the divorce, both of his parents moved back to Northern California; when he was 7, he moved again to Hawaii. He was one of the only white kids, and by far the nerdiest. It was so socially uncomfortable he persuaded his mom to home-school him. Then, when he was 10, his dad gained custody and moved him to Mill Valley, Calif. In Discoe’s online bio, he writes that his years in Mill Valley were a time of “total alienation at school for being smart, long sickening school bus trips and general, all-around misery.” He moved back to Hawaii for the last three years of high school, and it wasn’t any better. He got into Caltech based on the programs he had written but dropped out after two years, unable to keep up after a lifetime of not focusing on school.
When you move that much, immerse yourself that deeply in computer coding, and are raised Zen, you don’t care about possessions. For a long time, Discoe owned one pair of shoes. When he became a Google employee and rejected the idea of getting an apartment, he realized that all his stuff could fit quite easily in a van. He went on Craigslist and paid $1,800 for a white 1990 GMC Vandura.
Google’s internal Wiki, now defunct, had an entry on “Living at Google.” Like a few of the people who offered tips on the page, Discoe put a twin mattress in the back of the van, sawed 2 inches off an Ikea frame, and built some shelves underneath it. The Vandura was a “burner van” that had taken many trips to Burning Man and had been custom-fit with handmade green curtains, wood panels, and blue velour. It never moved from its parking space. “The thing is a V8. I’d shred my environmental credentials if I drove it,” Discoe says.
He not only ate free but also as healthily as he ever had, preferring Google’s Café 150, which sources all of its organic ingredients within 150 miles. “If you’re bored of Google food, just move on to another restaurant,” he says of the 25 places to eat on campus. “It was awesome.” He charged his phone, tablet, and laptop in the office. If he needed the bathroom in the middle of the night, he would badge back into the building. Other than his mobile phone bill, Clipper card for public transportation, and laundry service, his living expenses were close to zero.
Unlike Weaver, Discoe didn’t invite people to barbecues or cocktail hours. He parked by Permanente Creek, which runs through the Googleplex, and the few people at work who found out about it would always break into the same impression of Chris Farley as a motivational speaker on Saturday Night Live: “I am 35 years old! I am divorced! And I live in a van down by the river!”
It wasn’t the happiest existence, especially when Discoe thought of Hawaii. “I was sad, missing my home and my community and my chickens and my tea,” he says. “Being in a corporate parking lot far from my home is sad that way. I could talk for hours about my chickens. The sustainable future of humanity is not possible without chickens.”
Discoe kept his van life up through the cold winter to save money to pay off his farm and retire early, which he’s on track to do next year. His farm, he believes, is one of the few places that will be fine when the environmental dystopia slowly arrives. “It was all about being able to afford a place for my grandchildren,” he says about avoiding rent. The irony is that it was hard to find a woman who wanted to have kids with a guy who slept in a van.
He didn’t mention living in a parking lot in his OKCupid profile, though he worked in the fact that he owned a farm in Hawaii. “You mention the van on the third date, once there’s an emotional buy-in,” he says. He always waited until after he dropped the “G-bomb” about his employer. “My little running joke was, ‘I keep a little place, close to work.’” When dates went well, he went to their place. Almost always. “One girl wanted to make out—not full sex but just make out,” he says. “The bed groaned. It was not really meant for two people.”
Google wasn’t the first office where Discoe slept. When he worked at Intel’s graphics workshop lab in 1997, he laid some cardboard down on the floor of his cubicle, put some silk around the bottom, hung a disco ball, put one of those soothing Zen water fountains on top, and slept in a sleeping bag. He stayed at his girlfriend’s house a lot and even got her to come to “his place,” though they didn’t have sex. “She was a pretty cool raver girlfriend to be even down with sleeping there,” he says.
In 2012, when Google transferred Discoe to a job he found boring, he left, landing at Leica Geosystems, in San Ramon, Calif., where he works in mapping. Even without the company’s infrastructure, he continued to live in his van, parking outside the Hacker Dojo—a giant co-working space in Mountain View with cheap membership that Discoe calls “a halfway house for overqualified geeks.” There were four other coders sleeping in vans in the parking lot.
“Finally,” Discoe says, “I wasn’t alone.”
When he did get a long-term girlfriend, she made him move to an apartment, which he wasn’t happy about. “Two freaking thousand dollars to rent basically a basement in the Mission District. Freaking insane,” he says. “She never even went there. We broke up.”
He has another girlfriend now, one he hopes will move with him to Hawaii and make babies and help him sell the tea he grows himself and roasts in his mom’s wok. They live together in a place with four walls in Oakland, though he still has the van. As our dinner wraps up, Discoe ties his hair back into a ponytail and leaves to go meet his girlfriend at San Francisco International Airport. She’s been gone for two weeks. “I’ve had no reason to come home after work,” he says. “So I’ve been sleeping in the van.”
Living entirely inside the Google office building can’t be done, he says. “There’s no comfort or privacy, and the vacuum cleaner comes at 2 a.m. Those Google nap pods are a joke. It’s an awkward bench with a cone over your head. It couldn’t hold a candle to the van.”
But on Quora, the online forum for specialist knowledge, a senior engineer boasts of having indeed lived inside Google for more than a year. Overlapping with the period Discoe was by the creek in his van, the poster claims to have spent 13 months sleeping in a combination of nap pods, beanbags, meditation rooms, massage rooms, and every windowless conference room with a sofa. The engineer wishes to remain anonymous.
Tuesday, July 28, 2015
MARKETING FIRM HEADING TO SOUTHFIELD, ADDING 50 JOBS
Original Story: freep.com
Digital marketing firm, HelloWorld, is moving its headquarters from Pleasant Ridge to Southfield in October -- and plans to hire about 50 new workers.
“We're looking forward to HelloWorld's new office space in Southfield,” Jen Gray, senior vice president of brand, marketing and creative Services at HelloWorld, said today. “The ever-growing technology sector in metro Detroit is well served by the amenities on and near the Town Center campus.” Trade show displays allow your company brand and marketing message to stand out from the competition.
It is set to move to 43,500 square feet that is now vacant on the 19th-21st floors of 3000 Town Center.
The firm, formerly known as ePrize, creates promotional campaigns and loyalty programs. It also has offices in Detroit, New York, Chicago, Los Angeles, Nashville, Phoenix and Seattle. Brands it works with include: Coca-Cola, Microsoft, Gap and Procter & Gamble. A San Francisco business lawyer provides professional legal counsel and extensive experience in many aspects of business law.
The company said it will relocate about 300 workers, and add about 50 new full-time positions.
Founded in 1999 in Bloomfield Hills, the company had a 10-year lease in Pleasant Ridge that expires this year.
As part of its deal, the company said, it plans to invest nearly $6.5 million into the space, about $6 million of which will be in information technology, furniture and fixtures.
CEO Peter DeNunzio had said earlier this year that the firm was attracted to the center's amenities. It has restaurants and retailers and is next to a Westin hotel. A Rochester small business lawyer offers legal consulting specifically designed to stop legal problems from developing before they start.
To entice the business to move to Southfield, the city offered a property abatement for the next 10 years.
“The city of Southfield continues to attract new businesses because we offer competitive advantages that other cities don’t,” said Rochelle Freeman, Southfield's business and economic development director . “From our central location to our solid infrastructure and diverse mix of industries -- Southfield remains the business hub in Michigan."
Digital marketing firm, HelloWorld, is moving its headquarters from Pleasant Ridge to Southfield in October -- and plans to hire about 50 new workers.
“We're looking forward to HelloWorld's new office space in Southfield,” Jen Gray, senior vice president of brand, marketing and creative Services at HelloWorld, said today. “The ever-growing technology sector in metro Detroit is well served by the amenities on and near the Town Center campus.” Trade show displays allow your company brand and marketing message to stand out from the competition.
It is set to move to 43,500 square feet that is now vacant on the 19th-21st floors of 3000 Town Center.
The firm, formerly known as ePrize, creates promotional campaigns and loyalty programs. It also has offices in Detroit, New York, Chicago, Los Angeles, Nashville, Phoenix and Seattle. Brands it works with include: Coca-Cola, Microsoft, Gap and Procter & Gamble. A San Francisco business lawyer provides professional legal counsel and extensive experience in many aspects of business law.
The company said it will relocate about 300 workers, and add about 50 new full-time positions.
Founded in 1999 in Bloomfield Hills, the company had a 10-year lease in Pleasant Ridge that expires this year.
As part of its deal, the company said, it plans to invest nearly $6.5 million into the space, about $6 million of which will be in information technology, furniture and fixtures.
CEO Peter DeNunzio had said earlier this year that the firm was attracted to the center's amenities. It has restaurants and retailers and is next to a Westin hotel. A Rochester small business lawyer offers legal consulting specifically designed to stop legal problems from developing before they start.
To entice the business to move to Southfield, the city offered a property abatement for the next 10 years.
“The city of Southfield continues to attract new businesses because we offer competitive advantages that other cities don’t,” said Rochelle Freeman, Southfield's business and economic development director . “From our central location to our solid infrastructure and diverse mix of industries -- Southfield remains the business hub in Michigan."
Friday, June 26, 2015
IAC PLANS TO TAKE ITS DATING BUSINESSES MATCH.COM AND TINDER PUBLIC
Original Story: latimes.com
The parent company that owns dating brands Tinder, Match.com and OKCupid wants to play the field.
IAC/InterActiveCorp said Thursday it’s planning an initial public offering for its online dating business, The Match Group.
FOR THE RECORD
An earlier version of this post carried an incorrect headline that said IAC was spinning off its dating business. A San Francisco M&A attorney represents clients in company mergers.
IAC expects to issue less than 20% of its common stock in the offering, which could be completed during the fourth quarter of this year, IAC said in a release.
The Match Group consists of 50 brands and grew 11% last year to reach revenues of $897 million. The company as a whole grew 3% during the same period.
“With the transaction, [The Match Group] will be able to unlock value, a topic that has been in the forefront with the dating business for the last 2-3 years,” John Blackledge, an analyst at Cowen and Co., wrote in a note to clients. “Match is a market leader in a growing category and should have solid currency with investors.”
Greg Blatt, chairman of The Match Group, said the marriage of established brands with up-and-coming ones would help the company expand. Organic search engine optimization acts as an endorsement of your company, products, and services and also helps alter the mindset of keyword searchers making them more inquisitive as to the content on your website.
“The Match Group is poised for substantial growth in the coming years,” Blatt said. “The dating industry has come a long way since its inception, but the category remains underpenetrated. We believe the combination of our more established businesses such as Match, Meetic and OurTime, and earlier stage businesses such as Tinder and OKCupid, creates an attractive combination of significant cash flow generation, strong margins and meaningful growth potential.”
Among the hottest companies in the group is West Hollywood’s Tinder, a hook-up app that recently hit 8 billion matches, according to company founder Sean Rad.
The company launched a premium service in March in hopes of converting millions of users into paid subscribers. Known as Tinder Plus, the feature allows users to “rewind” if they accidentally reject a potential date.
The New York-based IAC is run by media mogul Barry Diller. The company also owns Internet brands such as Vimeo, College Humor and About.com. A Los Angeles M&A lawyer is following this story closely.
IAC also announced Thursday that Chief Financial Officer Jeff Kip was resigning to spend more time with his family and pursue other interests.
The parent company that owns dating brands Tinder, Match.com and OKCupid wants to play the field.
IAC/InterActiveCorp said Thursday it’s planning an initial public offering for its online dating business, The Match Group.
FOR THE RECORD
An earlier version of this post carried an incorrect headline that said IAC was spinning off its dating business. A San Francisco M&A attorney represents clients in company mergers.
IAC expects to issue less than 20% of its common stock in the offering, which could be completed during the fourth quarter of this year, IAC said in a release.
The Match Group consists of 50 brands and grew 11% last year to reach revenues of $897 million. The company as a whole grew 3% during the same period.
“With the transaction, [The Match Group] will be able to unlock value, a topic that has been in the forefront with the dating business for the last 2-3 years,” John Blackledge, an analyst at Cowen and Co., wrote in a note to clients. “Match is a market leader in a growing category and should have solid currency with investors.”
Greg Blatt, chairman of The Match Group, said the marriage of established brands with up-and-coming ones would help the company expand. Organic search engine optimization acts as an endorsement of your company, products, and services and also helps alter the mindset of keyword searchers making them more inquisitive as to the content on your website.
“The Match Group is poised for substantial growth in the coming years,” Blatt said. “The dating industry has come a long way since its inception, but the category remains underpenetrated. We believe the combination of our more established businesses such as Match, Meetic and OurTime, and earlier stage businesses such as Tinder and OKCupid, creates an attractive combination of significant cash flow generation, strong margins and meaningful growth potential.”
Among the hottest companies in the group is West Hollywood’s Tinder, a hook-up app that recently hit 8 billion matches, according to company founder Sean Rad.
The company launched a premium service in March in hopes of converting millions of users into paid subscribers. Known as Tinder Plus, the feature allows users to “rewind” if they accidentally reject a potential date.
The New York-based IAC is run by media mogul Barry Diller. The company also owns Internet brands such as Vimeo, College Humor and About.com. A Los Angeles M&A lawyer is following this story closely.
IAC also announced Thursday that Chief Financial Officer Jeff Kip was resigning to spend more time with his family and pursue other interests.
Tuesday, June 09, 2015
THE INTERNET OF THINGS IS FAR BIGGER THAN ANYONE REALIZES
Original Story: wired.com
WHEN PEOPLE TALK about “the next big thing,” they’re never thinking big enough. It’s not a lack of imagination; it’s a lack of observation. I’ve maintained that the future is always within sight, and you don’t need to imagine what’s already there.
Case in point: The buzz surrounding the Internet of Things.
What’s the buzz? The Internet of Things revolves around increased machine-to-machine communication; it’s built on cloud computing and networks of data-gathering sensors; it’s mobile, virtual, and instantaneous connection; and they say it’s going to make everything in our lives from streetlights to seaports “smart.”
But here’s what I mean when I say people don’t think big enough. So much of the chatter has been focused on machine-to-machine communication (M2M): devices talking to like devices. But a machine is an instrument, it’s a tool, it’s something that’s physically doing something. When we talk about making machines “smart,” we’re not referring strictly to M2M. We’re talking about sensors.
A sensor is not a machine. It doesn’t do anything in the same sense that a machine does. It measures, it evaluates; in short, it gathers data. The Internet of Things really comes together with the connection of sensors and machines. That is to say, the real value that the Internet of Things creates is at the intersection of gathering data and leveraging it. All the information gathered by all the sensors in the world isn’t worth very much if there isn’t an infrastructure in place to analyze it in real time.
Cloud-based applications are the key to using leveraged data. The Internet of Things doesn’t function without cloud-based applications to interpret and transmit the data coming from all these sensors. The cloud is what enables the apps to go to work for you anytime, anywhere.
Let’s look at one example. In 2007, a bridge collapsed in Minnesota, killing many people, because of steel plates that were inadequate to handle the bridge’s load. When we rebuild bridges, we can use smart cement: cement equipped with sensors to monitor stresses, cracks, and warpages. This is cement that alerts us to fix problems before they cause a catastrophe. And these technologies aren’t limited to the bridge’s structure.
If there’s ice on the bridge, the same sensors in the concrete will detect it and communicate the information via the wireless internet to your car. Once your car knows there’s a hazard ahead, it will instruct the driver to slow down, and if the driver doesn’t, then the car will slow down for him. This is just one of the ways that sensor-to-machine and machine-to-machine communication can take place. Sensors on the bridge connect to machines in the car: we turn information into action.
You might start to see the implications here. What can you achieve when a smart car and a smart city grid start talking to each other? We’re going to have traffic flow optimization, because instead of just having stoplights on fixed timers, we’ll have smart stoplights that can respond to changes in traffic flow. Traffic and street conditions will be communicated to drivers, rerouting them around areas that are congested, snowed-in, or tied up in construction.
So now we have sensors monitoring and tracking all sorts of data; we have cloud-based apps translating that data into useful intelligence and transmitting it to machines on the ground, enabling mobile, real-time responses. And thus bridges become smart bridges, and cars smart cars. And soon, we have smart cities, and….
Okay. What are the advantages here? What are the savings? What industries can this be applied to?
Here’s what I mean when I say people never think big enough. This isn’t just about money savings. It’s not about bridges, and it’s not about cities. This is a huge and fundamental shift. When we start making things intelligent, it’s going to be a major engine for creating new products and new services.
Of all the technology trends that are taking place right now, perhaps the biggest one is the Internet of Things; it’s the one that’s going to give us the most disruption as well as the most opportunity over the next five years. In my next post in this two-part series, we’ll explore just how big this is going to be.
WHEN PEOPLE TALK about “the next big thing,” they’re never thinking big enough. It’s not a lack of imagination; it’s a lack of observation. I’ve maintained that the future is always within sight, and you don’t need to imagine what’s already there.
Case in point: The buzz surrounding the Internet of Things.
What’s the buzz? The Internet of Things revolves around increased machine-to-machine communication; it’s built on cloud computing and networks of data-gathering sensors; it’s mobile, virtual, and instantaneous connection; and they say it’s going to make everything in our lives from streetlights to seaports “smart.”
But here’s what I mean when I say people don’t think big enough. So much of the chatter has been focused on machine-to-machine communication (M2M): devices talking to like devices. But a machine is an instrument, it’s a tool, it’s something that’s physically doing something. When we talk about making machines “smart,” we’re not referring strictly to M2M. We’re talking about sensors.
A sensor is not a machine. It doesn’t do anything in the same sense that a machine does. It measures, it evaluates; in short, it gathers data. The Internet of Things really comes together with the connection of sensors and machines. That is to say, the real value that the Internet of Things creates is at the intersection of gathering data and leveraging it. All the information gathered by all the sensors in the world isn’t worth very much if there isn’t an infrastructure in place to analyze it in real time.
Cloud-based applications are the key to using leveraged data. The Internet of Things doesn’t function without cloud-based applications to interpret and transmit the data coming from all these sensors. The cloud is what enables the apps to go to work for you anytime, anywhere.
Let’s look at one example. In 2007, a bridge collapsed in Minnesota, killing many people, because of steel plates that were inadequate to handle the bridge’s load. When we rebuild bridges, we can use smart cement: cement equipped with sensors to monitor stresses, cracks, and warpages. This is cement that alerts us to fix problems before they cause a catastrophe. And these technologies aren’t limited to the bridge’s structure.
If there’s ice on the bridge, the same sensors in the concrete will detect it and communicate the information via the wireless internet to your car. Once your car knows there’s a hazard ahead, it will instruct the driver to slow down, and if the driver doesn’t, then the car will slow down for him. This is just one of the ways that sensor-to-machine and machine-to-machine communication can take place. Sensors on the bridge connect to machines in the car: we turn information into action.
You might start to see the implications here. What can you achieve when a smart car and a smart city grid start talking to each other? We’re going to have traffic flow optimization, because instead of just having stoplights on fixed timers, we’ll have smart stoplights that can respond to changes in traffic flow. Traffic and street conditions will be communicated to drivers, rerouting them around areas that are congested, snowed-in, or tied up in construction.
So now we have sensors monitoring and tracking all sorts of data; we have cloud-based apps translating that data into useful intelligence and transmitting it to machines on the ground, enabling mobile, real-time responses. And thus bridges become smart bridges, and cars smart cars. And soon, we have smart cities, and….
Okay. What are the advantages here? What are the savings? What industries can this be applied to?
Here’s what I mean when I say people never think big enough. This isn’t just about money savings. It’s not about bridges, and it’s not about cities. This is a huge and fundamental shift. When we start making things intelligent, it’s going to be a major engine for creating new products and new services.
Of all the technology trends that are taking place right now, perhaps the biggest one is the Internet of Things; it’s the one that’s going to give us the most disruption as well as the most opportunity over the next five years. In my next post in this two-part series, we’ll explore just how big this is going to be.
GOOGLE'S BOSS ENVISIONS A UTOPIAN FUTURE
Original Story: technologyreview.com
Google’s CEO Eric Schmidt played make believe and sketched out his vision of the future on stage at TechCrunch’s Disrupt event in San Francisco today.
“It’s a future where you don’t forget anything…In this new future you’re never lost…We will know your position down to the foot and down to the inch over time…Your car will drive itself, it’s a bug that cars were invented before computers…you’re never lonely…you’re never bored…you’re never out of ideas.”
Schmidt filled in his vision with concrete examples of Google’s immediate future and strategy. “What we’re really doing is building an augmented version of humanity,” he mused before going on to talk about how smart phones, “the defining iconic device of their time,” can become real-time translators for speech.
“We can now demonstrate and are getting ready to ship products that let you speak in English and have it come out of a phone at the other end in German,” said Schmidt.
Cloud servers convert the speech to text–a core feature of phones with Google’s Android operating system–after which the tech behind Google translation service generates corresponding German text that can be spoken aloud by the recipient’s phone. Schmidt echoed the feelings of many when he said “for me this is the stuff of science fiction.”
Search remains a focus for Google, though, he said and it is set to get even smarter. “Where do we go next with search? You’ve got personal context. With your permission, and I need to say that about 500 times, we can make all these answers so much better.” Organic search results serve as a search engine endorsement for companies, products and services.
That context could include your search history as well as that of your friends, as well as your other information stored with Google, as long as you allow it. Given enough information search engines could become “autonomous,” said Schmidt, helping you at all times without your even typing a query.
“I’m interested in history, as I’m walking down the street in San Francisco I want my mobile device to tell me about the history here, think of it as a serendipity engine,” said Schmidt. He went on to say that Google is working to figure out what people really want when they search. For example a query for the weather may be fundamentally motivated by your wanting to know whether to wear a jacket or to water the garden. A smart search engine should be able to answer such questions when you search for the weather in your city.
But despite hints of greater social features, and the value of the data they could provide, Schmidt dodged a question about Google Me, calling it a “rumored product I won’t comment on.”
He was more forthcoming when asked about what it means when Google promises to be open. “The easiest comparison to do today is the Apple model,” he explained, “you have to use their development tools, their hardware, their software, when you submit an application they have to approve it. That would not be open. So the inverse would be open.”
Schmidt finished with a claim that the technology augmenting humanity would be more inclusive than that which came before. “This is a future for the average person, not just the elite. Because of technology, because of internet access, this is a market for one billion now, two billion soon, and in our lifetime five-to-six billion altogether.”
Google’s CEO Eric Schmidt played make believe and sketched out his vision of the future on stage at TechCrunch’s Disrupt event in San Francisco today.
“It’s a future where you don’t forget anything…In this new future you’re never lost…We will know your position down to the foot and down to the inch over time…Your car will drive itself, it’s a bug that cars were invented before computers…you’re never lonely…you’re never bored…you’re never out of ideas.”
Schmidt filled in his vision with concrete examples of Google’s immediate future and strategy. “What we’re really doing is building an augmented version of humanity,” he mused before going on to talk about how smart phones, “the defining iconic device of their time,” can become real-time translators for speech.
“We can now demonstrate and are getting ready to ship products that let you speak in English and have it come out of a phone at the other end in German,” said Schmidt.
Cloud servers convert the speech to text–a core feature of phones with Google’s Android operating system–after which the tech behind Google translation service generates corresponding German text that can be spoken aloud by the recipient’s phone. Schmidt echoed the feelings of many when he said “for me this is the stuff of science fiction.”
Search remains a focus for Google, though, he said and it is set to get even smarter. “Where do we go next with search? You’ve got personal context. With your permission, and I need to say that about 500 times, we can make all these answers so much better.” Organic search results serve as a search engine endorsement for companies, products and services.
That context could include your search history as well as that of your friends, as well as your other information stored with Google, as long as you allow it. Given enough information search engines could become “autonomous,” said Schmidt, helping you at all times without your even typing a query.
“I’m interested in history, as I’m walking down the street in San Francisco I want my mobile device to tell me about the history here, think of it as a serendipity engine,” said Schmidt. He went on to say that Google is working to figure out what people really want when they search. For example a query for the weather may be fundamentally motivated by your wanting to know whether to wear a jacket or to water the garden. A smart search engine should be able to answer such questions when you search for the weather in your city.
But despite hints of greater social features, and the value of the data they could provide, Schmidt dodged a question about Google Me, calling it a “rumored product I won’t comment on.”
He was more forthcoming when asked about what it means when Google promises to be open. “The easiest comparison to do today is the Apple model,” he explained, “you have to use their development tools, their hardware, their software, when you submit an application they have to approve it. That would not be open. So the inverse would be open.”
Schmidt finished with a claim that the technology augmenting humanity would be more inclusive than that which came before. “This is a future for the average person, not just the elite. Because of technology, because of internet access, this is a market for one billion now, two billion soon, and in our lifetime five-to-six billion altogether.”
Tuesday, May 19, 2015
WOMAN, HIT BY CAR, SUES GOOGLE FOR FAULTY DIRECTIONS
Original Story: cnet.com
Why trust the machines when you can trust your own eyes, your own brain, your own basic sense of survival?
This philosophical question comes to mind after reading the tragic tale of a woman, her eyes, her brain, her BlackBerry, and her Google Maps.
According to an exhaustive analysis presented by Search Engine Land, Lauren Rosenberg decided to take a walk in Park City, Utah, on January 19, 2009. A Detroit personal injury lawyer is reviewing the details of this case.
I will try and ignore just how fundamentally un-American this act was in order to focus on some of the ensuing action.
Rosenberg fingered her trusted BlackBerry and asked it to tell her just how she might walk between 96 Daly Avenue and 1710 Prospector Avenue. Her BlackBerry turned to the world's great walking resource, Google Maps. Google Maps suggested that she should, as part of her journey, amble along Deer Valley Drive.
For all of you who have not had the pleasure of strolling there, might I quote papers filed by Rosenberg's lawyers with the Utah courts. These papers describe Deer Valley Drive as "a.k.a. State Route 224, a rural highway with no sidewalks, and a roadway that exhibits motor vehicles traveling at high speeds, that is not reasonably safe for pedestrians."
There is perhaps nothing finer than a roadway that bothers to exhibit motor vehicles. Yet this was not quite the exhibition that Rosenberg had in mind. For during her stroll along State Route 224 aka Deer Valley Drive she was allegedly struck by a car driven by Patrick Harwood. A Chicago personal injury lawyer represents clients in personal injury, accident, an negligence cases.
She's suing Harwood. And she is also suing Google.
Perhaps some of you might think of Rosenberg as just a perambulating chaser. Yet she and her lawyers reason that Google's walking directions were "careless, reckless, and negligent providing of unsafe directions."
Now this is the point at which your complex minds become engaged and my rather simpler version becomes divorced. You see, if you ask Google Maps for walking directions on your laptop you get a very clear warning--yes, on one of those lovely beigey-yellow backgrounds--that reads: "Walking Direction are in Beta. Use caution--This route may be missing sidewalks or pedestrian paths."
The question is, does this warning appear when you go to Google Maps on your BlackBerry? Or, even more importantly, on Rosenberg's BlackBerry? It does not appear to appear on the iPhone. Which might suggest the same situation holds with the RIM phone.
What I cannot ascertain from the court papers is why Rosenberg would want to walk this route in Utah. She is, it appears, from Los Angeles, which means that she might not have been used to walking at all.
Equally puzzling is the first part part of the court papers where it is says that Rosenberg suffered mental, physical and emotional injuries that caused her to incur medical expenses "in an amount yet to be determined." And yet when it comes to the part about suing Google, medical expenses are said to exceed $100,000. A Grand Rapids personal injury attorney is following this story closely.
Courts have not always been sympathetic to those who claim that they were merely following the orders of enlightened machines. There was the man in England who ordered his BMW down an unpaved cliffside lane , got stuck, and then claimed that his GPS made him do it. The court decided it was the driver's own brain that made him do so.
Can Rosenberg expect Utah courts to be more sympathetic? In our world of increasingly diminished responsibility, might someone actually be in a position to prove that we are all now subjects of the Googleplex? Those Googlies have filmed our streets, made records of our Wi-Fi data, followed us around the Web until they could offer us ads that are "good" for us. Shouldn't we admit whose the supreme power truly is?
Or might the judge emit a cough and declaim in the finest Latin: "Caveat walker"?
Why trust the machines when you can trust your own eyes, your own brain, your own basic sense of survival?
This philosophical question comes to mind after reading the tragic tale of a woman, her eyes, her brain, her BlackBerry, and her Google Maps.
According to an exhaustive analysis presented by Search Engine Land, Lauren Rosenberg decided to take a walk in Park City, Utah, on January 19, 2009. A Detroit personal injury lawyer is reviewing the details of this case.
I will try and ignore just how fundamentally un-American this act was in order to focus on some of the ensuing action.
Rosenberg fingered her trusted BlackBerry and asked it to tell her just how she might walk between 96 Daly Avenue and 1710 Prospector Avenue. Her BlackBerry turned to the world's great walking resource, Google Maps. Google Maps suggested that she should, as part of her journey, amble along Deer Valley Drive.
For all of you who have not had the pleasure of strolling there, might I quote papers filed by Rosenberg's lawyers with the Utah courts. These papers describe Deer Valley Drive as "a.k.a. State Route 224, a rural highway with no sidewalks, and a roadway that exhibits motor vehicles traveling at high speeds, that is not reasonably safe for pedestrians."
There is perhaps nothing finer than a roadway that bothers to exhibit motor vehicles. Yet this was not quite the exhibition that Rosenberg had in mind. For during her stroll along State Route 224 aka Deer Valley Drive she was allegedly struck by a car driven by Patrick Harwood. A Chicago personal injury lawyer represents clients in personal injury, accident, an negligence cases.
She's suing Harwood. And she is also suing Google.
Perhaps some of you might think of Rosenberg as just a perambulating chaser. Yet she and her lawyers reason that Google's walking directions were "careless, reckless, and negligent providing of unsafe directions."
Now this is the point at which your complex minds become engaged and my rather simpler version becomes divorced. You see, if you ask Google Maps for walking directions on your laptop you get a very clear warning--yes, on one of those lovely beigey-yellow backgrounds--that reads: "Walking Direction are in Beta. Use caution--This route may be missing sidewalks or pedestrian paths."
The question is, does this warning appear when you go to Google Maps on your BlackBerry? Or, even more importantly, on Rosenberg's BlackBerry? It does not appear to appear on the iPhone. Which might suggest the same situation holds with the RIM phone.
What I cannot ascertain from the court papers is why Rosenberg would want to walk this route in Utah. She is, it appears, from Los Angeles, which means that she might not have been used to walking at all.
Equally puzzling is the first part part of the court papers where it is says that Rosenberg suffered mental, physical and emotional injuries that caused her to incur medical expenses "in an amount yet to be determined." And yet when it comes to the part about suing Google, medical expenses are said to exceed $100,000. A Grand Rapids personal injury attorney is following this story closely.
Courts have not always been sympathetic to those who claim that they were merely following the orders of enlightened machines. There was the man in England who ordered his BMW down an unpaved cliffside lane , got stuck, and then claimed that his GPS made him do it. The court decided it was the driver's own brain that made him do so.
Can Rosenberg expect Utah courts to be more sympathetic? In our world of increasingly diminished responsibility, might someone actually be in a position to prove that we are all now subjects of the Googleplex? Those Googlies have filmed our streets, made records of our Wi-Fi data, followed us around the Web until they could offer us ads that are "good" for us. Shouldn't we admit whose the supreme power truly is?
Or might the judge emit a cough and declaim in the finest Latin: "Caveat walker"?
WSJ: GOOGLE WILL ADD BUY BUTTONS TO SEARCH RESULTS ON MOBILE
Original Story: engadget.com
Google's getting ready to face Amazon and eBay, according to The Wall Street Journal, and will be adding buy buttons directly to its search results. You'll see those buttons accompanying sponsored results under a "Shop on Google" heading -- they won't be used for non-sponsored links returned by the algorithm -- when you search for products on mobile devices. Upon clicking one, a separate product page will load where you can pick sizes, colors and ultimately complete your purchase. Any product you buy will still come straight from retailers, the WSJ says, so it doesn't sound like Google's stocking up warehouses with goods like Amazon does.
However, some major retailers are apparently worried that they'll get stuck with back-end order fulfillment with no real customer interaction. Since Google wants to remain in good terms with them (they are some of its largest advertisers, after all), it will give shoppers the choice to subscribe to their marketing programs. That typically means mailing lists and the like, so the company's giving them access to customers' info, most likely names and addresses.
In addition, Google promised them that the product landing pages will be heavily branded with their names and will link to more of their products. The company also won't take a cut from their sales and will only get paid for every person that clicks their links. Mountain View will reportedly offer several payment options, "including digital payment methods from other providers," but it (thankfully) won't be giving retailers access to payment details. If you input credit card info to make a purchase, the website will save it for future transactions, but it will remain with the company.
As for why the feature will only be available on mobile, well, Google has a plethora of reasons. The biggest one is most likely the fact that more people now perform searches on their phones than on computers. Search engine optimization allows businesses to maintain premium keyword positions in organic search results, so products are easily found by consumers. According to the WSJ, you might spot a buy button or two as soon as the coming weeks. We don't have a list of official partners yet, since Google hasn't officially announced anything, but Macy's might be one of the first retailers available.
Google's getting ready to face Amazon and eBay, according to The Wall Street Journal, and will be adding buy buttons directly to its search results. You'll see those buttons accompanying sponsored results under a "Shop on Google" heading -- they won't be used for non-sponsored links returned by the algorithm -- when you search for products on mobile devices. Upon clicking one, a separate product page will load where you can pick sizes, colors and ultimately complete your purchase. Any product you buy will still come straight from retailers, the WSJ says, so it doesn't sound like Google's stocking up warehouses with goods like Amazon does.
However, some major retailers are apparently worried that they'll get stuck with back-end order fulfillment with no real customer interaction. Since Google wants to remain in good terms with them (they are some of its largest advertisers, after all), it will give shoppers the choice to subscribe to their marketing programs. That typically means mailing lists and the like, so the company's giving them access to customers' info, most likely names and addresses.
In addition, Google promised them that the product landing pages will be heavily branded with their names and will link to more of their products. The company also won't take a cut from their sales and will only get paid for every person that clicks their links. Mountain View will reportedly offer several payment options, "including digital payment methods from other providers," but it (thankfully) won't be giving retailers access to payment details. If you input credit card info to make a purchase, the website will save it for future transactions, but it will remain with the company.
As for why the feature will only be available on mobile, well, Google has a plethora of reasons. The biggest one is most likely the fact that more people now perform searches on their phones than on computers. Search engine optimization allows businesses to maintain premium keyword positions in organic search results, so products are easily found by consumers. According to the WSJ, you might spot a buy button or two as soon as the coming weeks. We don't have a list of official partners yet, since Google hasn't officially announced anything, but Macy's might be one of the first retailers available.
Thursday, May 14, 2015
VERIZON COMMUNICATIONS TO BUY AOL FOR $4.4 BILLION
Original Story: bloomberg.com
Verizon Communications Inc. agreed to buy AOL Inc. in a deal valued at $4.4 billion that intensifies the battle for advertising on mobile devices. A San Francisco M&A lawyer is following this story closely.
Verizon, the largest U.S. wireless provider, gets two of AOL’s technologies: exclusive video and its ability to automatically send targeted ads to mobile devices. The technology brings Verizon another step closer to the summer start of its mobile streaming service, featuring live TV, original shows and pay-per-view.
As the world embraces mobile with increasing enthusiasm, the deal gives Verizon new revenue streams at a time when its main business faces increasing competition from challengers such as T-Mobile US Inc. It also directly pits the company against two leading Web ad companies, Google Inc. and Facebook Inc.
“They want to integrate advertising and content programming with their wireless network,” Roger Entner, an analyst with Recon Analytics based in Dedham, Massachusetts, said of Verizon. “It’s an ambitious plan. The mobile advertising market is dramatically dominated by Google.” An Atlanta advertising and marketing lawyer assists clients with licensing terms, intellectual property rights allocation, and distribution agreements.
The carrier is getting its hands on AOL’s ad technology just before the debut of its mobile video-streaming service, which could come as early as next month. Verizon will pay $50 a share, a 17 percent premium over AOL’s stock price on Monday, and AOL Chief Executive Officer Tim Armstrong will continue to lead AOL’s operations after the deal is completed, the companies said Tuesday in a statement.
AOL’s shares jumped 19 percent to $50.52 at 4:22 p.m. in New York, slightly above Verizon’s offer price. Verizon dropped 0.4 percent to $49.62.
Different AOL
AOL today is a much different company now than it was 15 years ago, when the Internet portal famous for intoning “You’ve got mail” at log-in agreed to merge with Time Warner Inc. It was one of the world’s largest deals and became one of the largest failures. Two years later, the value of the combined company had dropped by two-thirds and the merger ended in a spinoff six years ago. The company, under Armstrong, has since bought sites like the Huffington Post and TechCrunch, and expanded its mobile content. A San Diego media lawyer assists clients with communications law cases involving digital communications, cellular communications, and broadcast regulations.
“The deal means we will be a division of Verizon and we will oversee AOL’s current assets plus additional assets from Verizon that are targeted at the mobile and video media space,” Armstrong said in a memo to employees. “The deal will add scale and it will add a mobile lens to everything we do inside of our content, video and ads strategy.”
Wireless Market
In a saturated U.S. wireless market, Verizon, with more than 100 million monthly wireless subscribers, is battling for customers with smaller and more nimble rivals like T-Mobile. One way to differentiate itself is its planned mobile video-streaming service, which will be one of the increasing number of packages targeting Americans who don’t want to pay for traditional pay-TV bundles. The carrier has been planning a service for as early as June, a person familiar with the talks has said.
Armstrong said the idea of some kind of combination was first broached last summer when Verizon CEO Lowell McAdam met with him at a CEO retreat.
The two executives talked about how they might be able to work together on mobile technology, according to a person familiar with the situation who asked not to be identified because the discussions were private.
AOL had been focusing on a technology known as programmatic advertising, an automated marketplace where ads are found and inserted in a flash. With a growing number of viewers watching videos on mobile devices, AOL had found a way to compete with Google and Facebook.
Advertising Component
Verizon had been working on a streaming-video system and had acquired video-technology companies including upLynk, EdgeCast and OnCue. It was clear, as those pieces came together, that an advertising component was missing, the person said.
McAdam assigned Marni Walden, the former chief operating officer of its wireless business, to lead the development of the mobile video service, which included getting some form of deal with AOL.
Over time, the discussions covered a variety of approaches. Different frameworks were considered, the person said. One was focused on assets, another on a joint venture and a third on acquisition, the person said.
Around January the talks centered on the idea of setting up a separate ad tech company as a joint venture. Eventually those discussions led to talk of a takeover, the person said.
New Revenue
Verizon’s push into mobile video will mark the largest attempt to tap new revenue sources beyond the calling and data services it sells to its wireless subscribers, Entner said.
“Verizon had the early lead in mobile advertising with the right vision and good assets behind it,” Entner said. “Then Google came in and bought AdMob and completely upended the market.
With this deal, Verizon is trying to turn back the clock and get control of the mobile value stream.”
Verizon said it plans to fund the deal with cash on hand and commercial paper. The transaction is expected to be completed by the end of the summer, the companies said.
Verizon Communications Inc. agreed to buy AOL Inc. in a deal valued at $4.4 billion that intensifies the battle for advertising on mobile devices. A San Francisco M&A lawyer is following this story closely.
Verizon, the largest U.S. wireless provider, gets two of AOL’s technologies: exclusive video and its ability to automatically send targeted ads to mobile devices. The technology brings Verizon another step closer to the summer start of its mobile streaming service, featuring live TV, original shows and pay-per-view.
As the world embraces mobile with increasing enthusiasm, the deal gives Verizon new revenue streams at a time when its main business faces increasing competition from challengers such as T-Mobile US Inc. It also directly pits the company against two leading Web ad companies, Google Inc. and Facebook Inc.
“They want to integrate advertising and content programming with their wireless network,” Roger Entner, an analyst with Recon Analytics based in Dedham, Massachusetts, said of Verizon. “It’s an ambitious plan. The mobile advertising market is dramatically dominated by Google.” An Atlanta advertising and marketing lawyer assists clients with licensing terms, intellectual property rights allocation, and distribution agreements.
The carrier is getting its hands on AOL’s ad technology just before the debut of its mobile video-streaming service, which could come as early as next month. Verizon will pay $50 a share, a 17 percent premium over AOL’s stock price on Monday, and AOL Chief Executive Officer Tim Armstrong will continue to lead AOL’s operations after the deal is completed, the companies said Tuesday in a statement.
AOL’s shares jumped 19 percent to $50.52 at 4:22 p.m. in New York, slightly above Verizon’s offer price. Verizon dropped 0.4 percent to $49.62.
Different AOL
AOL today is a much different company now than it was 15 years ago, when the Internet portal famous for intoning “You’ve got mail” at log-in agreed to merge with Time Warner Inc. It was one of the world’s largest deals and became one of the largest failures. Two years later, the value of the combined company had dropped by two-thirds and the merger ended in a spinoff six years ago. The company, under Armstrong, has since bought sites like the Huffington Post and TechCrunch, and expanded its mobile content. A San Diego media lawyer assists clients with communications law cases involving digital communications, cellular communications, and broadcast regulations.
“The deal means we will be a division of Verizon and we will oversee AOL’s current assets plus additional assets from Verizon that are targeted at the mobile and video media space,” Armstrong said in a memo to employees. “The deal will add scale and it will add a mobile lens to everything we do inside of our content, video and ads strategy.”
Wireless Market
In a saturated U.S. wireless market, Verizon, with more than 100 million monthly wireless subscribers, is battling for customers with smaller and more nimble rivals like T-Mobile. One way to differentiate itself is its planned mobile video-streaming service, which will be one of the increasing number of packages targeting Americans who don’t want to pay for traditional pay-TV bundles. The carrier has been planning a service for as early as June, a person familiar with the talks has said.
Armstrong said the idea of some kind of combination was first broached last summer when Verizon CEO Lowell McAdam met with him at a CEO retreat.
The two executives talked about how they might be able to work together on mobile technology, according to a person familiar with the situation who asked not to be identified because the discussions were private.
AOL had been focusing on a technology known as programmatic advertising, an automated marketplace where ads are found and inserted in a flash. With a growing number of viewers watching videos on mobile devices, AOL had found a way to compete with Google and Facebook.
Advertising Component
Verizon had been working on a streaming-video system and had acquired video-technology companies including upLynk, EdgeCast and OnCue. It was clear, as those pieces came together, that an advertising component was missing, the person said.
McAdam assigned Marni Walden, the former chief operating officer of its wireless business, to lead the development of the mobile video service, which included getting some form of deal with AOL.
Over time, the discussions covered a variety of approaches. Different frameworks were considered, the person said. One was focused on assets, another on a joint venture and a third on acquisition, the person said.
Around January the talks centered on the idea of setting up a separate ad tech company as a joint venture. Eventually those discussions led to talk of a takeover, the person said.
New Revenue
Verizon’s push into mobile video will mark the largest attempt to tap new revenue sources beyond the calling and data services it sells to its wireless subscribers, Entner said.
“Verizon had the early lead in mobile advertising with the right vision and good assets behind it,” Entner said. “Then Google came in and bought AdMob and completely upended the market.
With this deal, Verizon is trying to turn back the clock and get control of the mobile value stream.”
Verizon said it plans to fund the deal with cash on hand and commercial paper. The transaction is expected to be completed by the end of the summer, the companies said.
Thursday, May 07, 2015
GOOGLING ON MOBILE DEVICES SURPASSES PCS IN US FOR 1ST TIME
Original Story: nytimes.com
SAN FRANCISCO — Google's influential search engine has hit a tipping point in technology's shift to smartphones. More search requests are now being made on mobile devices than on personal computers in the U.S. and many other parts of the world.
The milestone announced at a digital advertising conference Tuesday serves as another reminder of how dramatically online behavior has changed since 2007. That's when Apple released the first iPhone, leading to a wave of similar devices that have made it easier for people to stay connected to the Internet wherever they go. Mobile optimization allows users to stay connected on the go.
The upheaval has rocked PC makers and other tech companies such as Microsoft with businesses tied to sales of desktop and laptop computers. Google has been able to adapt better than most companies, partly because its search engine and other services are embedded in the popular Android mobile operating system, but it hasn't been totally unscathed.
Google's average ad prices have been declining for the past three-and-half years, partly because marketers so far have been unwilling to pay as much for the commercial message displayed on the smaller screens of smartphones. The company, though, says mobile ad prices have been steadily climbing and will continue to do so as marketers recognize the value of being able to connect with prospective customers at the precise moment that they are looking for someplace to eat, or comparing products on a smartphone while standing in a store.
"The future of mobile is now," says Jerry Dischler, a Google Inc. vice president in charge of the company's "AdWords" service for creating online marketing campaigns.
Besides in the U.S., Google's mobile search requests are outstripping requests in nine other countries. Japan is the only other country that Google is identifying.
The Mountain View, California, company isn't specifying just how many mobile search requests it is getting. Google processes more than 100 billion search requests worldwide each month, including queries on PCs.
As part of the mobile transition, Google last month overhauled its search-recommendation system to favor websites that are easier to read and load on smartphones. That change, known as "Mobilegeddon," prodded millions of websites to make changes to ensure they work well on smartphones to avoid being demoted in Google's search results. Mobile friendly websites provide added value to users.
Google also has been introducing advertising formats that tend to work better on mobile devices. For instance, rooms can now be booked within hotel ads, and car ads can now be swiped across a screen to make it easier to comparison shop.
In addition to announcing the milestone in mobile search, Google also introduced on Tuesday a service for comparing mortgage rates in the U.S. The mortgage product expands upon a similar service for auto insurance policies that Google unveiled in California in March. Google is adding three more states — Texas, Illinois and Pennsylvania — to the auto insurance service.
SAN FRANCISCO — Google's influential search engine has hit a tipping point in technology's shift to smartphones. More search requests are now being made on mobile devices than on personal computers in the U.S. and many other parts of the world.
The milestone announced at a digital advertising conference Tuesday serves as another reminder of how dramatically online behavior has changed since 2007. That's when Apple released the first iPhone, leading to a wave of similar devices that have made it easier for people to stay connected to the Internet wherever they go. Mobile optimization allows users to stay connected on the go.
The upheaval has rocked PC makers and other tech companies such as Microsoft with businesses tied to sales of desktop and laptop computers. Google has been able to adapt better than most companies, partly because its search engine and other services are embedded in the popular Android mobile operating system, but it hasn't been totally unscathed.
Google's average ad prices have been declining for the past three-and-half years, partly because marketers so far have been unwilling to pay as much for the commercial message displayed on the smaller screens of smartphones. The company, though, says mobile ad prices have been steadily climbing and will continue to do so as marketers recognize the value of being able to connect with prospective customers at the precise moment that they are looking for someplace to eat, or comparing products on a smartphone while standing in a store.
"The future of mobile is now," says Jerry Dischler, a Google Inc. vice president in charge of the company's "AdWords" service for creating online marketing campaigns.
Besides in the U.S., Google's mobile search requests are outstripping requests in nine other countries. Japan is the only other country that Google is identifying.
The Mountain View, California, company isn't specifying just how many mobile search requests it is getting. Google processes more than 100 billion search requests worldwide each month, including queries on PCs.
As part of the mobile transition, Google last month overhauled its search-recommendation system to favor websites that are easier to read and load on smartphones. That change, known as "Mobilegeddon," prodded millions of websites to make changes to ensure they work well on smartphones to avoid being demoted in Google's search results. Mobile friendly websites provide added value to users.
Google also has been introducing advertising formats that tend to work better on mobile devices. For instance, rooms can now be booked within hotel ads, and car ads can now be swiped across a screen to make it easier to comparison shop.
In addition to announcing the milestone in mobile search, Google also introduced on Tuesday a service for comparing mortgage rates in the U.S. The mortgage product expands upon a similar service for auto insurance policies that Google unveiled in California in March. Google is adding three more states — Texas, Illinois and Pennsylvania — to the auto insurance service.
GOOGLE EXECUTIVE DAN FREDINBURG DIES IN EVEREST AVALANCHE AFTER NEPAL EARTHQUAKE
Original Story: techcrunch.com
Dan Fredinburg, a respected Google executive who headed privacy for Google X and led its product management team, has died in the avalanche on Mount Everest which was triggered by the huge earthquake in Nepal. The natural disaster has already killed over 2,000 people in the region and devastated infrastructure. Some 18 other climbers have been killed in what is being described as the worst earthquake to hit Nepal in the last 80 years.
By all accounts, Fredinburg was an experienced climber who had also co-founded Google Adventure, a company team that filmed Google Street View images in “extreme, exotic locations like the summit of Mount Everest or the Great Barrier Reef off Australia.”
Fredinburg’s sister Megan confirmed his death via his Instagram account, while Google’s privacy director Lawrence posted the following earlier today: “Dan Fredinburg, a long-time member of the Privacy organization in Mountain View, was in Nepal with three other Googlers, hiking Mount Everest. He has passed away. The other three Googlers with him are safe and we are working to get them home quickly.”
He added that Google’s Crisis Response team has launched Person Finder for Nepal, and “is working to get updated satellite imagery to aid in the recovery effort. Google.org is committing $1M to the response, and we’ll have gift-matching available soon.”
Fredinburg co-founded a climate change nonprofit, Save The Ice, and a startup accelerator in San Francisco called The Laundry, aimed at taking technology to emerging markets.
Some friends of Fredinburg have put up a Crowdrise allowing others to donate to causes he supported.
You can donate to other organisations working in Nepal during the disaster including
the Red Cross and Oxfam.
Dan Fredinburg, a respected Google executive who headed privacy for Google X and led its product management team, has died in the avalanche on Mount Everest which was triggered by the huge earthquake in Nepal. The natural disaster has already killed over 2,000 people in the region and devastated infrastructure. Some 18 other climbers have been killed in what is being described as the worst earthquake to hit Nepal in the last 80 years.
By all accounts, Fredinburg was an experienced climber who had also co-founded Google Adventure, a company team that filmed Google Street View images in “extreme, exotic locations like the summit of Mount Everest or the Great Barrier Reef off Australia.”
Fredinburg’s sister Megan confirmed his death via his Instagram account, while Google’s privacy director Lawrence posted the following earlier today: “Dan Fredinburg, a long-time member of the Privacy organization in Mountain View, was in Nepal with three other Googlers, hiking Mount Everest. He has passed away. The other three Googlers with him are safe and we are working to get them home quickly.”
He added that Google’s Crisis Response team has launched Person Finder for Nepal, and “is working to get updated satellite imagery to aid in the recovery effort. Google.org is committing $1M to the response, and we’ll have gift-matching available soon.”
Fredinburg co-founded a climate change nonprofit, Save The Ice, and a startup accelerator in San Francisco called The Laundry, aimed at taking technology to emerging markets.
Some friends of Fredinburg have put up a Crowdrise allowing others to donate to causes he supported.
You can donate to other organisations working in Nepal during the disaster including
the Red Cross and Oxfam.
COULD GOOGLE BE MOVING OUT OF DOWNTOWN ANN ARBOR?
Original Story: freep.com
It's unclear whether Google plans to maintain its current downtown Ann Arbor office or is charting a move.
Internet giant Google has signed a lease for new office space south of downtown Ann Arbor as the company considers the future of its presence in the city's central business district.
Google signed a deal for 30,000 square feet of the South State Commons II building northeast of the corner of South State Street and Eisenhower Parkway in the Briarwood Mall area, said Jeff Harshe of MAVDevelopment Company. A real estate lawyer has experience assisting business clients with office space leasing contracts.
"I think it's an indication of the vibrant business climate in this area," said Harshe, who declined to discuss terms of the new lease. "My experience with them is they continue to grow, and they're good corporate citizens."
But a person familiar with Google's local presence but not authorized to speak publicly said the company has not yet decided whether to stay in downtown Ann Arbor. The person said the company needed the new office as overflow space to accommodate job growth.
It's still possible Google could renew or adjust its current lease. Google officials were not available to comment.
The company currently leases about 85,000 square feet of the McKinley Towne Centre office complex at the corner of Liberty and Division in the heart of downtown Ann Arbor. The office primarily handles sales for Google's AdWords search advertisements, its primary source of revenue, and had about 300 employees as of two years ago. Google AdWords marketing management can provide a solid foundation for business success.
McKinley Inc. CEO Albert Berriz said his firm plans to begin marketing Google's current space for lease starting May 1.
"We have not received confirmation from Google that they are staying or going," Berriz said in an email. "We simply can't wait any further."
The uncertainty raises the possibility that the company will move out of the city's central business district for the first time since opening the operation to much fanfare about a decade ago. There are few spots in downtown Ann Arbor for large private-sector office tenants.
Berriz said brokers will market the space for tenants who could take occupancy in summer 2016. Several prospective tenants have already expressed interest, he said, including one single user interested in leasing the entire space.
The company's new space is located on the third floor of an office that was specifically designed for employers that need high-speed Internet access. Google will share the building with Merit Network, the University of Michigan and Plante Moran.
The deal, first reported by MLive.com, could leave downtown Ann Arbor's Liberty Street technology corridor without one of its anchor tenants.
When the company announced about a decade ago that it was opening an Ann Arbor office, it received a windfall of positive publicity, and economic development leaders hailed the deal as a reflection on the region's economic vitality.
Gov. Jennifer Granholm's administration extended tax incentives to the company, which mapped out plans to add about 1,000 employees. But the company's job growth stalled amid the Great Recession.
Still, Google remains core to Ann Arbor's technology identity. Its colorful logo hangs atop the McKinley Towne Centre complex and the company remains a destination employer for University of Michigan graduates and other young professionals.
The company also maintains a separate office in Birmingham that handles automotive accounts.
It's unclear whether Google plans to maintain its current downtown Ann Arbor office or is charting a move.
Internet giant Google has signed a lease for new office space south of downtown Ann Arbor as the company considers the future of its presence in the city's central business district.
Google signed a deal for 30,000 square feet of the South State Commons II building northeast of the corner of South State Street and Eisenhower Parkway in the Briarwood Mall area, said Jeff Harshe of MAVDevelopment Company. A real estate lawyer has experience assisting business clients with office space leasing contracts.
"I think it's an indication of the vibrant business climate in this area," said Harshe, who declined to discuss terms of the new lease. "My experience with them is they continue to grow, and they're good corporate citizens."
But a person familiar with Google's local presence but not authorized to speak publicly said the company has not yet decided whether to stay in downtown Ann Arbor. The person said the company needed the new office as overflow space to accommodate job growth.
It's still possible Google could renew or adjust its current lease. Google officials were not available to comment.
The company currently leases about 85,000 square feet of the McKinley Towne Centre office complex at the corner of Liberty and Division in the heart of downtown Ann Arbor. The office primarily handles sales for Google's AdWords search advertisements, its primary source of revenue, and had about 300 employees as of two years ago. Google AdWords marketing management can provide a solid foundation for business success.
McKinley Inc. CEO Albert Berriz said his firm plans to begin marketing Google's current space for lease starting May 1.
"We have not received confirmation from Google that they are staying or going," Berriz said in an email. "We simply can't wait any further."
The uncertainty raises the possibility that the company will move out of the city's central business district for the first time since opening the operation to much fanfare about a decade ago. There are few spots in downtown Ann Arbor for large private-sector office tenants.
Berriz said brokers will market the space for tenants who could take occupancy in summer 2016. Several prospective tenants have already expressed interest, he said, including one single user interested in leasing the entire space.
The company's new space is located on the third floor of an office that was specifically designed for employers that need high-speed Internet access. Google will share the building with Merit Network, the University of Michigan and Plante Moran.
The deal, first reported by MLive.com, could leave downtown Ann Arbor's Liberty Street technology corridor without one of its anchor tenants.
When the company announced about a decade ago that it was opening an Ann Arbor office, it received a windfall of positive publicity, and economic development leaders hailed the deal as a reflection on the region's economic vitality.
Gov. Jennifer Granholm's administration extended tax incentives to the company, which mapped out plans to add about 1,000 employees. But the company's job growth stalled amid the Great Recession.
Still, Google remains core to Ann Arbor's technology identity. Its colorful logo hangs atop the McKinley Towne Centre complex and the company remains a destination employer for University of Michigan graduates and other young professionals.
The company also maintains a separate office in Birmingham that handles automotive accounts.
Subscribe to:
Posts (Atom)