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Can artificial intelligence give elephants a winning edge?

Images of elephants roaming the African plains are imprinted on all of our minds and something easily recognized as a symbol of Africa. But the future of elephants today is uncertain. An elephant is currently being killed by poachers every 15 minutes, and humans, who love watching them so much, have declared war on their species. Most people are not poachers, ivory collectors or intentionally harming wildlife, but silence or indifference to the battle at hand is as deadly.

You can choose to read this article, feel bad for a moment and then move on to your next email and start your day.

Or, perhaps you will pause and think: Our opportunities to help save wildlife, especially elephants, are right in front of us and grow every day. And some of these opportunities are rooted in machine learning (ML) and the magical outcome we fondly call AI.

Open-source developers are giving elephants a neural edge

Six months ago, amid a COVID-infused world, Hackster.io, a large open-source community owned by Avnet, and Smart Parks, a Dutch-based organization focused on wildlife conservation, reached out to tech industry leaders, including Microsoft, u-blox and Taoglas, Nordic Semiconductors, Western Digital and Edge Impulse with an idea to fund the R&D, manufacturing and shipping of 10 of the most advanced elephant tracking collars ever built.

These modern tracking collars are designed to deploy advanced machine-learning (ML) algorithms with the most extended battery life ever delivered for similar devices and a networking range more expansive than ever seen before. To make this vision even more audacious, they called to fully open-source and freely share the outcome of this effort via OpenCollar.io, a conservation organization championing open-source tracking collar hardware and software for environmental and wildlife monitoring projects.

Our opportunities to help save wildlife — especially elephants — are right in front of us and grow every day.

The tracker, ElephantEdge, would be built by specialist engineering firm Irnas, with the Hackster community coming together to make fully deployable ML models by Edge Impulse and telemetry dashboards by Avnet that will run the newly built hardware. Such an ambitious project was never attempted before, and many doubted that such a collaborative and innovative project could be pulled off.

Creating the world’s best elephant-tracking device

Only they pulled it off. Brilliantly. The new ElephantEdge tracker is considered the most advanced of its kind, with eight years of battery life and hundreds of miles worth of LoRaWAN networking repeaters range, running TinyML models that will provide park rangers with a better understanding of elephant acoustics, motion, location, environmental anomalies and more. The tracker can communicate with an array of sensors, connected by LoRaWAN technology to park rangers’ phones and laptops.

This gives rangers a more accurate image and location to track than earlier systems that captured and reported on pictures of all wildlife, which ran down the trackers’ battery life. The advanced ML software that runs on these trackers is built explicitly for elephants and developed by the Hackster.io community in a public design challenge.

“Elephants are the gardeners of the ecosystems as their roaming in itself creates space for other species to thrive. Our ElephantEdge project brings in people from all over the world to create the best technology vital for the survival of these gentle giants. Every day they are threatened by habitat destruction and poaching. This innovation and partnerships allow us to gain more insight into their behavior so we can improve protection,” said Smart Parks co-founder Tim van Dam.

Open-source, community-powered, conservation-AI at work

With hardware built by Irnas and Smart Parks, the community was busy building the algorithms to make it sing. Software developer and data scientist Swapnil Verma and Mausam Jain in the U.K. and Japan created Elephant AI. Using Edge Impulse, the team developed two ML models that will tap the tracker’s onboard sensors and provide critical information for park rangers.

The first community-led project, called Human Presence Detection, will alert park rangers of poaching risk using audio sampling to detect human presence in areas where humans are not supposed to be. This algorithm uses audio sensors to record sound and sight while sending it over the LoRaWAN network directly to a ranger’s phone to create an immediate alert.

The second model they named “Elephant Activity Monitoring.” It detects general elephant activity, taking time-series input from the tracker’s accelerometer to spot and make sense of running, sleeping and grazing to provide conservation specialists with the critical information they need to protect the elephants.

Another brilliant community development came from the other side of the world. Sara Olsson, a Swedish software engineer who has a passion for the national world, created a TinyML and IoT monitoring dashboard to help park rangers with conservation efforts.

With little resources and support, Sara built a full telemetry dashboard combined with ML algorithms to monitor camera traps and watering holes, while reducing network traffic by processing data on the collar and considerably saving battery life. To validate her hypothesis, she used 1,155 data models and 311 tests!

Sara Olsson's TinyML and IoT monitoring dashboard

Sara Olsson’s TinyML and IoT monitoring dashboard. Image Credits: Sara Olsson

She completed her work in the Edge Impulse studio, creating the models and testing them with camera traps streams from Africam using an OpenMV camera from her home’s comfort.

Technology for good works, but human behavior must change

Project ElephantEdge is an example of how commercial and public interest can converge and result in a collaborative sustainability effort to advance wildlife conservation efforts. The new collar can generate critical data and equip park rangers with better data to make urgent life-saving decisions about protecting their territories. By the end of 2021, at least ten elephants will be sporting the new collars in selected parks across Africa, in partnership with the World Wildlife Fund and Vulcan’s EarthRanger, unleashing a new wave of conservation, learning and defending.

Naturally, this is great, the technology works, and it’s helping elephants like never before. But in reality, the root cause of the problem runs much more profound. Humans must change their relationship to the natural world for proper elephant habitat and population revival to occur.

“The threat to elephants is greater than it’s ever been,” said Richard Leakey, a leading palaeoanthropologist and conservationist scholar. The main argument for allowing trophy or ivory hunting is that it raises money for conservation and local communities. However, a recent report revealed that only 3% of Africa’s hunting revenue trickles down to communities in hunting areas. Animals don’t need to die to make money for the communities you live around.

With great technology, collaboration and a commitment to address the underlying cultural conditions and the ivory trade that leads to most elephant deaths, there’s a real chance to save these singular creatures.

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If you didn’t make $1B this week, you are not doing VC right

The only thing more rare than a unicorn is an exited unicorn.

At TechCrunch, we cover a lot of startup financings, but we rarely get the opportunity to cover exits. This week was an exception though, as it was exitpalooza as Affirm, Roblox, Airbnb and Wish all filed to go public. With DoorDash’s IPO filing last week, this is upwards of $100 billion in potential float heading to the public markets as we make our way to the end of a tumultuous 2020.

All those exits raise a simple question — who made the money? Which VCs got in early on some of the biggest startups of the decade? Who is going to be buying a new yacht for the family for the holidays (or, like, a fancy yurt for when Burning Man restarts)? The good news is that the wealth is being spread around at least a couple of VC firms, although there are definitely a handful of partners who are looking at a very, very nice check in the mail compared to others.

So let’s dive in.

I’ve covered DoorDash’s and Airbnb’s investor returns in-depth, so if you want to know more about those individual returns, feel free to check out those analyses. But let’s take a more panoramic perspective of the returns of these five companies as a whole.

First, let’s take a look at the founders. These are among the very best startups ever built, and therefore, unsurprisingly, the founders all did pretty well for themselves. But there are pretty wide variations that are interesting to note.

First, Airbnb — by far — has the best return profile for its founders. Brian Chesky, Nathan Blecharczyk and Joe Gebbia together own nearly 42% of their company at IPO, and that’s after raising billions in venture capital. The reason for their success is simple: Airbnb may have had some tough early innings when it was just getting started, but once it did, its valuation just skyrocketed. That helped to limit dilution in its earlier growth rounds, and ultimately protected their ownership in the company.

David Baszucki of Roblox and Peter Szulczewski of Wish both did well: they own 12% and about 19% of their companies, respectively. Szulczewski’s co-founder Sheng “Danny” Zhang, who is Wish’s CTO, owns 4.9%. Eric Cassel, the co-founder of Roblox, did not disclose ownership in the company’s S-1 filing, indicating that he doesn’t own greater than 5% (the SEC’s reporting threshold).

DoorDash’s founders own a bit less of their company, mostly owing to the money-gobbling nature of that business and the sheer number of co-founders of the company. CEO Tony Xu owns 5.2% while his two co-founders Andy Fang and Stanley Tang each have 4.7%. A fourth co-founder, Evan Moore, didn’t disclose his share totals in the company’s filing.

Finally, we have Affirm . Affirm didn’t provide total share counts for the company, so it’s hard right now to get a full ownership picture. It’s also particularly hard because Max Levchin, who founded Affirm, was a well-known, multi-time entrepreneur who had a unique shareholder structure from the beginning (many of the venture firms on the cap table actually have equal proportions of common and preferred shares). Levchin has more shares all together than any of his individual VC investors — 27.5 million shares, compared to the second largest investor, Jasmine Ventures (a unit of Singapore’s GIC) at 22 million shares.

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Why is GoCardless COO Carlos Gonzalez-Cadenas pivoting to become a full-time VC?

Index Ventures, a London- and San Francisco-headquartered venture capital firm that primarily invests in Europe and the U.S., recently announced its latest partner. Carlos Gonzalez-Cadenas, currently COO of London-based fintech GoCardless and previously the chief product officer of Skyscanner, will join Index in January.

Gonzalez-Cadenas is a seasoned entrepreneur and operator, but has also become a prolific angel investor in the U.K. and Europe over the last three years, making more than 50 angel investments in total. Well-regarded by founders and co-investors, his transition to a full-time role in venture capital feels like quite a natural one.

Earlier this week, TechCrunch caught up with Gonzalez-Cadenas over Zoom to learn more about his new role at Index and how he intends to source deals and support founders. Index’s latest hire also shared his insights on Europe’s venture market, describing this era as the “best moment in entrepreneurship in Europe.”

TechCrunch: Let me start by asking, why do you want to become a VC? You’re obviously a well-established entrepreneur and operator, are you sure venture capital is the career for you?

Carlos Gonzalez-Cadenas: I’ve been an angel investor for the last three years and this is something that has basically grown for me quite organically. I started doing just a handful and seeing if this is something I like and over time it has grown quite a lot and so has the number of entrepreneurs I’m partnered with. And this is something I’ve been increasingly more excited to do. So it has grown organically and something that emotionally has been getting closer and closer as time has passed.

And the things I like more specifically are: One, I’m quite a curious person, and for me, investing gives you the possibility of learning a lot about different sectors, about different entrepreneurs, different ways of building businesses, and that is something that I enjoy a lot.

The second bit is that I care a lot about helping entrepreneurs, especially the next generation of entrepreneurs, build great businesses in Europe. I’ve been very lucky, in the past, to learn from great people, like Gareth [Williams, Skyscanner co-founder] and Hiroki [Takeuchi. CEO at GoCardless], in my journey. I feel a duty of helping the next generation of entrepreneurs and sharing all the things that I’ve learnt. I care a lot about setting up founders as much as possible for success and sharing all those experiences I’ve learned [from].

These are the key two motivations that have led me to decide that it would be a great time now to move to the investing side.

How have you managed your deal flow while having a full-time job and where is that deal flow coming from?

It is typically coming in three buckets. A part of it is coming from my entrepreneur and operator network. So there are entrepreneurs and operators I know that are referring other entrepreneurs to me. Another bucket is other investors that I typically co-invest with. Another bucket is venture capitalists. I basically tend to invest quite a lot with VCs and in some cases they are referring deals to me.

In terms of managing it alongside GoCardless, it takes quite a lot of effort. It requires a lot of dedication and time invested during evenings and weekends.

The good thing is that my network typically tends to send me quite highly curated deals so essentially the deal flow I have luckily tends to be quite high quality, which makes things a bit more manageable. But don’t get me wrong, it still takes quite a lot of effort even if the deal flow is relatively high quality.

Presumably you haven’t been able to be all that hands-on as an angel investor, so how are you going to make that transition and what is it that you think you bring with the operational side to venture?

The way I think about this is, the entrepreneurs I typically invest in and their companies tend to be quite capable in their day-to-day perspective. Where they tend to find more value in interactions with me is what I call the “moments of truth.” Those key decisions, those key points in the journey where essentially it can influence the trajectory of the business in a fundamental way. It could be things like, I am fundraising and I don’t know how to position the business. Or I’m thinking about my strategy for the next 18 months and I will basically welcome an experienced person giving me a qualified opinion.

Or I have a big people problem and I don’t know how to solve that problem and I need that third person who has been in my shoes before. Or it could be that I’m thinking about how to organize my team as I move from startup to scale-up and I need help from someone who has scaled teams before. Or could be that I’m hiring three executives and I don’t know what a great CMO looks like. It’s those high-impact, high-leverage questions that the entrepreneurs tend to find helpful engaging with me, as opposed to very detailed day-to-day things that most of the entrepreneurs I work with tend to be quite capable of doing. And so far that model is working. The other thing is that the model is quite scalable because you are engaging 2-3 times per year but those times are high quality and highly impactful for the entrepreneur.

I typically also tend to have pretty regular and frequent communication with entrepreneurs on Slack. It’s more like quick questions that can be solved, and I tend to get quite a lot of that. So I think it’s that bimodel approach of high-frequency questions that we can solve by asynchronous means or high-impact moments a few times per year where, essentially, we need to sit down and we need to think together deeply about the problem.

And I tend to do nothing in the middle, where essentially, it’s stuff that is not so impactful but takes a huge amount of time for everyone, that doesn’t tend to be the most effective way of helping entrepreneurs. Obviously, I’m guided by what entrepreneurs want from perspective, so I’m always training the models in response to what they need.

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Onit acquires legal startup McCarthyFinch to inject AI into legal workflows

Onit, a workflow software company based in Houston, announced this week that it has acquired 2018 TechCrunch Disrupt Battlefield alum McCarthyFinch. Onit intends to use the startup’s AI skills to beef up its legal workflow software offerings.

The companies did not share the purchase price.

After evaluating a number of companies in the space, Onit focused on McCarthyFinch, which gives it an artificial intelligence component the company’s legal workflow software had been lacking. “We evaluated about a dozen companies in the AI space and dug in deep on six of them. McCarthyFinch stood out from the pack. They had the strongest technology and the strongest team,” Eric M. Elfman, CEO and co-founder of Onit told TechCrunch.

The company intends to inject that AI into its existing Aptitude workflow platform. “Part of what really got me excited about McCarthyFinch was the very first conversation I had with their CEO, Nick Whitehouse. They considered themselves an AI platform, which complemented our approach and our workflow automation platform, Aptitude,” Elfman said.

McCarthyFinch CEO and co-founder Whitehouse says the startup was considering whether to raise more money or look at being acquired earlier this year when Onit made its interest known. At first, he wasn’t really interested in being acquired and was hoping to go the partner route, but over time that changed.

“I was very much on the partner track, and was probably quite dismissive to begin with because I was quite focused on that partner strategy. But as we talked, all egos aside, it just made sense [to move to acquisition talks],” Whitehouse said.

The talks heated up in May and the deal officially closed last week. With Onit headquartered in Houston and McCarthyFinch in New Zealand the negotiations and meetings all happened on Zoom. The two companies’ principals have never met in person. The plan is for McCarthyFinch to stay in place, even after the pandemic ends. Whitehouse expects to make a trip to Houston whenever it is safe to do so.

Whitehouse says his experience with Battlefield has had a huge influence on him. “Just the insights that we got through Battlefield, the coaching that we got, those things have stuck with me and they’ll stick with me for the rest of my life,” he said.

The company had 45 customers and 17 employees at the time of the acquisition. It raised US$5 million along the way. Now it becomes part of Onit as the journey continues.

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How four European cities are embracing micromobility to drive out cars

The coronavirus pandemic is acting as a catalyst for urban transformation across Europe as city authorities grapple with how to manage urban mobility without risking citizens’ health or inviting gridlock by letting cars flood in.

Micromobility and local commerce are being seen as both short and long-term solutions for urban revival in a number of cases. We’ve run down key policy developments in four major cities, Paris, Barcelona, London and Milan, which — at varying speeds — are pushing to rethink and reclaim streets for feet and two wheels.

Paris’ 15-minute city

Every year, around 2,500 people die prematurely because of air pollution in Paris. Like most European cities, the number one cause of pollution is motorized traffic.

Due to consistent policy changes over the past two decades, pollution has been slowly decreasing. It’s a long and difficult process and each step provides a new set of challenges.

The city has only had two different mayors for the past twenty years — Bertrand Delanoë and Anne Hidalgo. That consistency combined with long terms as mayor has led to some divisive changes and long-term thinking.

Paris has a long and conflictual relationship with cars. Nearly 20 years ago, bus lanes were highly controversial because it reduced space dedicated to cars. Today, nobody is asking for the removal of those lanes.

That’s why it’s a bit ironic that the same thing is happening again and again. For instance, Paris Mayor Anne Hidalgo banned cars from the right bank of the Seine in 2016. Many political opponents and car enthusiasts criticized the decision. Earlier this year, none of the candidate in the municipal election mentioned the right bank of the Seine — it became a non-issue.

But the city’s policies aren’t just focused on banning cars. Paris has become a mobility lab for European cities with many public and private initiatives. If they work in Paris, chances are those initiatives will be reproduced elsewhere.

There are two reasons why Paris is an interesting city for mobility experiments. First, the Paris area is the 29th metropolitan area in the world by population density. Georges-Eugène Haussmann initiated some radical urbanization changes in the second half of the 19th century leading to the city’s modern layout — mostly seven-story buildings circled by the ring road.

As the limits of the city haven’t changed in over 100 years, it is still relatively small compared to other major cities. For instance, San Francisco, which is a small city by American standards, is still larger than Paris when it comes to area.

Second, Paris attracts a lot of tourists (in a normal year). In 2019, 38 million tourists came to Paris. These tourists tend to do normal touristy things — they move around the city all day long.

Vélib’ as the epicenter of mobility changes

Paris Mayor Anne Hidalgo and Vélib' bikes

Paris Mayor Anne Hidalgo and a fleet of Vélib’ bikes. Image Credits: Loïc Venance / AFP / Getty Images

In addition to a dense public transportation network with subways, regional trains, buses and trams, other transportation methods have emerged. In 2005, the city of Lyon introduced Vélo’v, a publicly subsidized bike-sharing service based on a network of stations spread across the city.

Two years later, the city of Paris introduced a similar servie called Vélib’. It’s hard to overstate how big of an impact Vélib’ has had on transportation. Just a few years after its launch, Vélib’ had hundreds of thousands of subscribers generation over 100,000 rides per day.

Other cities in Europe and the U.S. have followed course and introduced their own bike-sharing service. But nobody has come close to reaching the success of Vélib’. Despite some growing pains, Vélib’ now has over 400,000 subscribers. On September 4th, 2020, the service handled 209,000 rides. There are around 15,000 bikes on the service, which means that each bike is used nearly 14 times per day.

The reason why Vélib’ is much more successful than Citi Bike in New York or Santander Cycles in London is that Vélib’ is much cheaper. A standard Vélib’ subscription with unlimited ride costs $3.70 per month (€3.10). In London, you pay nearly $10 per month (£90 per year). In New York, it costs $15 per month. Subscribing to Vélib’ is a no-brainer.

And this is all due to political will. Vélib’ is a subsidized service. But it’s hard to understand the financial impact of Vélib’ as there are fewer cars on the road, which means that it’s less expensive to maintain roads. Additionally, the impact on pollution and physical activity means that people tend to be healthier, which reduces the pressure on the public health system.

Bike-sharing services can’t work without public money as it fosters network density, which boosts usage. Once the network reaches a critical mass, it’s a never-ending virtuous circle of network expansion and new clients.

Micromobility’s key battleground

A dozen Bikes from Obike in Paris

Image Credits: Romain Dillet / TechCrunch

Many startups have tried to enter the lucrative market with their own take on bike-sharing without docks. Gobee.bike, Obike, Ofo, Mobike and more recently Bolt have all deployed thousands of bikes in the streets of Paris. They’ve all shut down since then. Jump, which is now a Lime subsidiary, is the only remaining contender.

But bikes are just one transportation method among what people call ‘soft mobility’ in France. A French startup called Cityscoot has also been thriving with tens of thousands of rides per day. The company operating free-floating electric moped scooter service.

And then, there are scooters. At some point, there were just too many scooter startups — Bird, Bolt, Bolt by Usain Bolt, Circ, Dott, Hive, Jump, Lime, Tier, Voi, Ufo and Wind. They all had funny-sounding names and there were even two different companies with the same name (Bolt). And I’m probably forgetting a couple of companies.

Image Credits: Romain Dillet / TechCrunch

This shows once again that Paris is an attractive city for micromobility startups. There are many tourists and you can go from A to B quite easily.

The city of Paris had to regulate the market because scooters were taking over urban space. There are now three permits to operate shared electric scooters in Paris — Dott, Lime and Tier. They each operate a fleet of 5,000 scooters and there are now dedicated parking spots.

The 15-minute city

Up next, Paris Mayor Anne Hidalgo has some ambitious plans to accelerate the pace of changes. During her reelection campaign earlier this year, she laid out a clear multiyear plan with a key concept: the 15-minute city.

“The 15-minute city represents the possibility of a decentralized city. At its heart is the concept of mixing urban social functions to create a vibrant vicinity,” Carlos Moreno, a professor at University of Paris 1, told Bloomberg.

Essentially, Moreno believes that there shouldn’t be residential neighbourhoods, business districts and commercial areas. Each neighbourhood should be a tiny town on its own with workplaces, stores, movie theaters, health centers, schools, bakeries, etc.

In addition to reducing carbon emissions, the 15-minute concept has the potential of revitalizing neighbourhoods altogether. By prioritizing social functions, roads immediately become an afterthought.

The 15-minute city is a concept that sums up a lot of things in three words. Suddenly, there’s a clear political agenda with a strong brand for the next decade of urban planning.

If I paraphrase neoliberal ideology, many policies trickle down from the 15-minute city. Car ownership is relatively low in Paris — more than 60% of households don’t have a car. Even more striking, people going to work use their car extremely rarely — in 9.5% of cases.

There are two consequences. First, cars are no longer the priority. In 2024, you won’t be able to drive a diesel car in Paris. In 2030, gas-powered cars will be banned.

Some major roads are now primarily focused on ‘soft mobility’. Due to the coronavirus outbreak, the city of Paris took advantage of the lockdown to accelerate their mobility agenda with new bike lanes and repurposed roads. It feels like they’re copying the neoliberal shock doctrine, as explained by Naomi Klein. And yet, in that case, it feels like a reverse shock doctrine as the administration is focusing on green initiatives.

For instance, the Rue de Rivoli used to be a major road that connects the Champs-Elysées to Bastille. Now, one-third of the road is dedicated to buses and two-thirds are reserved for bikes and e-scooters.

Rue de Rivoli. Image Credits: Romain Dillet / TechCrunch

Second, the City of Paris wants to reclaim space. Cars in Paris remain parked 95% of the time. That’s why Paris is going to remove 50% of parking spots. Instead, the city of Paris wants to turn some streets into gardens. There are bigger plans for new parks as well in front of the city hall and between the Eiffel Tower and Trocadéro.

After decades of incremental changes, everything is lining up for a drastic transition. In Paris, change happens progressively, then suddenly.

A bike traffic jam near Bastille, Paris

Image Credits: Romain Dillet / TechCrunch

Barcelona’s Superblocks

The Catalan capital — Spain’s second largest city — approved a new Urban Mobility Plan in 2013 with the aim of flipping street space in favor of pedestrians and away from prioritizing private vehicles. The city has the highest vehicle density in Europe and that’s a major problem.

City authorities report vehicle density at around 6,000 per square kilometer — highlighting the deleterious impact on air quality and public health. Per official stats, traffic pollution causes 3,500 premature deaths annually, 1,800 hospital admissions for cardiorespiratory problems, 5,100 cases of bronchitis in adults, 31,100 cases in children and 54,000 asthma attacks in children and adults.

The city’s solution to this public health crisis is an ambitious pedestrianization plan focused, in recent years, on creating ‘superilles’ — also known as ‘super islands’ or ‘superblocks’ — which switch the function of a number of streets from carrying cars to putting neighbourhood life first.

One of Barcelona’s early superblocks in the Poblenou district. Image Credits: Toni Hermoso Pulido / Flickr under a CC BY-SA 2.0 license

A handful of superblocks have been established over the years. Some, such as one in the Gracia barrio, is already so well established it’s all but invisible to the eye unless you stop to ask yourself how come there are so many pedestrians out and about and the cars that pass have to creep along behind them? Or why the edge of the pavement blends seamlessly into the road with no change of level.

But Barcelona is now planning a major expansion of the policy, championed by mayor Ada Colau, that will see it transform the dense, central Eixample district — creating masses more green (and low speed) urban space over the next ten years. They’re dubbing this the Barcelona superblock, given its central location and the larger scale vs what’s come before.

The superblocks model is naturally suited to micromobility — and building out the city’s network of bike lanes is a key part of the urban mobility plan.

Barcelona has had a red-liveried docked bike rental scheme — called Bicing — since 2007. Recently upgraded to include e-bikes alongside mechanical rides, the scheme isn’t yet as heavily used as its equivalent in Paris (and isn’t open to tourists as the subscription requires a local ID to obtain) but it is very popular with residents.

Per official data, Bicing had more than 127,000 subscribers as of September 2020 who racked up around 1.3 million journeys in the month.

In recent years e-scooter ownership has also mushroomed, with no specific legislation preventing private use on public roads, though rental companies have faced regulatory controls. Not that that’s prevented plenty of scooter startups — from Bird to Bolt to Wind — from scooter-bombing the city seeking to workaround restrictions.

A pair of Wind e-scooters parked in a Barcelona street in the barrio of Gracia where pedestrians and bikes already have priority over cars. Image Credits: Natasha Lomas / TechCrunch

As well as boosting biking and micromobility, the superblocks plan also aims to boost local commerce as streets flip from being ‘for cars’ to greener and more pleasant spaces where people are encouraged to meet, gather and do business.

In other traffic control policy measures, Barcelona began applying restrictions to vehicles based on their emissions at the start of this year — banning older petrol and diesel cars from entering during peak times. (The policy will apply to delivery transportation from next year.) While residents who own polluting vehicles have been encouraged to give up their cars in exchange for a free three-year public transit card (nudging people toward the existing metro, train and bus network).

Righting a historical wrong

With the superblocks transformation, there’s a historical architectural challenge that Barcelona’s urban planners are aiming to overcome.

The grid structure of the central Eixample district — conceived in 1856 by Catalan civil engineer, Illdefons Cerdà — aimed to extend the growing city in a healthy way by allowing for green space within every housing block.

However, the plan was implemented with a lack of regulation that allowed infill by developers and speculators over time, fuelled by rising land values and housing prices. That gobbled up gaps in the blocks intended as open public spaces. The result is a far denser city than Cerdà had planned. And one with streets that — so long as they remain packed with petrol and diesel vehicles — are noisy, polluted and unpleasant places to hang around in.

The Barcelona superblock is thus an attempt to right a historical wrong in the implementation of the city’s urban planning. Or “to modernize the Barcelona of the late nineteenth century and achieve better conditions for public health,” as city authorities put it.

It’s also a cautionary story about the need for proper regulation to accompany urban planning to ensure it serves the public interest — to protect residents’ health, quality of life and local commerce — guarding against deleterious external forces powered by private economic interests.

Around a third of Eixample’s 61 streets will be flipped to make way for a “green axes” of pedestrianized carriageway by 2030, under the Barcelona superblock plan. It will also create 21 new public squares at diagonal intersections.

The transformation of the zone will be slow, with city authorities wanting to make sure they bring residents along with them. But they have data to champion the plan — drawing on the success of a handful of existing superblocks, such as one in the Poblenou district — and can point to examples such as a third less NO2 pollution at one of the flipped interchanges and a similar increase in street level commercial activity.

The detail of the new street model has not yet been determined — the city is holding a design competition to choose that next year — but it’s set key parameters such as the need for 80% of the street to be shaded by trees/vegetation in summer, and at least 20% of its surface to be permeable rather than paved.

The city’s vision for the evolution of streets in the Barcelona superblock. Image Credits: Barcelona City Council

“It will be necessary to generate walking spaces, spaces that facilitate spontaneous children’s play and comfortable living spaces,” it writes in a press release [translated from Catalan]. “The design will have to allow for flexible spaces that can accommodate various occasional uses such as fairs, concerts and other acts. All with a feminist vision, prioritizing children and the elderly and promoting services and local trade.”

City authorities describe the aim as “a more sustainable model of public space, healthy and designed for people” — and one which “promotes social relations, which encourages local trade and focuses on the needs of children and seniors.”

They have also committed to maintain access to public transport throughout the superblocks.

Work on converting the first four streets is slated to begin in the first quarter of 2022: In Consell de Cent, Girona, Rocafort and Comte Borrell. City authorities have committed $44.8 million (€37.8 million) to these first transformations — though clearly a lot more public funding will be needed to deliver the full switch.

The coronavirus pandemic has acted as a small-scale opportunity for accelerating pedestrian-focused urban remodeling — enabling city authorities to expand Barcelona’s network of bike lanes during the relative quiet of lockdowns, and install some emergency pedestrian zones to expand outdoor space as an anti-COVID-19 measure.

Some street parking around the city has also been requisitioned and repurposed to make outdoor terrace space for cafés and bars during the pandemic.

But the need to reset an urban infrastructure that’s unhealthily monopolized by motorized traffic is an issue the city has been grappling with for decades — slowly chipping away at the problem with a variety of policies, such as those that allow for temporary road closures for local events and at weekends.

So, for many Barcelona residents, it’s not controversial to say that creating healthy, commercially active urban spaces means cars giving way to foot traffic. And the 2030 ‘Barcelona superblock’ looks like it will tip the balance for good.

That said, criticism of the project includes that it’s not radical enough — leaving a number of high-speed thoroughfares to keep on slicing right through the heart of the city. So Barcelona’s creep away from cars doesn’t yet look as radical as what’s being planned in Paris.

A Bird e-scooter parked next to a bike lane in Barcelona’s Poblenou district. Image Credits: Natasha Lomas / TechCrunch

London’s Low-Traffic Neighbourhoods

The UK capital has operated congestion charging in central zones of the city since 2003 — charging motorists to drive into the area in a bid to reduce road use during the busiest times. The policy made London a major European pioneer in applying controls on urban car use.

However, a lack of public and political consensus on the issue has restricted policy development for long periods — and even led to a rolling back, at the end of 2010, when then London mayor, Boris Johnson, scrapped a portion of the zone known as the western extension.

London’s huge population and sprawling size — with commercial zones tending to be clustered and concentrated away from large swathes of residential housing (which are often segregated by income) — means the issue of how to get around can be a divisive one, for people and businesses. So, it’s not an obvious candidate for going ‘car free’.

Yet, at the same time, London is extremely well served with public transport (buses, subways, trams and trains) — meaning plenty of journeys can be made without owning or using a private vehicle. There has also been investment in expanding the city’s network of cycle lanes in recent decades. And since 2010 a pay-as-you-go docked bike rental scheme has been in operation — racking up more than 10 million trips in total as of 2017.

Though, again, car-clogged streets and a Northern European climate can put limits on people’s willingness to brave the elements on two wheels.

London’s docked bike hire scheme. Image Credits: Elliott Brown / Flickr under a CC BY-SA 2.0 license

Existing UK regulations have also held back the uptake of modern alternatives like e-scooters — though there are now moves to open up streets to this type of micromobility, with the city’s transport regulator preparing a trial for scooter rental companies.

While a lack of decisive political action to curb car use has undoubtedly contributed to decades of terrible air quality in London — with drastic impacts on public health (one study in 2015 suggested deaths from long term exposed to pollution could be as high as 9,500 annually) — rising awareness of the health risks associated with urban traffic has led city authorities to push policies that aim to deter the most polluting vehicles from driving through the congestion zone by applying a surcharge, which appears to have led to a decline in peak pollution levels.

London’s ‘ultra-low emission zone’ (Ulez) will be expanded to cover a larger area of the city next year. So, there’s been a centralized and somewhat sustained push to make urban car use cleaner and less harmful, even though there’s been an inconsistent approach to discouraging car use itself.

But, in a more radical recent development, the shock of the coronavirus has fuelled grassroots campaigns at a borough/neighbourhood level to bar through-traffic in residential neighbourhoods.

This is done by implementing so-called low traffic neighbourhoods (LTNs) which use a variety of interventions to limit traffic — such as strategically placed planters or bollards and/or timed road use restrictions to block rat runs.

Residents in a number of London boroughs who are sick of living alongside the noise and pollution generated by traffic have seized on the opportunity of COVID-19-related mobility restrictions to restrict access to roads in their immediate vicinity to through traffic.

Per Bloomberg, there were 114 plans for LTNs in the works in London as of late July.

There’s push and pull here too, with LTNs generating opposition, including complaints that rat-running cars are simply being displaced to other streets.

There are also important socioeconomic critiques that they disproportionately benefit wealthier areas at the expense of more deprived neighbourhoods.

Such opposition may in part reflect the relative rapidness of implementation since the pandemic — something a more participatory process and well-rounded monitoring and consultation might be able to avoid.

But for those lucky to be living in LTNs the gains look hard to ignore. “Now, instead of speeding cars, the streets carry street chalk, murals, flowers, and signs with children’s illustrations asking people to step out of their car and explore the neighborhood,” Bloomberg reports on the changed character of street life in one LTN.

A pedestrianized junction in Dulwich as part of emergency coronavirus measures to create more street space for people Image credits: Richard Baker / In Pictures / Getty Images

In May, London’s mayor, Sadiq Khan — who has pledged to make London carbon neutral by 2030 if he’s reelected next year — announced a ‘Streetspace’ plan: Pushing a range of policies aimed at “rapidly transforming London’s streets to accommodate a possible 10x increase in cycling and 5x increase in walking.”

The plan also explicitly encourages scooting alongside walking and cycling as an urban mobility priority in London.

Part of the motivation for the policy push has been trying to steer Londoners away from a mass regressive switch away from London’s public transport — and into cars — as lockdown restrictions ease yet the risk of COVID-19 infection lingers.

Khan’s Streetspace plan also voices support for LTNs. But, ultimately, the power to restrict London traffic rests with local councils (or central government) — leaving the mayor to “urge” government/borough councils to get on board with measures aimed at persuading Londoners to switch to “cleaner, more sustainable forms of transport”.

The lack of a central London authority with a policy plan for LTNs may limit how far or fast these through-traffic-free neighbourhoods can spread in the UK capital.

Nonetheless it’s an interesting development that shows how much appetite there is among Londoners to reclaim residential streets for neighbourhood life.

Planters block a road to through traffic as part of the London’s mayor’s Streetspace plan Image credits: Photo by Richard Baker / In Pictures / Getty Images

Milan’s Open Streets

Italy’s industrial north was among the hardest hit regions in Europe during the first wave of the coronavirus pandemic. An extended lockdown was implemented — clearing cars off the streets of cities like Milan for months, as businesses got shuttered and residents were confined indoors — which in turn led to a noticeable improvement in air quality in a region infamous for pollution.

Since then, authorities in Milan have seized on the enforced break with a smog-filled ‘norm’ to push forward with an experimental citywide expansion of cycling lanes and pedestrianized zones — under a mobility plan called Strade Aperte (aka Open Streets) that’s aimed at adapting city infrastructure to find space for social distancing as urban life gets opened back up.

The Open Streets plan includes dropping the speed limit to 30kmph on a majority of Milan’s roads (replacing a 50kmph maximum), via signage and incorporating some structural elements for speed control; and adding 35km to its existing bike network before the end of the year.

The city launched its docked bike rental scheme, BikeMI, in 2008.

Milan is looking to boost cycling after lockdown by expanding its network of bike lanes Image credits: Emanuele Cremaschi / Getty Images

“As the Milan 2020 Adaptation Strategy foresees, the current health crisis can be an opportunity to decide to give more space to people and improve the environmental conditions in the city, increasing more sustainable, non-polluting, means of travel and redefining the use of streets and public spaces for commercial, recreational, cultural, and sport purposes, while respecting physical distance requirements,” city authorities write in a memo on the plan.

The overarching policy push is toward the same goal as Paris’ vision: Supporting what’s described as “the neighbourhood dimension” — aka making sure every citizen has access to almost all services within 15 minutes’ walk.

This is a strategic aim while residents are forced to live alongside the virus — and some of the measures are being couched as ‘temporary’.

But while the pandemic is acting as a catalyst/justification for rapid changes, city authorities were already looking for ways to repurpose urban infrastructure to deliver health benefits to citizens, environmental gains and boost local commerce by getting people out of cars and peddling/walking through the neighbourhood.

So, it’s hard to see where the impetus would come from to advocate a reversal back to noisier, more polluted, less playful streets.

In Milan, it’s the same story: The direction of urban travel is about rethinking streets as open public spaces for people and hyper-local micromobility, rather than letting cars colonize the commons and render its roads default highways elsewhere. Addio macchina.

Scooting on a Milan street Image credits: Mairo Cinquetti / NurPhoto / Getty Images

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Steve Case’s Revolution is targeting $500 million for its fourth growth fund

Revolution, the Washington, D.C.-based investment firm founded by AOL cofounder CEO Steve Case and former AOL senior exec Ted Leonsis, is raising $500 million for its fourth fund, shows a new SEC filing.

Asked about the effort earlier today, the firm declined to comment.

This new fund was was expected. It has been more than four years since Revolution announced its third growth fund, a vehicle that closed with $525 million in capital commitments. That’s a longer time between funds than we’re seeing more broadly across the venture industry, where teams have tended to raise new funds every two years roughly, but Revolution’s pacing could tie to its mission. The firm tends to invest primarily in what it long ago dubbed “rise of the rest” cities, where the cost of living and talent is less extreme and where checks go a lot further as a result.

The outfit is also investing out of more than one fund at a time. In recent years, it formed a seed practice and has since raised two Rise of the Rest seed funds, the most recent of which closed last year with $150 million in capital commitments.

Presumably, the firm’s investors have further taken note of some recent exits for Revolution. Earlier this year, its Boston-based portfolio company DraftKings closed on a three-way merger and debuted on the Nasdaq. Meanwhile, BigCommerce, an Austin-based SaaS startup helping companies build, manage and market online stores, went public via a traditional IPO in early August and currently boasts a market cap of $4.2 billion. (Revolution provided the capital for the company’s Series C round in 2013 and continued to invest in subsequent rounds.)

Others of Revolution’s notable investments include Orchard, a tech platform that helps users sell their current home while simultaneously purchasing their next one and whose $69 million Series C round was led by Revolution in September; TemperPack, a maker of thermal liners meant to address the plastic waste that raised $31 million in Series C funding this past summer, including follow-on funding from Revolution; and sweetgreen, the fast-casual restaurant chain that has endured some ups and downs owing to the pandemic but that closed on $150 million in funding a year ago and which first received backing from Revolution back in 2013.

Last month, we talked at some length with Case, including about his involvement in the creation of Section 230 Section 230 of the Communications Decency Act of 1996, which helped create today’s internet giants.

We also talked at the time about whether COVID-19 will cause Silicon Valley to finally lose its gravitational pull. Said Case at the time, in comments not published previously:

“Obviously the jury is out. I think a lot of people who decided to leave Silicon Valley to shelter someplace else, most of those will end up returning. I don’t think you’ll see a mass exodus from the city, whether that be Silicon Valley or New York or Boston, which some have predicted.

I do think some of the people who decided to leave at least temporarily will decide to stay, and most of them will end up still working for their current company, in part because some of the tech companies like Facebook and Square and many others have have made it easier to work remotely. But some, once they get settled in another place, and their family is settled, will likely will decide to do something different [and] I think it could be a helpful catalyst in terms of these rise-of-the-rest cities that were showing some signs of momentum. This could be an accelerant.”

We had also talked with Case about data that suggests that women and other founders who are not in the networking flow of traditional venture firms are getting left behind as deals are being struck over Zoom. He’d also seen the data and was surprised by it. As he told us:

Yeah, that’s a concern. And it’s a concern about place. It’s also a concerned about people. If you just look at the the NVCA data, last year, 75% of venture capital went to just three states and more than 90% of venture capital went to men and less than 10% to women, even though women represent half our population. And last year, even though Black Americans are about 14% of the population, Black founders got less than 1% of venture capital. So if you just look at the data, it does matter where you live, it does matter what you look like, it does matter the kind of school you went to.

I would have thought that because of the pandemic and because suddenly, Zoom meetings for pitches were becoming increasingly commonplace . . .that that would open up the aperture for most venture capitalists. They would be more willing to take meetings with people in other places, and also be willing to get to reach out to some of the diverse communities that they haven’t traditionally have invested in.

Some of that has happened, for sure. We have seen more interest among coastal investors in opportunities in these in these rise-of-the-rest cities. I think the challenge more broadly, when you go beyond place toward people is what you hear from more of these venture capitalists. They say, ‘Yes, we understand that it’s a problem we need to be help solve. It’s also an opportunity we can potentially seize, because some of these entrepreneurs are going to build some really valuable companies. But we don’t really have the networks. We tend to be mostly situated where we live and have worked or went to school and also where we’ve previously made investments. So we just don’t have the networks in the middle of a country. We don’t have networks with Black founders,’ and so forth.

So that’s an area that we’re really focusing on now: how do we extend the networks. I do think most VCs realize they should be part of the solution, and not part of the problem.

Case mentioned during our call — ahead of the U.S. presidential election —  his longstanding friendship with now President-elect Joseph Biden. Case isn’t the only one at Revolution with ties to Biden, however. Ron Klain, an executive vice president at Revolution, previously served as Biden’s chief of staff when he was vice president and, as the world learned last week, Klain is again heading into politics after being chosen to serve as the White House chief of staff beginning in January.

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FireEye acquires Respond Software for $186M, announces $400M investment

The security sector is ever frothy and acquisitive. Just last week Palo Alto Networks grabbed Expanse for $800 million. Today it was FireEye’s turn, snagging Respond Software, a company that helps customers investigate and understand security incidents, while reducing the need for highly trained (and scarce) security analysts. The deal has closed, according to the company.

FireEye had its eye on Respond’s Analyst product, which it plans to fold into its Mandiant Solutions platform. Like many companies today, FireEye is focused on using machine learning to help bolster its solutions and bring a level of automation to sorting through the data, finding real issues and weeding out false positives. The acquisition gives them a quick influx of machine learning-fueled software.

FireEye sees a product that can help add speed to its existing tooling. “With Mandiant’s position on the front lines, we know what to look for in an attack, and Respond’s cloud-based machine learning productizes our expertise to deliver faster outcomes and protect more customers,” Kevin Mandia, FireEye CEO said in a statement announcing the deal.

Mike Armistead, CEO at Respond, wrote in a company blog post that today’s acquisition marks the end of a four-year journey for the startup, but it believes it has landed in a good home with FireEye. “We are proud to announce that after many months of discussion, we are becoming part of the Mandiant Solutions portfolio, a solution organization inside FireEye,” Armistead wrote.

While FireEye was at it, it also announced a $400 million investment from Blackstone Tactical Opportunities fund and ClearSky (an investor in Respond), giving the public company a new influx of cash to make additional moves like the acquisition it made today.

It didn’t come cheap. “Under the terms of its investment, Blackstone and ClearSky will purchase $400 million in shares of a newly designated 4.5% Series A Convertible Preferred Stock of FireEye (the ‘Series A Preferred’), with a purchase price of $1,000 per share. The Series A Preferred will be convertible into shares of FireEye’s common stock at a conversion price of $18.00 per share,” the company explained in a statement. The stock closed at $14.24 today.

Respond, which was founded in 2016, raised $32 million, including a $12 million Series A in 2017 led by CRV and Foundation Capital and a $20 million Series B led by ClearSky last year, according to Crunchbase data.

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Lime touts a 2020 turnaround and 2021 profitability

Micromobility company Lime says it has moved beyond the financial hardship caused by the COVID-19 pandemic, reaching a milestone that seemed unthinkable earlier this year.

In short, the company is now largely profitable.

Lime said it was both operating cash flow positive and free cash flow positive in the third quarter — a first — and is on pace to be full-year profitable, excluding certain costs (EBIT), in 2021.

During the WSJ Future of Everything event Thursday, Lime CEO Wayne Ting painted a far rosier picture of the company’s future than one might have expected.

There was a time when Bird and Lime, competing domestic scooter rental companies, were raising capital at a torrid pace, fighting for market share, regulatory breathing room and sidewalk real estate. Then, the pandemic hit and the companies had to take shelter.

Lime underwent a round of layoffs in April, taking on capital from Uber the next month in a down-round that brought its valuation under the $1 billion mark. As it announced in a blog post that TechCrunch reviewed before publication, it paused most of its operations for a month during the early COVID-19 days.

“It was certainly a very, very tough decision for us earlier this year and I know we weren’t the only company during COVID,” Ting said during the event.I think it’s been in so many ways helpful to us to realize how hard these choices can be. We’re going to be growing headcount again. We’re going to do so in a careful way so that we’re not going have to make hard choices like the ones we made earlier this year.”

Now things are better, Lime says. Much better. Indeed, the company claims that it is the “first new mobility company to reach cash-flow positive for a full quarter.”

Cash flow positivity, in general, is an important threshold for a startup to reach as it implies that the company can largely self-fund from that point forward, limiting its dependency on external cash for survival.

Lime also claims that it “reached EBIT positive at the company level over the summer.” The specifics of the phrase “EBIT positive” are important. Was the company employing strict EBIT on its math and not discounting share-based compensation, or was it measuring using adjusted EBIT as many startups do, removing the cost of share-based compensation that shows up in GAAP results? According to the company the number did exclude share-based compensation, making the news slightly smaller.

Perhaps the most bullish data point from Lime is that it expects to be full-year profitable in 2021. TechCrunch asked for specifics because again how one measures profitability matters. It turns out, Lime is basing this projection on EBIT, as opposed to more traditional net income. For a startup this is not a surprising decision, but before we declare Lime fully “profitable,” we’ll want some more GAAP metrics.

Still, it appears that Lime is not going to die, and is, importantly, putting capital into developing new products. The company provided the first example of that new product pipeline on Thursday with the launch of the Gen4 scooter in Paris. It also teased a so-called “third and fourth mode” in the first quarter of 2021 as well as the addition of a swappable battery.

The scooter company wouldn’t give TechCrunch much information about what these third and fourth modes will be. The first two modes are bikes and scooters, which leaves skateboards, cars, flying cars and boats?

Lime did give TechCrunch a little bit of clarification, stating that “move beyond,” means the company will be operating an additional mode, accessed through the Lime app, in line with its goal to serve any trips under five miles. These modes will build on the Lime Platform play, but this will be operated by Lime rather than a partner.

Lime has long discussed reaching profitability. Perhaps because it and its competitor Bird were infamous for their losses during their early unicorn period.

By November of 2019, Lime was talking about reaching EBIT positivity in 2020. But the start of 2020 was not kind on the company, with 100 of its staff losing their jobs and 12 markets getting dropped. At the time TechCrunch wrote that “Lime is hoping to achieve profitability this year by laying off about 14% of its workforce and ceasing operations in 12 markets,” with the company itself writing at the time that “financial independence [was its] goal for 2020, and [that it was] confident that Lime will be the first next-generation mobility company to reach profitability.”

Depending on how you measure profitability, that could be true.

Things didn’t get easier for Lime later in the year. Its competitor Bird underwent layoffs, and Lime cut more staff in April. At the time, Lime said that it was focused on coming “back stronger than ever when this is over.”

The company is certainly in better shape than it was in April and May. So, how did Lime come back from the brink? In its own estimation, the company took time during its pause to “drill down on getting the business right, narrowing [its] focus and strengthening [its] fundamentals.” That might sound like corporate babble, but by taking a nearly full stop in its operating business, Lime could probably see a bit more clearly what was working and what was not. And with some cuts to what wasn’t, it could set up a future in which its operations were leaner, and more unit-economically positive.

And, now, here we are asking niggling questions about just what sort of profit Lime is really making. Instead of, you know, who might buy its leftover office furniture. It’s a nice turnaround.

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Verizon partners with Apple to launch 5G Fleet Swap

Apple and Verizon today announced a new partnership that will make it easier for their business partners to go all-in on 5G. Fleet Swap, as the program is called, allows businesses to trade in their entire fleet of smartphones — no matter whether they are currently a Verizon customer or not — and move to the iPhone 12 with no upfront cost and either zero cost (for the iPhone 12 mini) or a low monthly cost.

(Disclaimer: Verizon is TechCrunch’s corporate parent. The company has zero input into our editorial decisions.)

In addition, Verizon also today announced its first two major indoor 5G ultra wideband services for its enterprise customers. General Motors and Honeywell are the first customers here, with General Motors enabling the technology at its Detroit-Hamtramck Assembly Center, the company’s all-electric vehicle plant. To some degree, this goes to show how carriers are positioning 5G ultra wideband as more of an enterprise feature than the lower-bandwidth versions of 5G.

“I think about how 5G [ultra wide band] is really filling a need for capacity and for capability. It’s built for industrial commercial use cases. It’s built on millimeter wave spectrum and it’s really built for enterprise,” Verizon Business CEO Tami Erwin told me.

It’s important to note that these two projects are not private 5G networks. Verizon is also in that business and plans to launch those more broadly in the future.

“No matter where you are on your digital transformation journey, the ability to put the power of 5G Ultra Wideband in all of your employees’ hands right now with a powerful iPhone 12 model, the best smartphone for business, is not just an investment for growth, it’s what will set a business’s future trajectory as technology continues to advance,” Erwin said in today’s announcement.

As for 5G Fleet Swap, the idea here is obviously to get more businesses on Verizon’s 5G network and, for Apple, to quickly get more iPhone 12s into the enterprise. Apple clearly believes that 5G can provide some benefits to enterprises — and maybe more so than to consumers — thanks to its low latency for AR applications, for example.

“The iPhone 12 lineup is the best for business, with an all-new design, advanced 5G experience, industry-leading security and A14 Bionic, the fastest chip ever in a smartphone,” said Susan Prescott, Apple’s vice president of Markets, Apps and Services. “Paired with Verizon’s 5G Ultra Wideband going indoors and 5G Fleet Swap, an all-new device offer for enterprise, it’s now easier than ever for businesses to build transformational mobile apps that take advantage of the powerful iPhone 12 lineup and 5G.”

In addition, the company is highlighting the iPhone’s secure enclave as a major security benefit for enterprises. And while other handset manufacturers launch devices that are specifically meant to be rugged, Apple argues that its devices are already rugged enough by design and that there’s a big third-party ecosystem to ruggedize its devices.

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Google Stadia and GeForce Now are both coming to iOS as web apps

Google and Nvidia both had some news about their respective cloud gaming service today. Let’s start with Nvidia. GeForce Now is now available on the iPhone and the iPad as a web app. The company says it’s a beta for now, but you can start using it by heading over to play.geforcenow.com on your iOS device.

GeForce Now is a cloud gaming service that works with your own game library. You can connect to your Steam, Epic and Ubisoft Connect accounts and play games you’ve already purchased on those third-party platforms — GOG support is coming soon. GeForce Now is also available on macOS, Android and Windows.

Game publishers have to opt in to appear on GeForce Now, which means that you won’t find your entire Steam library on the service. Still, the list is already quite long.

Right now, it costs $5 per month to access the Founders edition, which lets you play whenever you want and for as long as you want. It’s an introductory price, which means that Nvidia could raise prices in the future.

You can also try the service with a free account. You’re limited to one-hour sessions and less powerful hardware. There are also few slots. For instance, you have to wait 11 minutes to launch a game with a free account right now.

Once you add the web app to your iOS home screen, you can launch the service in full screen without the interface of Safari. You can connect a Bluetooth controller. Unfortunately, you can’t use a keyboard and a mouse.

The company says it is actively working with Epic Games on a touch-friendly version of Fortnite so that iOS players can play the game again. It could definitely boost usage on the service.

As for Google, the company issued an update 12 months after the launch of Stadia. Unlike GeForce Now, Stadia works more like a console. You have to buy games for the platform specifically. There are a hundred games on the platform including some games that you get with an optional Stadia Pro subscription.

The company says that iOS testing should start in the coming weeks. “This will be the first phase of our iOS progressive web application. As we test performance and add more features, your feedback will help us improve the Stadia experience for everyone. You can expect this feature to begin rolling out several weeks from now,” the company wrote.

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