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mmhmm, the video conferencing software, kicks off summer with a bunch of new features

mmhmm, the communications platform developed by Phil Libin and the All Turtles team, is getting a variety of new features. According to Libin, there are parts of video communication today that can not only match what we get in the real world, but exceed it.

That’s how this next iteration of mmhmm is meant to deliver.

The new headline feature is mmhmm Chunky, which allows the presenter to break up their script and presentation into “chunks.” Think of the presenter the same way you think of slides in a deck. Each one gets the full edit treatment and final polish. With Chunky, mmhmm users can break up their presentation into chunks to perfect each individual bit of information.

A presenter can switch between live and pre-recorded chunks in a presentation. So you can imagine a salesman making a pitch and switching over to his explanation of the pricing as a pre-recorded piece of his pitch, or a teacher who has a pre-recorded chunk on a particular topic can throw to that mid-class.

But mmhmm didn’t just think about the creation side, but also the consumption side. Folks in the audience can jump around between chunks and slides to catch up, or even view in a sped-up mode to consume more quickly. Presenters can see where folks in the audience are as they present or later on.

Libin sees this feature as a way to supercharge time.

“At mmhmm, we stopped doing synchronous updates with our fully distributed team,” said Libin. “We don’t have meetings anymore where people take turns updating each other because it’s not very efficient. Now the team just sends around their quick presentations, and I can watch it in double speed because people can listen faster than people can talk. But we don’t have to do it at the same time. Then, when we actually talk synchronously, it’s reserved for that live back-and-forth about the important stuff.”

mmhmm is also announcing that it has developed its own video player, allowing folks to stream their mmhmm presentations to whichever website they’d like. As per usual, mmhmm will still work with Zoom, Google Meet, etc.

The new features list also includes an updated version of Copilot. For folks who remember, Copilot allowed one person to present and another person to “drive,” or art direct, the presentation from the background. Copilot 2.0 lets two people essentially video chat side by side, in whatever environment they’d like.

Libin showed me a presentation/conversation he did with a friend where they were both framed up in Libin’s house. He clarified that this feature works best with one-on-one conversations, or, one-on-one conversations in front of a large audience, such as a fireside chat.

Alongside mmhmm Chunky, streaming and Copilot 2.0, the platform is also doing a bit of spring cleaning with regards to organization. Users will have a Presentation Library where they can save and organize their best takes, and organizations can also use “Loaf” to store all the best videos and presentations company-wide for consumption later. The team also revamped Presets to make it easier to apply a preset to a bunch of slides at once or switch between presets more easily.

A couple other notes: mmhmm is working to bring the app to both iOS and Android very soon, and launch out of beta on Windows.

Libin explained that not every single feature described here will launch today, but rather you’ll see features trickle out each week as we head into summer. He’ll be giving a keynote on the new features here at 10 a.m. PT/1 p.m. ET.

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Australian startup Pyn raises $8M seed to bring targeted communication in-house

Most marketers today know how to send targeted communications to customers, and there are many tools to help, but when it comes to sending personalized in-house messages, there aren’t nearly as many options. Pyn, an early-stage startup based in Australia, wants to change that, and today it announced an $8 million seed round.

Andreessen Horowitz led the investment with help from Accel and Ryan Sanders (the co-founder of BambooHR) and Scott Farquhar (co-founder and co-CEO at Atlassian).

That last one isn’t a coincidence, as Pyn co-founder and CEO Joris Luijke used to run HR at the company and later at Squarespace and other companies, and he saw a common problem trying to provide more targeted messages when communicating internally.

“I’ve been trying to do this my entire professional life, trying to personalize the communication that we’re sending to our people. So that’s what Pyn does. In a nutshell, we radically personalize employee communications,” Luijke explained. His co-founder Jon Williams was previously a co-founder at Culture Amp, an employee experience management platform he helped launch in 2011 (and which raised more than $150 million), so the two of them have been immersed in this idea.

They bring personalization to Pyn by tracking information in existing systems that companies already use, such as Workday, BambooHR, Salesforce or Zendesk, and they can use this data much in the same way a marketer uses various types of information to send more personalized messages to customers.

That means you can cut down on the company-wide emails that might not be relevant to everyone and send messages that should matter more to the people receiving them. And as with a marketing communications tool, you can track how many people have opened the emails and how successful you were in hitting the mark.

David Ulevitch, general partner at a16z and lead investor in this deal, points out that Pyn also provides a library of customizable communications materials to help build culture and set policy across an organization. “It also treats employee communication channels as the rails upon which to orchestrate management practices across an organization [by delivering] a library of management playbooks,” Ulevitch wrote in a blog post announcing the investment.

The startup, which launched in 2019, currently has 10 employees, with teams working in Australia and the Bay Area in California. Williams says that already half the team is female and the plan is to continue putting diversity front and center as they build the company.

“Joris has mentioned ‘radical personalization’ as this specific mantra that we have, and I think if you translate that into an organization, that is all about inclusion in reality, and if we want to be able to cater for all the specific needs of people, we need to understand them. So [diversity is essential] to us,” Williams said.

While the company isn’t ready to discuss specifics in terms of customer numbers, it cites Shopify, Rubrik and Carta as early customers, and the founders say there was a lot of interest when the pandemic hit last year and the need for more frequent and meaningful types of communication became even more paramount.

 

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Engine Biosciences expands its digital drug discovery pipeline with $43M round

Drug discovery is a large and growing field, encompassing both ambitious startups and billion-dollar Big Pharma incumbents. Engine Biosciences is one of the former, a Singaporean outfit with an expert founding crew and a different approach to the business of finding new therapeutics, and it just raised $43 million to keep growing.

Digital drug discovery in general means large-scale analysis of biological data like genes, gene expression, protein structures, binding sites, things like that. Where it has hit a wall in the past is not on the digital side, where any number of likely molecules or processes can be generated, but on the next step, when those notions need to be tested in vitro. So a new crop of biotech companies have worked to integrate these aspects.

Engine does so with a pair of tools it has dubbed NetMAPPR and CombiGEM. NetMAPPR is a huge sort of search engine for genes and gene interactions, taking special note of “errors” that could provide a foothold for a molecule or treatment. CombiGEM is like a mass genetic testing process that can look into thousands of gene combinations and edits on diseased cells simultaneously, providing quick experimental confirmation of the targets and effects proposed by the digital side. The company is focused on anti-cancer drugs but is looking into other fields as they become viable.

Jeffrey Lu, Co-Founder and CEO, Engine Biosciences

Image Credits: Engine Biosciences

The focus on gene interactions sets their approach apart, said co-founder and CEO Jeffrey Lu.

“Gene interactions are relevant to all diseases, and in cancers, where we focus, a proven approach for effective precision medicines,” he explained. “For example, there are four approved drugs targeting the PARP enzyme in the context of mutation in the BRCA gene that is changing cancer treatment for millions of people. The fundamental principle of this precision medicine is based on understanding the gene interaction between BRCA and PARP.”

The company raised a $10 million seed in 2018 and has been doing its thing ever since — but it needs more money if it’s going to bring some of these things to market.

“We already have chemical compounds directed toward the novel biology we have uncovered,” said Lu. “These are effectively prototype drugs, which are showing anti-cancer effects in diseased cells. We need to refine and optimize these prototypes to a suitable candidate to enter the clinic for testing in humans.”

Right now they’re working with other companies to do the next step up from automated testing, which is to say animal testing, to clear the way for human trials.

The CombiGEM experiments — hundreds of thousands of them — produce a large amount of data as well, and they’re sharing and collaborating on that front with several medical centers throughout Asia. “We have built what we believe to be the largest data compendium related to gene interactions in the context of cancer disease relevance,” said Lu, adding that this is crucial to the success of the machine learning algorithms they employ to predict biological processes.

The $43 million round was led by Polaris Partners, with participation by newcomers Invus and a long list of existing investors. The money will go toward the requisite testing and paperwork involved in bringing a new drug to market based on promising leads.

“We have small molecule compounds for our lead cancer programs with data from in vitro (in cancer cells) experiments. We are refining the chemistry and expanding studies this year,” said Lu. “Next year, we anticipate having our first drug candidate enter the late preclinical phase of development and regulatory work for an IND (investigational new drug) filing with the FDA, and starting the clinical trials in 2023.”

It’s a long road to human trials, let alone widespread use, but that’s the risk any drug discovery startup takes. The carrot dangling in front of them is not just the possibility of a product that could generate billions in income, but perhaps save the lives of countless cancer patients awaiting novel therapies.

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Tesla has installed 200,000 Powerwalls around the world so far

Tesla has installed its 200,000th Powerwall, the company’s home battery storage product, the company said in a tweet on Wednesday. Tesla’s CFO Zachary Kirkhorn told investors during a first-quarter earnings call in April that Tesla is continuing to work through a “multi-quarter backlog on Powerwall,” suggesting that the volume of installations will continue to soar in coming months.

During that earnings call, Tesla CEO Elon Musk said the company will no longer sell its Solar Roof panel product without a Powerwall. He said widespread installation of solar panels plus home battery packs (Tesla built, of course) would turn every home into a distributed power plant.

“…Every solar Powerwall installation that the house or apartment or whatever the case may be, will be its own utility,” he said. “And so even if all the lights go out in the neighborhood, you will still have power. So that gives people energy security. And we can also, in working with the utilities, use the Powerwalls to stabilize the overall grid.”

He noted the unprecedented winter storm in Texas in February, which, combined with record-breaking demand for electricity, left millions without power in freezing temperatures. He suggested that under that scenario, utilities could work with customers who have Powerwalls to release stored electricity back on the grid to meet that demand.

“So if the grid needs more power, we can actually then with the consent, obviously, of the homeowner and the partnership with the utility, we can then actually release power on to the grid to take care of peak power demand,” he said.

Tesla hit the 100,000 milestone for Powerwall installations in April 2020, five years after it debuted the first-generation Powerwall. That means that sales numbers that took the company five years to achieve were doubled in a single year.

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Vise CEO Samir Vasavada and Sequoia’s Shaun Maguire break down the art of the pitch

In just a few short years, Vise has gone from launching on the Disrupt Battlefield stage to unicorn. Co-founders Samir Vasavada and Runik Mehrotra met Sequoia’s Shaun Maguire at an afterparty at the event, and Maguire ended up leading a seed and Series A round while Sequoia led the Series B. Last week, Vise raised its Series C of $65 million and was officially valued at $1 billion post-money.

A good pitch deck is short and simple, and covers the key points in less than 12 words a slide.

We sat down with Vasavada and Maguire to talk about the early fundraising process for Vise, specifically the seed round, and get a look at the startup’s first pitch deck. We discussed what Vasavada has learned about delivering a good fundraising pitch, and what stood out about the pitch and the product for Maguire.

Simplicity is key

Vasavada says he’s made dozens of pitch decks since starting Vise and that this early deck was not his best because it was trying to do too much.

“A good pitch deck is short and simple, and covers the key points in less than 12 words a slide,” said Vasavada, adding that many founders think they need to show investors every part of their business.

“The deck has to show that you’re solving an important problem, that you’ve got the path to an important solution, that there is a big market opportunity, and that your team is positioned to execute,” he said. “Those are the only four things that matter. Everything else can be discussed in the Q&A.”

The goal of a pitch meeting is not to get the “yes” instantly, and satisfy every curiosity, but rather to give the investor something to think about and a reason to want another conversation.

Vasavada explained to the audience that this early seed deck certainly went into too much detail and was too text-heavy. (You can check out the full deck below.)

Why will this product be successful right now?

Beyond the problem, solution, market and team, there is an additional X factor that makes a difference in pitching for fundraising.

Timing can make or break a startup. Incredible ideas, ones that have gone on to be some of the biggest businesses in the world, have fizzled out and died for being too early.

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Poparazzi hypes itself to the top of the App Store

If Instagram’s photo tagging feature was spun out into its own app, you’d have the viral sensation Poparazzi, now the No. 1 app on the App Store. The new social networking app, from the same folks behind TTYL and others, lets you create a social profile that only your friends can post photos to — in other words, making your friends your own “paparazzi.” To its credit, the new app has perfectly executed on a series of choices designed to fuel day-one growth — from its prelaunch TikTok hype cycle to drive App Store preorders to its postlaunch social buzz, including favorable tweets by its backers. But the app has also traded user privacy in some cases to amplify network effects in its bid for the Top Charts, which is a risky move in terms of its long-term staying power.

The company positions Poparazzi as a sort of anti-Instagram, rebelling against today’s social feeds filled with edited photos, too many selfies and “seemingly effortless perfection.” People’s real lives are made up of many unperfect moments that are worthy of being captured and shared, too, a company blog post explains.

This manifesto hits the right notes at the right time. User demand for less performative social media has been steadily growing for years — particularly as younger, Gen Z users wake up to the manipulations by tech giants. We’ve already seen a number of startups try to siphon users away from Instagram using similar rallying cries, including Minutiae, Vero, Dayflash, Oggl and, more recently, the once-buzzy Dispo and the under-the-radar Herd.

Even Facebook has woken up to consumer demand on this front, with its plan to roll out new features that allow Facebook and Instagram users to remove the Like counts from their posts and their feeds.

Poparazzi hasn’t necessarily innovated in terms of its core idea — after all, tagging users in photos has existed for years. In fact, it was one of the first viral effects introduced by Facebook in its earlier days.

Instead, Poparazzi hit the top of the charts by carefully executing on growth strategies that ensured a rocket ship-style launch.

@poparazziappcomment it! ##greenscreen ##poparazziapp ##positivity ##foryoupage♬ Milkshake – BBY Kodie

The company began gathering prelaunch buzz by driving demand via TikTok — a platform that’s already helped mint App Store hits like the mobile game High Heels. TikTok’s powers are still often underestimated, even though its potential to send apps up the Top Charts have successfully boosted downloads for a number of mobile businesses, including TikTok sister app CapCut and e-commerce app Shein, for example.

And Poparazzi didn’t just build demand on TikTok — it actually captured it by pointing users to its App Store preorders page via the link in its bio. By the time launch day rolled around, it had a gaggle of Gen Z users ready and willing to give Poparazzi a try.

The app launches with a clever onboarding screen that uses haptics to buzz and vibrate your phone while the intro video plays. This is unusual enough that users will talk and post about how cool it was — another potential means of generating organic growth through word-of-mouth.

After getting you riled up with excitement, Poparazzi eases you into its bigger data grab.

First, it signs up and authenticates users through a phone number. Despite Apple’s App Store policy, which requires it, there is no privacy-focused option to use “Sign In with Apple,” which allows users to protect their identity. That would have limited Poparazzi’s growth potential versus its phone number and address book access approach.

It then presents you with a screen where it asks for permission to access your Camera (an obvious necessity) and Contacts (wait, all of them?), and permission to send you Notifications. This is where things start to get more dicey. The app, like Clubhouse once did, demands a full address book upload. This is unnecessary in terms of an app’s usability, as there are plenty of other ways to add friends on social media — like by scanning each other’s QR code, typing in a username directly or performing a search.

But gaining access to someone’s full Contacts database lets Poparazzi skip having to build out features for the privacy-minded. It can simply match your stored phone numbers with those it has on file from user signups and create an instant friend graph.

As you complete each permission, Poparazzi rewards you with green checkmarks. In fact, even if you deny the permission being asked, the green check appears. This may confuse users as to whether they’ve accidently given the app access.

While you can “deny” the Address Book upload — a request met with a tsk tsk of a pop-up message — Poparazzi literally only works with friends, it warns you — you can’t avoid being found by other Poparazzi users who have your phone number stored in their phone.

When users sign up, the app matches their address book to the phone number it has on file and then — boom! — new users are instantly following the existing users. And if any other friends have signed up before you, they’ll be following you as soon as you log in the first time.

In other words, there’s no manual curation of a “friend graph” here. The expectation is that your address book is your friend graph, and Poparazzi is just duplicating it.

Of course, this isn’t always an accurate presentation of reality.

Many younger people, and particularly women, have the phone numbers of abusers, stalkers and exes stored in their phone’s Contacts. By doing so, they can leverage the phone’s built-in tools to block the unwanted calls and texts from that person. But because Poparazzi automatically matches people by phone number, abusers could gain immediate access to the user profiles of the people they’re trying to harass or hurt.

Sure, this is an edge case. But it’s a nontrivial one.

It’s a well-documented problem, too — and one that had plagued Clubhouse, which similarly required full address book uploads during its early growth phase. It’s a terrible strategy to become the norm, and one that does not appear to have created a lasting near-term lock-in for Clubhouse. It’s also not a new tactic. Mobile social network Path tried address book uploads nearly a decade ago and almost everyone at the time agreed this was not a good idea.

As carefully designed as Poparazzi is — (it’s even got a blue icon — a color that denotes trustworthiness!) — it’s likely the company intentionally chose the trade-off. It’s forgoing some aspects of user privacy and safety in favor of the network effects that come from having an instant friend graph.

The rest of the app then pushes you to grow that friend graph further and engage with other users. Your profile will remain bare unless you can convince someone to upload photos of you. A SnapKit integration lets you beg for photo tags over on Snapchat. And if you can’t get enough of your friends to tag you in photos, then you may find yourself drawn to the setting “Allow Pops from Everyone,” instead of just “People You Approve.”

There’s no world in which letting “everyone” upload photos to a social media profile doesn’t invite abuse at some point, but Poparazzi is clearly hedging its bets here. It likely knows it won’t have to deal with the fallout of these choices until further down the road — after it’s filled out its network with millions of disgruntled Instagram users, that is.

Dozens of other growth hacks are spread throughout the app, too, from multiple pushes to invite friends scattered throughout the app to a very Snapchatt-y “Top Poparazzi” section that will incentivize best friends to keep up their posting streaks.

It’s a clever bag of tricks. And though the app does not offer comments or followers counts, it isn’t being much of an “anti-Instagram” when it comes to chasing clout. The posts — which can turn into looping GIFs if you snap a few in a row — may be more “authentic” and unedited than those on Instagram; but Poparazzi users react to posts with a range of emojis and how many reactions a post receives is shown publicly.

For beta testers featured on the explore page, reactions can be in the hundreds or thousands — effectively establishing a bar for Pop influence.

Finally, users you follow have permission to post photos, but if you unfollow them — a sure sign that you no longer want them to be in your poparazzi squad — they can still post to your profile. As it turns out, your squad is managed under a separate setting under “Allow Pops From.” That could lead to trouble. At the very least, it would be nice to see the app asking users if they also want to remove the unfollowed account’s permission to post to your profile at the time of the unfollow.

Overall, the app can be fun — especially if you’re in the young, carefree demographic it caters to. Its friend-centric and ironically anti-glam stance is promising as well. But additional privacy controls and the ability to join the service in a way that offers far more granular control of your friend graph in order to boost anti-abuse protections would be welcome additions. 

TechCrunch tried to reach Poparazzi’s team to gain their perspective on the app’s design and growth strategy, but did not hear back. (We understand they’re heads down for the time being.) We understand, per SignalFire’s Josh Constine and our own confirmation, that Floodgate has invested in the startup, as has former TechCrunch co-editor Alexia Bonatsos’ Dream Machine and Weekend Fund.

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Databricks introduces Delta Sharing, an open-source tool for sharing data

Databricks launched its fifth open-source project today, a new tool called Delta Sharing designed to be a vendor-neutral way to share data with any cloud infrastructure or SaaS product, so long as you have the appropriate connector. It’s part of the broader Databricks open-source Delta Lake project.

As CEO Ali Ghodsi points out, data is exploding, and moving data from Point A to Point B is an increasingly difficult problem to solve with proprietary tooling. “The number one barrier for organizations to succeed with data is sharing data, sharing it between different views, sharing it across organizations — that’s the number one issue we’ve seen in organizations,” Ghodsi explained.

Delta Sharing is an open-source protocol designed to solve that problem. “This is the industry’s first-ever open protocol, an open standard for sharing a data set securely. […] They can standardize on Databricks or something else. For instance, they might have standardized on using AWS Data Exchange, Power BI or Tableau — and they can then access that data securely.”

The tool is designed to work with multiple cloud infrastructure and SaaS services and out of the gate there are multiple partners involved, including the Big Three cloud infrastructure vendors Amazon, Microsoft and Google, as well as data visualization and management vendors like Qlik, Starburst, Collibra and Alation and data providers like Nasdaq, S&P and Foursquare

Ghodsi said the key to making this work is the open nature of the project. By doing that and donating it to The Linux Foundation, he is trying to ensure that it can work across different environments. Another big aspect of this is the partnerships and the companies involved. When you can get big-name companies involved in a project like this, it’s more likely to succeed because it works across this broad set of popular services. In fact, there are a number of connectors available today, but Databricks expects that number to increase over time as contributors build more connectors to other services.

Databricks operates on a consumption pricing model much like Snowflake, meaning the more data you move through its software, the more money it’s going to make, but the Delta Sharing tool means you can share with anyone, not just another Databricks customer. Ghodsi says that the open-source nature of Delta Sharing means his company can still win, while giving customers more flexibility to move data between services.

The infrastructure vendors also love this model because the cloud data lake tools move massive amounts of data through their services and they make money too, which probably explains why they are all on board with this.

One of the big fears of modern cloud customers is being tied to a single vendor as they often were in the 1990s and early 2000s when most companies bought a stack of services from a single vendor like Microsoft, IBM or Oracle. On one hand, you had the veritable single throat to choke, but you were beholden to the vendor because the cost of moving to another one was prohibitively high. Companies don’t want to be locked in like that again and open source tooling is one way to prevent that.

Databricks was founded in 2013 and has raised almost $2 billion. The latest round was in February for $1 billion at a $28 billion valuation, an astonishing number for a private company. Snowflake, a primary competitor, went public last September. As of today, it has a market cap of over $66 billion.

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EV fast charger developer Tritium to go public via SPAC merger at $1.2B valuation

Another day, another mobility SPAC deal. This time, it’s Tritium, a Brisbane-based developer and producer of direct current fast EV chargers that is taking the SPAC path to the public market in a deal valuing the company at $1.2 billion.

Tritium said Wednesday it will be heading to the Nasdaq via a merger with special purpose acquisition company Decarbonization Plus Acquisition Corp. II, or DCRN, though it declined to provide a timeline for when the transaction is expected to close. The transaction is expected to generate gross proceeds of up to $403 million. Tritium will be listed under the ticker “DCFC.”

This particular SPAC deal is unusual in that it does not include private investment in public equity, or PIPE — a fundraising round that typically occurs at the time of the merger and injects more capital into the company.

“We didn’t need a PIPE because DCRN is a more than $400 million SPAC and our shareholder group agreed to a minimum cash closing of just $200 million, which significantly reduces redemption risk,” Tritium CEO Jane Hunter told TechCrunch. “Also, our revenue has grown at a compound annual growth rate (CAGR) of 56% since 2016 as we expand our presence in major markets where we have a significant market share, such as the U.S. and Europe. This revenue growth helps to reduce our reliance upon new funds to implement our growth strategy.”

Founded in 2001, Tritium manufactures charger hardware and software for direct current fast chargers. Its products can recharge an EV battery, adding 20 miles in a minute or 100 miles in five minutes, DPAC II chairman Robert Tichio said during an investors call Wednesday. DC chargers are more costly than alternating current (AC) chargers but they send power to the vehicle much more quickly. Generally, AC chargers are installed at home, where a driver can plug in their vehicle overnight, while DC chargers are more frequently found at public charging stations.

“Drivers will want the experience of public charging to be as close as possible to their current experience at the gas pump — just a few minutes to get enough range to get on with your day,” Hunter said.

Tritium’s largest market is Europe, which composes around 70% of the company’s revenue, followed by North America at 20% and Asia at 10%, Hunter told investors Wednesday. The company will use the capital from the transaction to expand its manufacturing capacity and grow sales.

Demand for public EV charging stations is expected to mushroom over the next two decades alongside the growing market share of EVs. According to analysts Grandview Research, the EV charging infrastructure market was valued at $2 billion in 2020. It is expected to grow by nearly 39% through 2028. President Joe Biden said building out a national EV charging network was a key priority under his proposed $2 trillion infrastructure plan.

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Zoom fatigue no more: Rewatch raises $20M to index, transcribe and store enterprise video content

We don’t hear as much these days about “Zoom fatigue” as we did in the first months after the COVID-19 pandemic kicked off last year, but what’s less clear is whether people became more tolerant of the medium, or if they found ways of coping with it better, or if they were hopeful that tools for coping would soon be around the corner.

Today, a startup that has come up with a solution to handling all that video is announcing some funding to grow, on the understanding that whatever people are doing with video today, there will be a lot more video to handle in the future, and they will need more than just a good internet connection, microphone and video camera to deal with it.

Rewatch, which has built a set of tools for organizations to create a “system of record” for their internal video archives — not just a place to “rewatch” all of their older live video calls, but to search and organise information arising from those calls — has closed a $20 million round of funding.

Along with this, Rewatch from today is opening up its platform from invite-only to general availability.

This latest round is a Series A and is being led by Andreessen Horowitz, with Semil Shah at Haystack and Kent Goldman at Upside Partners, as well as a number of individuals, also participating.

It comes on the heels of Rewatch announcing a $2 million seed round only in January of this year. But it’s had some buzz in the intervening months: Customers that have started using Rewatch include GitHub (where co-founders Connor Sears and Scott Goldman previously worked together), Brex, Envoy and The Athletic.

The issue that Rewatch is tackling is the fact that a lot more of our work communications are happening over video. But while video calling has been hailed as a great boost to productivity — you can work wherever you are now, as long as you have a video connection — in fact, it’s not.

Yes, we are talking to each other a lot, but we are also losing information from those calls because they’re not being tracked as well as they could be. And, by spending all of our time talking, many of us are working on other things less, or are confined into more rigid times when we can.

Rewatch has built a system that plugs into Zoom and Google Meet, two of the most-used video tools in the workplace, and automatically imports all of your office’s or team’s video chats into a system. This lets you browse libraries of video-based conversations or meetings to watch them on-demand, on your time. It also provides transcripts and search tools for finding information in those calls.

You can turn off the automatic imports, or further customize how meetings are filed or accessibility. Sears said that Rewatch can be used for any video created on any platform; for now those require manually importing the videos into the Rewatch system.

Sears also said that over time it will also be adding ways to automatically turn items from meetings into, say, work tickets to follow them up.

While there are a number of transcription services available on tap these days, as well as any number of cloud-based storage providers where you can keep video archives, what is notable about Rewatch is that it has identified the pain point of managing and indexing those archives and keeping them in a single place for many to use.

In this way, Rewatch is highlighting and addressing what I think of as the crux of the productivity paradox.

Essentially, it is this: The tech industry has given us a lot of tools to help us work better, but actually, the work required to use those tools can outweigh the utility of the tools themselves.

(And I have to admit, this is one of the reasons I’ve grown to dislike Slack. Yes, we all get to communicate on it, and it’s great to have something to connect all of us, but it just takes up so much damn time to read through everything and figure out what’s useful and what is just watercooler chat.)

“We go to where companies already are, and we automate, pull in video so that you don’t have to think about it,” Sears said. “The effort around a lot of this takes a lot of diligence to make sure people are recording and transcribing and distributing and removing. We are making this seamless and effortless.”

It sometimes feels like we are on the cusp, technologically, of leaning on tools by way of AI and other innovations that might finally cross that chasm and give us actual productivity out of our productivity apps.

In another example of how this is playing out, Dooly, which raised funding last week, is looking to do the same in the world of sales software (automatically populating various sales software with data from your phone, video and text chats, and other sources).

Similarly, we’re starting to see an interesting wave of companies emerge that are looking for better ways to manage and tap into all that video content that we now have swimming around us.

AnyClip, which announced funding yesterday, is also applying better analytics and search to internal company video libraries, but also has its sights on a wider opportunity: organizing any video trove. That points, too, to the bigger opportunity for Rewatch.

For now, though, enterprises and businesses are an opportunity enough.

“As investors we get excited about founders first and foremost, and Connor and Scott immediately impressed us with their experience, clear articulation of the problem, and their vision for how Rewatch could be the end-all solution for video and knowledge management in an organization,” noted David Ulevitch, a general partner at Andreessen Horowitz, in a blog post. “They both worked at GitHub in senior roles from the early days, as a Senior Director of Product Design and a Principal Engineer, respectively, and have first-hand experience scaling a product. Since founding Rewatch in early 2020, they have very quickly built a great product, sold it to large-scale customers, and hired top-tier talent, demonstrating rapid founder and company velocity that is key to building an enduring company.”

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Facebook and Instagram will now allow users to hide ‘Like’ counts on posts

Facebook this week will begin to publicly roll out the option to hide Likes on posts across both Facebook and Instagram, following earlier tests beginning in 2019. The project, which puts the decision about Likes in the hands of the company’s global user base, had been in development for years, but was deprioritized due to the COVID-19 pandemic and the response work required on Facebook’s part, the company says.

Originally, the idea to hide Like counts on Facebook’s social networks was focused on depressurizing the experience for users. Often, users faced anxiety and embarrassment around their posts if they didn’t receive enough Likes to be considered “popular.” This problem was particularly difficult for younger users who highly value what peers think of them — so much so that they would take down posts that didn’t receive enough Likes.

Like-chasing on Instagram, especially, also helped create an environment where people posted to gain clout and notoriety, which can be a less authentic experience. On Facebook, gaining Likes or other forms of engagement could also be associated with posting polarizing content that required a reaction.

As a result of this pressure to perform, some users grew hungry for a “Like-free” safer space, where they could engage with friends or the wider public without trying to earn these popularity points. That, in turn, gave rise to a new crop of social networking and photo-sharing apps such as MinutiaeVeroDayflashOggl and, now, newcomers like Dispo and newly viral Poparazzi.

Though Facebook and Instagram could have chosen to remove Likes entirely and take its social networks in a new direction, the company soon found that the metric was too deeply integrated into the product experience to be fully removed. One key issue was how the influencer community today trades on Likes as a form of currency that allows them to exchange their online popularity for brand deals and job opportunities. Removing Likes, then, is not necessarily an option for these users.

Instagram realized that if it made a decision for its users, it would anger one side or the other — even if the move in either direction didn’t really impact other core metrics, like app usage.

Image Credits: Instagram

“How many likes [users] got, or other people got — it turned out that it didn’t actually change nearly as much about the experience, in terms of how people felt or how much they use the experience, as we thought it would. But it did end up being pretty polarizing,” admitted Instagram head, Adam Mosseri. “Some people really liked it and some people really didn’t.”

“For those who liked it, it was mostly what we had hoped — which is that it depressurized the experience. And, for those who didn’t, they used Likes to get a sense for what was trending or was relevant on Instagram and on Facebook. And they were just super annoyed that we took it away,” he added. This latter group sometimes included smaller creators still working on establishing a presence across social media, though larger influencers were sometimes in favor of Like removals. (Mosseri name-checked Katy Perry as being pro Like removals, in fact.)

Ultimately, the company decided to split the difference. Instead of making a hard choice about the future of its online communities, it’s rolling out the “no Likes” option as a user-controlled setting on both platforms.

On Instagram, both content consumers and content producers can turn on or off Like and View counts on posts — which means you can choose to not see these metrics when scrolling your own Feed and you can choose whether to allow Likes to be viewed by others when you’re posting. These are configured as two different settings, which provides for more flexibility and control.

Image Credits: Instagram

On Facebook, meanwhile, users access the new setting from the “Settings & Privacy” area under News Feed Settings (or News Feed Preferences on desktop). From here, you’ll find an option to “Hide number of reactions” to turn this setting off for both your own posts and for posts from others in News Feed, groups and Pages.

The feature will be made available to both public and private profiles, Facebook tells us, and will include posts you’ve published previously.

Image Credits: Facebook

Instagram last month restarted its tests on this feature in order to work out any final bugs before making the new settings live for global users, and said a Facebook test would come soon. But it’s now forging ahead with making the feature available publicly. When asked why such a short test, Instagram told TechCrunch it had been testing various iterations on this experience since 2019, so it felt it had enough data to proceed with a global launch.

Mosseri also pushed back at the idea that a decision on Likes would have majorly impacted the network. While removal of Likes on Instagram had some impact on user behavior, he said, it was not enough to be concerning. In some groups, users posted more — signaling that they felt less pressure to perform, perhaps. But others engaged less, Mosseri said.

Image Credits: Facebook

“Often people say, ‘oh, this has a bunch of Likes. I’m gonna go check it out,’ ” the exec explained. “Then they read the comments, or go deeper, or swipe to the carousel. There’s been some small effects — some positive, some negative — but they’ve all been small,” he noted. Instagram also believes users may toggle on and off the feature at various times, based on how they’re feeling.

In addition, Mosseri pointed out, “there’s no rigorous research that suggests Likes are bad for people’s well-being” — a statement that pushes back over the growing concerns that a gamified social media space is bad for users’ mental health. Instead, he argued that Instagram is still a small part of people’s day, so how Likes function doesn’t affect people’s overall well-being.

“As big as we are, we have to be careful not to overestimate our influence,” Mosseri said.

He also dismissed some of the current research pointing to negative impacts of social media use as being overly reliant on methodologies that ask users to self-report their use, rather than measure it directly.

In other words, this is not a company that feels motivated to remove Likes entirely due to the negative mental health outcomes attributed to its popularity metrics.

It’s worth mentioning that another factor that could have come into play here is Instagram’s plan to make a version of its app available to children under the age of 13, as competitor TikTok did following its FTC settlement. In that case, hiding Likes by default — or perhaps adding a parental control option — would necessitate such a setting. Instagram tells TechCrunch that, while it’s too soon to know what it would do with a kids app, it will “definitely explore” a no Likes by default option.

Facebook and Instagram both told TechCrunch the feature will roll out starting on Wednesday but will reach global users over time. On Instagram, that may take a matter of days.

Facebook, meanwhile, says a small percentage of users will have the feature Wednesday — notified through an alert on News Feed — but it will reach Facebook’s global audience “over the next few weeks.”

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