Wij willen met u aan tafel zitten en in een openhartig gesprek uitvinden welke uitdagingen en vragen er bij u spelen om zo, gezamelijk, tot een beste oplossing te komen.
Oftewel, hoe kan de techniek u ondersteunen in plaats van dat u de techniek moet ondersteunen.
Security researchers at Google say they’ve found a number of malicious websites which, when visited, could quietly hack into a victim’s iPhone by exploiting a set of previously undisclosed software flaws.
Google’s Project Zero said in a deep-dive blog post published late on Thursday that the websites were visited thousands of times per week by unsuspecting victims, in what they described as an “indiscriminate” attack.
“Simply visiting the hacked site was enough for the exploit server to attack your device, and if it was successful, install a monitoring implant,” said Ian Beer, a security researcher at Project Zero.
He said the websites had been hacking iPhones over a “period of at least two years.”
The researchers found five distinct exploit chains involving 12 separate security flaws, including seven involving Safari, the in-built web browser on iPhones. The five separate attack chains allowed an attacker to gain “root” access to the device — the highest level of access and privilege on an iPhone. In doing so, an attacker could gain access to the device’s full range of features normally off-limits to the user. That means an attacker could quietly install malicious apps to spy on an iPhone owner without their knowledge or consent.
Google said based off their analysis, the vulnerabilities were used to steal a user’s photos and messages as well as track their location in near-realtime. The “implant” could also access the user’s on-device bank of saved passwords.
The vulnerabilities affect iOS 10 through to the current iOS 12 software version.
Google privately disclosed the vulnerabilities in February, giving Apple only a week to fix the flaws and roll out updates to its users. That’s a fraction of the 90 days typically given to software developers, giving an indication of the severity of the vulnerabilities.
Apple issued a fix six days later with iOS 12.1.4 for iPhone 5s and iPad Air and later.
Beer said it’s possible other hacking campaigns are currently in action.
The iPhone and iPad maker in general has a good rap on security and privacy matters. Recently the company increased its maximum bug bounty payout to $ 1 million for security researchers who find flaws that can silently target an iPhone and gain root-level privileges without any user interaction. Under Apple’s new bounty rules — set to go into effect later this year — Google would’ve been eligible for several million dollars in bounties.
When reached, a spokesperson for Apple declined to comment.
There has long been a stigma associated with therapy and mental health coaching, a stigma that is even more pronounced in the business world, despite considerable evidence of the efficacy of these services. One of the organizations that has set out to change this negative association is Torch, a startup that combines the therapeutic benefits of executive coaching with data-driven analytics to track outcomes.
Yet, as Torch co-founder and CEO Cameron Yarbrough explains in this Breaking Into Startups episode, the startup wasn’t initially a tech-oriented enterprise. At first, Yarbrough drew on his years of experience as a marriage and family counselor as he made the transition into executive coaching, even referring to the early iterations of Torch as little more than “a matchmaking service between coaches and professionals.”
In time, Yarbrough identified a virtually untapped market for executive coaching — one that, by his estimate, could amount to a $ 15 billion industry. To demonstrate to investors the great potential of this growing market, he first built up a clientele that provided Torch with sufficient recurring revenue and low churn rate.
Only then was Yarbrough able to raise a $ 2.4 million seed round from Initialized Capital, Y Combinator, and other investors, convincing them that data analytics software could enhance the coaching process — as well as coach recruitment — enough to effectively “productize feedback,” as he puts it.
For Yarbrough and Torch, “productizing feedback” involves certain well-known business strategies that complement traditional coaching methods. For instance, Torch’s coaching procedure includes a “360 review,” a performance review system that incorporates feedback from all angles, including an employee’s manager, peers, and other people within an organization who have knowledge of the employee’s work.
The 360 review is coupled with an OKR platform, which provides HR departments and other interested parties with the metrics and analytics to track employee progress through the program. This combination is designed to promote the development of soft skills, which in turn drive leadership.
Torch has achieved considerable success, landing several influential clients in the tech sector through its B2B approach. But Yarbrough is clear that his goal with the company is to “democratize” access to professional coaching, in hopes of providing the same kind of mental health counseling and support to employees in all levels of an organization.
In this episode, Yarbrough discusses the history and trajectory of Torch, his experience scaling a company many considered unscalable, and the methods he uses to manage his own emotional and mental health as the CEO of an expanding startup. Yarbrough offers insights into the feelings of anxiety and dread common among entrepreneurs and provides a close look at how he has found business and personal success with Torch.
Breaking Into Startups: There’s a difference between a mentor and a coach. Today, I want to talk about that difference and in addition to the intersection between business and psychology, What Cameron Yarbrough, CEO of Torch and Founder of Well Clinic.
If you’re someone that is looking for a mentor or a coach as you break into tech, or if you just want to be surrounded by peers, make sure you download the Career Karma app by going to www.breakingintostartups.com/download.
On today’s episode, you’re going to understand the importance of therapy, mental health and coaches, as well as how historically, it has been inaccessible to people and how Cameron is using his background to democratize this for the world.
If this is your first time listening to the Breaking Startups Podcast, make sure you leave a review on iTunes and tell your friends. Listen to it on Soundcloud and talk about it on Spotify. If you have any feedback for us, positive or negative, please let us know. Without further ado, let’s break-in.
Cameron Yarbrough is the CEO of Torch. He’s one of the best executive coaches in the world. Not only are we going to be talking about coaching and mentoring for executives, but we’ll also be talking about coaching in general for everyone. We’re going to go into how he created his company.
Forget the keycard or phone app, one software engineer is trying out a new way to unlock and start her Tesla Model 3.
Amie DD, who has a background in game simulation and programming, recently released a video showing how she “biohacked” her body. The software engineer removed the RFID chip from the Tesla Model 3 valet card using acetone, then placed it into a biopolymer, which was injected through a hollow needle into her left arm. A professional who specializes in body modifications performed the injection.
You can watch the process below, although folks who don’t like blood should consider skipping it. Amie DD also has a page on Hackaday.io that explains the project and the process.
The video is missing one crucial detail. It doesn’t show whether the method works. TechCrunch will update the post once a new video delivering the news is released.
Amie is not new to biohacking. The original idea was to use the existing RFID implant chip that was already in her hand to be able to start the Model 3. That method, which would have involved taking the Java applet and writing it onto her own chip, didn’t work because of Tesla’s security. So, Amie DD opted for another implant.
Amie DD explains why and how she did this in another, longer video posted below. She also talks a bit about her original implant in her left hand, which she says is used for “access control.” She uses it to unlock the door of her home, for instance.
AWS, Amazon’s cloud arm, announced today that it has opened a Middle East Region in Bahrain. The Middle East is an emerging market for cloud providers and this new region is part of a continuing expansion for the cloud giant. Today’s news comes on the heels of Microsoft announcing its own Middle East data centers in Abu Dhabi and Dubai just last month.
As AWS CEO Andy Jassy pointed out last year at AWS re:Invent, the cloud is at different stages in different parts of the world and Amazon obviously wants to be a part of the emerging areas to extend its lead in the cloud infrastructure market.
“I think we’re just in the early stages of enterprise and public sector adoption in the U.S. Outside the U.S. I would say we are 12-36 months behind. So there are a lot of mainstream enterprises that are just now starting to plan their approach to the cloud,” Jassy told the AWS re:Invent audience last year.
Amazon sees this expansion as helping companies in the Middle East, much in the same way it has in the U.S., Europe and other parts of the world, to digitally transform through the use of cloud services.
The new region in the Middle East is composed of three Availability Zones. That’s AWS lingo for a distinct geographic area that holds at least one data center. “Each Availability Zone has independent power, cooling and physical security, and is connected via redundant, ultra-low-latency networks,” the company explained in a statement.
Amazon reports that this is part of a continuing expansion. It also announced plans to open nine additional availability zones in Indonesia, Italy and South Africa in coming years.
Through two and a half years the committee has held 15 open hearings, interviewed over 200 witnesses, and reviewed nearly 400,000 documents, according to a statement and will be publishing other volumes from its investigation over the next year.
“In 2016, the U.S. was unprepared at all levels of government for a concerted attack from a determined foreign adversary on our election infrastructure. Since then, we have learned much more about the nature of Russia’s cyber activities and better understand the real and urgent threat they pose,” Committee Chairman Burr said in a statement. “The Department of Homeland Security and state and local elections officials have dramatically changed how they approach election security, working together to bridge gaps in information sharing and shore up vulnerabilities.”
Both Sen. Burr and Sen. Warner said that additional steps still needed to be taken.
“[There’s] still much more we can and must do to protect our elections. I hope the bipartisan findings and recommendations outlined in this report will underscore to the White House and all of our colleagues, regardless of political party, that this threat remains urgent, and we have a responsibility to defend our democracy against it.”
Among the Committee’s findings were that Russian hackers exploited the seams between federal and state authorities. State election officials, the report found were not sufficiently warned or prepared to handle an attack from a state actor.
The warnings that were provided by the Federal Bureau of Investigation and the Department of Homeland Security weren’t detailed enough nor did they contain enough relevant information that would have encouraged the states to take threats more seriously, the report indicated.
More work still needs to be done, according to the Committee. DHS needs to coordinate its efforts with state officials much more closely. But states need to do more as well to ensure that new voting machines have a voter-verified paper trail.
So does Congress. The committee report underscores that Congress need to evaluate the results of the $ 380 million in state security grants which were issued under the Help America Vote Act and ensure that additional funding is available to address any security gaps in voting systems and technologies around the U.S.
Finally, the U.S. needs to create more appropriate deterrence mechanisms to enable the country to respond effectively to cyber attacks on elections.
The Committee’s support for greater spending on election security and refining electoral policy to ensure safe and secure access to the ballot, comes as Senate majority leader, Mitch McConnell of Kentucky has blocked two election security measures that were attempting to come before the Senate floor for a vote.
New York Democratic Senator Chuck Schumer, tried to get consent to pass a House bill that requires the use of paper ballots and included new funding for the Election Assistance Commission.
In a statement explaining his rejection of the Bill, McConnell told The Hill, “Clearly this request is not a serious effort to make a law. Clearly something so partisan that it only received one single solitary Republican vote in the House is not going to travel through the Senate by unanimous consent.”
McConnell also rejected a consent motion to pass legislation that would require that candidates, campaign officials, and family members to reach out to the FBI if they received offers of assistance from foreign governments.
Independent restaurant owners may be doomed, and perhaps grocery stores, too.
Such is the conclusion of a growing chorus of observers who’ve been closely watching a new and powerful trend gain strength: that of cloud kitchens, or fully equipped shared spaces for restaurant owners, most of them quick-serve operations.
While viewed peripherally as an interesting and, for some companies, lucrative development, the movement may well transform our lives in ways that enrich a small set of companies while zapping jobs and otherwise taking a toll on our neighborhoods. Renowned VC Michael Moritz of Sequoia Capital seemed to warn about this very thing in a Financial Times column that appeared last month, titled “The cloud kitchen brews a storm for local restaurants.”
Moritz begins by pointing to the runaway success of Deliveroo, the London-based delivery service that relies on low-paid, self-employed delivery riders who deliver local restaurant food to customers — including from shared kitchens that Deliveroo itself operates, including in London and Paris.
He believes that Amazon’s recent investment in the company “might just foreshadow the day when the company, once just known as the world’s largest bookseller, also becomes the world’s largest restaurant company.”
That’s bad news for people who run restaurants, he adds, writing, “For now the investment looks like a simple endorsement of Deliveroo. But proprietors of small, independent restaurants should tighten their apron strings. Amazon is now one step away from becoming a multi-brand restaurant company — and that could mean doomsday for many dining haunts.”
The good news . . . and the bad
He’s not exaggerating. While shared kitchens have so far been optimistically received as a potential pathway for food entrepreneurs to launch and grow their businesses — particularly as more people turn to take out — there are many downsides that may well outweigh the good, or certainly counteract it.
Last year, for example, UBS wrote a note to its clients titled “Is the kitchen dead?” wherein it suggested the rise of food delivery apps like Deliveroo and Uber Eats could well prove ruinous for home cooks, as well as restaurants and supermarkets.
The economics of food delivery have grown too alluring, suggested the bank. It’s already inexpensive because of cheap labor — and that cost center will disappear entirely if delivery drones take flight. Meanwhile, food will become cheaper to make because of central kitchens, the kind that Deliveroo is opening and Uber is reportedly venturing into. (In March, Bloomberg reported that Uber is testing out a program in Paris where it’s renting out fully equipped, commercial-grade kitchens to serve businesses that sell food on delivery apps like Uber Eats.)
The favorable case for cloud kitchens argues that restaurants renting from them pay less than they would for their own real estate. But the reality is also that most of the businesses moving into them right now aren’t small restaurateurs but fast-food brands that already have a following and aren’t known for their emphasis on food quality but instead for quickly churning out affordable food.
As Eric Greenspan, a chef who has appeared regularly on the Food Network and opened and closed numerous restaurants, says in a short new documentary about cloud kitchens: “Delivery is the fastest growing market in restaurants. What started out as 10 percent of your sales is now 30 percent of your sales, and [the industry predicts] it will be 50 to 60 percent of a quick-serve restaurant’s sales within the next three to five years. So you take that, plus the fact that quick-serve brands are kind of the key to getting a fat payout at the end of the day . . .”
Greenspan continues on to explain that during an age when fewer people frequent restaurants, running one simply makes less and less sense. “[Opening] up a brick-and-mortar restaurant these days is just like giving yourself a job. Now [with centralized kitchens], as long as the product is coming out strong, I don’t need to be there as a presence. I can quality control remotely now. I can go online and [log out of a marketplace Uber Eats or Postmates] and not piss off any customers, because if I just decided to close the restaurant one day, and you drove over and it was closed, you’d be pissed. But if you’re looking for [one of my restaurants] in Uber Eats and you can’t find it because I turned it off, well, you’re not pissed. You just order something else.”
Big players only need apply . . .
The model works for now for Greenspan, who is operating out a cloud kitchen in L.A that happens to belong in part to Uber cofounder Travis Kalanick. He was quicker than some to grok the opportunity that shared kitchens present. In fact, it was early last year that Kalanick announced he was investing $ 150 million in a startup called City Storage Systems that focused on repurposing distressed real estate assets and turning them into spaces for new industries, like food delivery.
That company owns CloudKitchens, which invites food chains — as well as independent restaurant and food truck owners — to lease space in one of its facilities for a monthly fee, charging additional fees for data analytics that it says are meant to help the entrepreneurs boost their sales.
The pitch to restaurateurs is that CloudKitchens can increase their sales while reducing their overhead. But the company is also amassing all kinds of data about its tenants and their customer preferences in the process — data that could presumably benefit CloudKitchens in various ways. Little wonder that Amazon wanted entrée into the industry, or that there is already at least one serious competitor in China — Panda Selected — which raised $ 50 million led by Tiger Global Management earlier this year.
No one can fault savvy entrepreneurs for seizing on what looks like a gigantic business opportunity. Still, the kitchens, which make all the sense in the world from an investment standpoint, should not be embraced so readily by everyone else as a panacea.
Ripple effects . . .
One of the biggest areas of concern is that in order to work, central kitchens rely on the same people who drive Ubers and handle food deliveries — people who aren’t afforded health benefits and whose financial picture is precarious as a result. (As with Uber drivers, Deliveroo employees tried to gain status as “workers” last year with better pay, but they were denied them. The EU Parliament more recently passed new rules to protect so-called gig economy workers, though they don’t go far. Meanwhile, in the U.S, Uber and Lyft continue to fight legislation that would give employee status to contract workers.)
Matt Newberg, a founder and foodie from New York, says he could see the writing on the wall when he recently toured CloudKitchen’s two L.A. facilities along with the shared kitchens of two other companies: Kitchen United which last fall raised $ 10 million from GV, and and Fulton Kitchens, which offers commercial kitchens for rent on an annual basis.
Newberg filmed what he saw (which you can watch below) and suggests that he was taken aback by the conditions of the first facility that CloudKitchens opened and operates in South L.A.
Though most restaurant kitchens are chaotic scenes, Newberg said that as “someone who loves food and sustainability” the facility didn’t feel “very humane” to him when he walked through it. It’s windowless for one thing (it’s a warehouse). Newberg also says it was filled with people who appeared to him to be low-wage workers. Not last, he says he also counted 27 kitchens packed into what are “maybe 250-square-feet to 300 square-foot spaces,” and a lot of people who appeared to be in panic mode.
“Imagine lots of screaming, lots of sirens triggered when an order gets backed up, tablets everywhere.”
Adds Newberg, “When i walked in, I was like, holy shit, no one even knows this exists in L.A. It felt like Ground Zero. It felt like a military base. I mean, it seemed genius, but also crazy.”
Newberg says CloudKitchen’s second, newer location is far nicer, as are the facilities of Kitchen United and Fulton Kitchens. “That [second CloudKitchen warehouse] felt like a WeWork for kitchens. Super sleek. It was as quiet as a server farm. There were still no windows, but the kitchens are nicer and bigger.”
Growing pains . . .
Emails to CloudKitchens went unreturned, but every startup has growing pains, and presumably, shared kitchen companies are not immune to these. Still, Moritz, the venture capitalist, warns that most restaurateurs should remain wary of them. Writing in the FT, he says that in the early 2000s, his firm, Sequoia, invested in a chain of kebab restaurants called Faasos that planned to deliver meals to customers’ homes but wound up getting crushed by high rents and turnover, among other things.
To save itself, it opened a centralized kitchen to sell kebobs. Now, he writes, Fassos produces a wide variety of foods, including other Indian specialities but also Chinese and Italian dishes under separate brand names.
It’s the same playbook that Eric Greenspan is using, telling Food & Wine magazine last year that his goal was to have no fewer than six delivery-only concepts running simultaneously. Greenberg, who is obviously media savvy, can probably pull it off, too, just like Fassos. But for restaurants that are not known franchises or have the star appeal of celebrity chef, the future might not look so bright.
Writes Moritz: “In some markets there is still an opportunity for hardened restaurant and kitchen operators — particularly if they are gifted in the use of social media, to build a following and refashion themselves. But they need to move quickly before it becomes too expensive to compete with the larger, faster-moving companies. The mere prospect of Amazon using cloud kitchens to provide cuisine catering to every taste — and delivering these meals through services such as Deliveroo — should be enough to give any restaurateur heartburn.”
It should also worry people who care about their neighborhoods.
Cloud kitchens may make it faster and cheaper than ever to order take-out. But there will be consequences. Most of us simply have yet to imagine them.
NTWRK, is a fascinating experiment in live video shopping for the iPhone set. It’s been described as a blend of QVC and Twitter and Twitch and they just got a new slice of money from investors like Drake and Live Nation to expand into physical events.
There’s been a bunch of attempts at this kind of hybrid event shopping experience, but none of them have quite hit a home run yet. NTWRK was a pretty compelling experience even at launch last year. The core experience is a live show presented only in NTWRK’s app, where guests can talk about products which become available in the app as the show airs.
There was a built in opportunity to offer limited availability streetwear and sneakers, and an audience that founder Aaron Levant knew very well from his time running ComplexCon and Agenda, two big streetwear and marketing shows.
One of the first shows starred Ben Baller and Jeff Staple, and featured a drop of a new colorway of Staple’s iconic Pigeon Dunk from Nike . I tuned in and found the experience to be compelling in its own way. The live show provided context for the product and the interface let you purchase in a couple taps of a button (the shoes sold out immediately and the app inevitably crashed from the rush of hype beasts). The stream and app have gotten more stable since then.
Since the launch, NTWRK has experimented with various product areas and promotions. The latest funding is enabling expansion back into physical events and some new angles on the NTWRK model.
After getting kicked out of high school in 10th grade, Levant (who had a passion for graffiti) went on to work in graphic design, sales and marketing for an LA streetwear brand. That led to trade show attending and eventually to Levant founding his own show, Agenda in 2003. Agenda got bigger over the next 10 years, becoming one of the biggest action sports, streetwear and lifestyle tradeshows in the world. He sold a majority of Agenda to ReeedPOP, which owns Comic Con and stayed on in a development role. Eventually, he developed other shows including ComplexCon, a smash hit culture and sneaker show in partnership with Complex.
Last year, Levant left to found NTWRK.
“That transition really happened through a conversation that I had with Jimmy Iovine in September of 2017,” Levant told me in an interview last year. “I got introduced to him by a friend. He expressed his interest in a new company for him and his son, and we had similar interests and ideas around that. That night that I met him, I went home, stayed up all night to 4:00 in the morning and wrote the entire business plan for NTWRK.”
Iovine ended up as an investor via the MSA Enterprises vehicle, along with Warner Bros. Digital Networks, LeBron James, Maverick Carter and Arnold Schwarzenegger. Jimmy’s son Jamie is a co-founder and Head of Fandom at NTWRK.
One of Levant’s big takeaways from his time with ComplexCon and Agenda was that the physical audiences were valuable but a digital audience is built to foster through earned media and user-generated content around these lifestyle events.
“There’s 50,000 people in the room but I think there’s probably a million people online who want to engage with those products and that content,” said Levant. “Maybe I felt a little bit like I was using my skill set and I wasn’t extracting the full value out of it because I wasn’t in the e-com or digital media business in the past. I think that was a key unlock for me, how do I do that better with a phase two of my career?”
The past few months have seen a series of high profile launches and collaborations with sneaker and streetwear people. And now, the Live Nation and Drake tie up will lead to artist-driven collections sold on NTWRK’s app, unique ticket access, promo bundles developed by NTWKR and, yes, a new live event called NTWRK Presents that will launch in Q4.
In recent months, Drake sold some of his tour merch exclusively on NTWRK.
They’ve also been running auctions for rare resell market items like Supreme guitars and sneakers.
The concept of shopping as entertainment is far from new. There’s a reason that the easy buzzphrase people attach to NTWRK is ‘QVC for millennials’. But there has yet to be a platform that has managed to pin together the right culture with the right delivery mechanism at the right time. NTWRK has a chance to do this I believe because Levant has the taste for it, but also because he’s backing into this from a place of understanding when it comes to culture.
Too many times we see the technology of the platform take center stage — a clever delivery mechanism or good design. But, fundamentally, most tech companies are absolutely crap at culture. They’re too homogenic — they do not allow for and encourage the influence of the spaces that they’re catering to.
Black Twitter made Twitter. Creators of color made Vine. Asian and Indian users dominate Whatsapp. But when there is an attempt to engage even niche cultures in commerce or monetization the lack of inclusivity and understanding causes them to just screw up over and over.
Having started with live events that existed primarily as a framework for culture to create its own moments, Levant and NTWRK are in a better position to figure this out. If you’ve ever been to an Agenda or ComplexCon you know what I mean. There’s this pungent melange of culture, music, money, rare goods and ephemeral moment creation happening. The challenge is to make that work in a digital context, of course, and then to sort of ‘re-export’ that back into event formats.
“I think that, as I’ve said countless times, physical events have a huge organic digital ripple, but we needed the digital platform to already be established and scalable before we implemented the physical events, to have an effect on the larger digital platform,” Levant says about moving NTWRK into an IRL context. “In my previous roles, I spent 15 years really focusing on the physical experiential events and towards the end of my career doing that I came to the realization I was doing it backwards.”
I don’t necessarily think that this model’s going to work for everybody. I think Levant and co have a unique skill of bringing people together and I think the celebrity thing is a strong overall angle – right down to the investors.
“Obviously Drake is an icon that has massive influence over all of pop culture and I think there are few people in that category of him that can capture consumer’s imagination,” says Levant. “I couldn’t think of someone better than him to be involved with our company.”
There are other angles too, though, that still have the same thing at the core. NTWRK is creating this engaged audience and they’re giving them value and then offering them a very on-the-face, honest transaction: “Look, here’s this thing. If you buy it, we benefit. Thanks, peace.”
That kind of interaction model is foreign to media because of this idea that advertising is the only gain and the only way to build that monetary relationship. I think people are going to start to get wise to that but they still are very resistant.
“We were out there, talking to every brand and every agency in the world and it’s really interesting to watch who gets it and who’s totally confused,” said Levant when we spoke about the launch. “It’s really fun to have these conversations because people are just like, ‘Wait, what are you doing?’
They have a really hard time grasping it and they don’t know who we should talk to. Should we be talking to the media buying team? Should we be talking to the wholesale team? Should we talk to the PR team? I’m like, ‘No, we’re talking to everybody.””
“Companies tend to divide their business up into these silos, these business units and these internal categories and they usually don’t collaborate and play well together and when you get these big, global organizations, their head’s spinning because they don’t know who we should talk to because no one’s done this one-to-one yet.”
Right now as I write this I’m watching Bobby Hundreds talk live about his memoir This is Not A T-Shirt — while selling a bundle that includes the book and, yes, a t-shirt. Hundreds (Bobby Kim), built a streetwear brand when it was definitely not a thing to build a streetwear brand.
The bundle runs $ 50. I’m thinking about buying it.