1010Computers | Computer Repair & IT Support

DataFleets keeps private data useful and useful data private with federated learning and $4.5M seed

As you may already know, there’s a lot of data out there, and some of it could actually be pretty useful. But privacy and security considerations often put strict limitations on how it can be used or analyzed. DataFleets promises a new approach by which databases can be safely accessed and analyzed without the possibility of privacy breaches or abuse — and has raised a $4.5 million seed round to scale it up.

To work with data, you need to have access to it. If you’re a bank, that means transactions and accounts; if you’re a retailer, that means inventories and supply chains, and so on. There are lots of insights and actionable patterns buried in all that data, and it’s the job of data scientists and their ilk to draw them out.

But what if you can’t access the data? After all, there are many industries where it is not advised or even illegal to do so, such as in healthcare. You can’t exactly take a whole hospital’s medical records, give them to a data analysis firm, and say “sift through that and tell me if there’s anything good.” These, like many other data sets, are too private or sensitive to allow anyone unfettered access. The slightest mistake — let alone abuse — could have serious repercussions.

In recent years a few technologies have emerged that allow for something better, though: analyzing data without ever actually exposing it. It sounds impossible, but there are computational techniques for allowing data to be manipulated without the user ever actually having access to any of it. The most widely used one is called homomorphic encryption, which unfortunately produces an enormous, orders-of-magnitude reduction in efficiency — and big data is all about efficiency.

This is where DataFleets steps in. It hasn’t reinvented homomorphic encryption, but has sort of sidestepped it. It uses an approach called federated learning, where instead of bringing the data to the model, they bring the model to the data.

DataFleets integrates with both sides of a secure gap between a private database and people who want to access that data, acting as a trusted agent to shuttle information between them without ever disclosing a single byte of actual raw data.

Illustration showing how a model can be created without exposing data.

Image Credits: DataFleets

Here’s an example. Say a pharmaceutical company wants to develop a machine-learning model that looks at a patient’s history and predicts whether they’ll have side effects with a new drug. A medical research facility’s private database of patient data is the perfect thing to train it. But access is highly restricted.

The pharma company’s analyst creates a machine-learning training program and drops it into DataFleets, which contracts with both them and the facility. DataFleets translates the model to its own proprietary runtime and distributes it to the servers where the medical data resides; within that sandboxed environment, it grows into a strapping young ML agent, which when finished is translated back into the analyst’s preferred format or platform. The analyst never sees the actual data, but has all the benefits of it.

Screenshot of the DataFleets interface. Look, it’s the applications that are meant to be exciting. Image Credits: DataFleets

It’s simple enough, right? DataFleets acts as a sort of trusted messenger between the platforms, undertaking the analysis on behalf of others and never retaining or transferring any sensitive data.

Plenty of folks are looking into federated learning; the hard part is building out the infrastructure for a wide-ranging enterprise-level service. You need to cover a huge amount of use cases and accept an enormous variety of languages, platforms and techniques, and of course do it all totally securely.

“We pride ourselves on enterprise readiness, with policy management, identity-access management, and our pending SOC 2 certification,” said DataFleets COO and co-founder Nick Elledge. “You can build anything on top of DataFleets and plug in your own tools, which banks and hospitals will tell you was not true of prior privacy software.”

But once federated learning is set up, all of a sudden the benefits are enormous. For instance, one of the big issues today in combating COVID-19 is that hospitals, health authorities, and other organizations around the world are having difficulty, despite their willingness, in securely sharing data relating to the virus.

Everyone wants to share, but who sends whom what, where is it kept, and under whose authority and liability? With old methods, it’s a confusing mess. With homomorphic encryption it’s useful but slow. With federated learning, theoretically, it’s as easy as toggling someone’s access.

Because the data never leaves its “home,” this approach is essentially anonymous and thus highly compliant with regulations like HIPAA and GDPR, another big advantage. Elledge notes: “We’re being used by leading healthcare institutions who recognize that HIPAA doesn’t give them enough protection when they are making a data set available for third parties.”

Of course there are less noble, but no less viable, examples in other industries: Wireless carriers could make subscriber metadata available without selling out individuals; banks could sell consumer data without violating anyone in particular’s privacy; bulky datasets like video can sit where they are instead of being duplicated and maintained at great expense.

The company’s $4.5 million seed round is seemingly evidence of confidence from a variety of investors (as summarized by Elledge): AME Cloud Ventures (Jerry Yang of Yahoo) and Morado Ventures, Lightspeed Venture Partners, Peterson Ventures, Mark Cuban, LG, Marty Chavez (president of the board of overseers of Harvard), Stanford-StartX fund, and three unicorn founders (Rappi, Quora and Lucid).

With only 11 full-time employees DataFleets appears to be doing a lot with very little, and the seed round should enable rapid scaling and maturation of its flagship product. “We’ve had to turn away or postpone new customer demand to focus on our work with our lighthouse customers,” Elledge said. They’ll be hiring engineers in the U.S. and Europe to help launch the planned self-service product next year.

“We’re moving from a data ownership to a data access economy, where information can be useful without transferring ownership,” said Elledge. If his company’s bet is on target, federated learning is likely to be a big part of that going forward.

Powered by WPeMatico

Decrypted: How Twitter was hacked, GitHub DMCA backfires

One week to the U.S. presidential election and things are getting spicy.

It’s not just the rhetoric — hackers are actively working to disrupt the election, officials have said, and last week they came with a concrete example and an unusually quick pointing of blame.

On Wednesday night, Director of National Intelligence John Ratcliffe blamed Iran for an email operation designed to intimidate voters in Florida into voting for President Trump “or else.” Ratcliffe, who didn’t take any questions from reporters and has been accused of politicizing the typically impartial office, said Iran had used voter registration data — which is largely public in the U.S. — to send emails that looked like they came from the far-right group the Proud Boys. Google security researchers also linked the campaign to Iran, which denied claims of its involvement. It’s estimated about 2,500 emails went through in the end, with the rest getting caught in spam filters.

The announcement was lackluster in detail. But experts like John Hultquist, who heads intelligence analysis at FireEye-owned security firm Mandiant, said the incident is “clearly aimed at undermining voter confidence,” just as the Russians attempted during the 2016 election.

 


THE BIG PICTURE

Twitter was hacked using a fake VPN portal, New York investigation finds

The hackers who broke into Twitter’s network used a fake VPN page to steal the credentials — and two-factor authentication code — of an employee, an investigation by New York’s Department of Financial Affairs found. The state tax division got involved after the hackers then hijacked user accounts using an internal “admin tool” to spread a cryptocurrency scam.

In a report published last week, the department said the hackers called several Twitter employees and used social engineering to trick one employee into entering their username and password on a site that looked like the company’s VPN portal, which most employees use to access the network from home during the pandemic.

Twitter Hack Update: We knew the attackers used the phone & pretended to be IT Support, but now we know the criminals specifically said they were calling about VPN issues, taking advantage of COVID-19 remote work strain. Sadly, these pretexts work often. https://t.co/kKe8XO3MCJ pic.twitter.com/fpE6Afcij1

— Rachel Tobac (@RachelTobac) October 20, 2020

“As the employee entered their credentials into the phishing website, the hackers would simultaneously enter the information into the real Twitter website. This false log-in generated a [two-factor authentication] notification requesting that the employees authenticate themselves, which some of the employees did,” wrote the report. Once onto the network using the employee’s VPN credentials, the hackers used that access to investigate how to access the company’s internal tools.

Twitter said in September that its employees would receive hardware security keys, which would make it far more difficult for a repeat phishing attack to be successful.

Open-source YouTube download tool hit by DMCA takedown, but backfires

Powered by WPeMatico

Hubilo raises $4.5 million, led by Lightspeed, to focus on virtual events

Earlier this year, the founders of event analytics platform Hubilo pivoted to become a virtual events platform to survive the impact of COVID-19. Today, the startup announced it has raised a $4.5 million seed round, led by Lightspeed, and says it expects to exceed $10 million bookings run rate and host more than one million attendees over the next few months.

The round also included angel investors Freshworks CEO Girish Mathrubootham; former LinkedIn India CEO Nishant Rao; Slideshare co-founder Jonathan Boutelle; and Helpshift CEO Abinash Tripathy.

Hubilo’s clients have included the United Nations, Roche, Fortune, GITEX, IPI Singapore, Tech In Asia, Infocomm Asia and Clarion Events. The startup is headquartered in San Francisco, but about 12% of its sales are currently from Southeast Asia, and it plans to further scale in the region. It will also focus on markets in the United States, Europe, the Middle East and Africa.

Vaibhav Jain, Hubilo’s founder and CEO, told TechCrunch that many of its customers before the pandemic were enterprises and governments that used its platform to help organize large events. Those were also the first to stop hosting in-person events.

In February, “we knew that most, if not all, physical events were getting postponed or cancelled globally. To counter the drop in demand for offline events, we agreed to extend the contracts by six more months at no cost,” Jain said. “However, this was not enough to retain our clients and most of them either cancelled the contracts or put the contract on hold indefinitely.”

As a result, Hubilo’s revenue dropped to zero in February. With about 30 employees and reserves for only three months, Jain said the company had to choose between shutting down or finding an alternative model. Hubilo’s team created an MVP (minimum viable product) virtual event platform in less than a month and started by convincing a client to use it for free. That first virtual event was hosted in March and “since then, we’ve never looked back,” said Jain.

This means Hubilo is now competing with other virtual event platforms, like Cvent and Hopin (which was used to host TechCrunch Disrupt). Jain said his company differentiates by giving organizers more chances to rebrand their virtual spaces; focusing on sponsorship opportunities that include contests, event feeds and virtual lounges to increase attendee engagement; and providing data analytic features that include integration with Salesforce, Marketo and HubSpot.

With so many events going virtual that “Zoom fatigue” and “webinar fatigue” have now become catchphrases, event organizers have to not only convince people to buy tickets, but also keep them engaged during an event.

Hubilo “gamifies” the experience of attending a virtual event with features like its Leaderboard. This enables organizers to assign points for things like watching a session, visiting a virtual booth or messaging someone. Then they can give prizes to the attendees with the most points. Jain said the Leaderboard is Hubilo’s most used feature.

Powered by WPeMatico

The No-Code Generation is arriving

In the distant past, there was a proverbial “digital divide” that bifurcated workers into those who knew how to use computers and those who didn’t.[1] Young Gen Xers and their later millennial companions grew up with Power Macs and Wintel boxes, and that experience made them native users on how to make these technologies do productive work. Older generations were going to be wiped out by younger workers who were more adaptable to the needs of the modern digital economy, upending our routine notion that professional experience equals value.

Of course, that was just a narrative. Facility with using computers was determined by the ability to turn it on and log in, a bar so low that it can be shocking to the modern reader to think that a “divide” existed at all. Software engineering, computer science and statistics remained quite unpopular compared to other academic programs, even in universities, let alone in primary through secondary schools. Most Gen Xers and millennials never learned to code, or frankly, even to make a pivot table or calculate basic statistical averages.

There’s a sociological change underway though, and it’s going to make the first divide look quaint in hindsight.

Over the past two or so years, we have seen the rise of a whole class of software that has been broadly (and quite inaccurately) dubbed “no-code platforms.” These tools are designed to make it much easier for users to harness the power of computing in their daily work. That could be everything from calculating the most successful digital ad campaigns given some sort of objective function, or perhaps integrating a computer vision library into a workflow that calculates the number of people entering or exiting a building.

The success and notoriety of these tools comes from the feeling that they grant superpowers to their users. Projects that once took a team of engineers some hours to build can now be stitched together in a couple of clicks through a user interface. That’s why young startups like Retool can raise at nearly a $1 billion valuation and Airtable at $2.6 billion, while others like Bildr, Shogun, Bubble, Stacker and dozens more are getting traction among users.

Of course, no-code tools often require code, or at least, the sort of deductive logic that is intrinsic to coding. You have to know how to design a pivot table, or understand what machine learning capability is and what it might be useful for. You have to think in terms of data, and about inputs, transformations and outputs.

The key here is that no-code tools aren’t successful just because they are easier to use — they are successful because they are connecting with a new generation that understands precisely the sort of logic required by these platforms to function. Today’s students don’t just see their computers and mobile devices as consumption screens and have the ability to turn them on. They are widely using them as tools of self-expression, research and analysis.

Take the popularity of platforms like Roblox and Minecraft. Easily derided as just a generation’s obsession with gaming, both platforms teach kids how to build entire worlds using their devices. Even better, as kids push the frontiers of the toolsets offered by these games, they are inspired to build their own tools. There has been a proliferation of guides and online communities to teach kids how to build their own games and plugins for these platforms (Lua has never been so popular).

These aren’t tiny changes; 150 million play Roblox games across 40 million user-created experiences, and the platform has nearly 350,000 developers. Minecraft for its part has more than 130 million active users. These are generation-defining experiences for young people today.

That excitement to harness computers is also showing up in educational data. Advanced Placement tests for computer science have grown from around 20,000 in 2010 to more than 70,000 this year according to the College Board, which administers the high school proficiency exams. That’s the largest increase among all of the organization’s dozens of tests. Meanwhile at top universities, computer science has emerged as the top or among the top majors, pulling in hundreds of new students per campus per year.

The specialized, almost arcane knowledge of data analysis and engineering is being widely democratized for this new generation, and that’s precisely where a new digital divide is emerging.

In business today, it’s not enough to just open a spreadsheet and make some casual observations anymore. Today’s new workers know how to dive into systems, pipe different programs together using no-code platforms and answer problems with much more comprehensive — and real-time — answers.

It’s honestly striking to see the difference. Whereas just a few years ago, a store manager might (and strong emphasis on might) put their sales data into Excel and then let it linger there for the occasional perusal, this new generation is prepared to connect multiple online tools to build an online storefront (through no-code tools like Shopify or Squarespace), calculate basic LTV scores using a no-code data platform and prioritize their best customers with marketing outreach through basic email delivery services. And it’s all reproducible, as it is in technology and code and not produced by hand.

There are two important points here. First is to note the degree of fluency these new workers have for these technologies, and just how many members of this generation seem prepared to use them. They just don’t have the fear to try new programs, and they know they can always use search engines to find answers to problems they are having.

Second, the productivity difference between basic computer literacy and a bit more advanced expertise is profound. Even basic but accurate data analysis on a business can raise performance substantially compared to gut instinct and expired spreadsheets.

This second digital divide is only going to get more intense. Consider students today in school, who are forced by circumstance to use digital technologies in order to get their education. How many more students are going to become even more capable of using these technologies? How much more adept are they going to be at remote work? While the current educational environment is a travesty and deeply unequal, the upshot is that ever more students are going to be forced to become deeply fluent in computers.[2]

Progress in many ways is about raising the bar. This generation is raising the bar on how data is used in the workplace, in business and in entrepreneurship. They are better than ever at bringing together various individual services and cohering them into effective experiences for their customers, readers and users. The No-Code Generation has the potential to finally fill that missing productivity gap in the global economy, making our lives better, while saving time for everyone.

[1] Probably worth pointing out that the other “digital divide” at the time was describing households that had internet access and households that did not. That’s a divide that unfortunately still plagues America and many other rich, industrialized countries.

[2] Important to note that access to computing is still an issue for many students and represents one of the most easily fixable inequalities today in America. Providing equal access to computing should be an absolute imperative.

Powered by WPeMatico

This startup wants to fix the broken structure of internships

Internships are an opportunity for students to experiment with new career paths and land a full-time offer ahead of graduation. For companies, the weeks-long programs help recruit and train job-ready hires.

While the stakes are high, the coronavirus-spurred office closures and market volatility made a number of tech companies slim down or cancel their internship programs. Similar to remote schooling, the startups that kept their programs had a huge hurdle to face: How do you teach and train students across the world about your company?

That’s where Symba, a Techstars alum, comes in. The 12-person startup created a white-label software tool to help companies, including Robinhood and Genentech, create an online space to communicate and collaborate with their now-distributed interns.

“Every year, organizations are reinventing the wheel and starting their internship program from scratch,” Ahva Sadeghi, CEO of Symba, said. “It’s like, you’re spending so much money, this is a core part of your recruitment, but you’re not invested in an infrastructure to make sure it’s sustainable.”

Symba sells a plug-and-play workspace for both interns and managers. Interns sign into Symba through a branded landing page and are brought into a workspace. They can then toggle between feedback, community, profiles and projects. There’s also an entire area for onboarding tutorials and company history.

Interns are brought to a workspace upon login. Image via Symba.

Sadeghi is joined by co-founder and CTO Nikita Gupta, who built the entire site from scratch.

Symba was built with a big focus on creating channels for feedback between interns and managers. There is a tab dedicated solely to feedback, where managers can consistently rank their direct reports on a five-star rating scale across various skills. Interns are also able to request feedback.

Each user is invited to create a profile so other interns can reach out and learn about their cohort. While Symba wants to be where interns live during their internship, there’s no direct messaging mechanisms within the web-based platform. Instead, Symba has embedded a Slack integration for users who want to talk directly.

The community board allows interns to meet other interns and chat. Image via Symba.

Managers, on the other hand, are able to log in, assign tasks and check on progress for their direct reports. Feedback is also tracked during the entirety of the internship, to help see who has made progress and deserves a potential return offer.

Because interns come in for only eight to 12 weeks, she says the traditional internship onboarding process — which includes bringing them all onto a company’s full-time tech stack — could create chaos for the organization. Symba wants to be a low-lift alternative.

Sadeghi says that customers have been attracted to the alumni features in their platform, which allow managers to engage interns after the program is complete. The applicant-tracking system works to keep potential hires in the fold of the company.

So far, Symba is optimistic that the tool is working. Users log into the product an average of six to nine times per day, and there have been more than 15,000 intern-projects created on Symba.

The company declined to disclose revenue, citing the stage of its business, but said that it charges companies $30 to $50 per user per month for the product. The average size of a Symba cohort is 80, but they have had customers who bring more than 2,000 interns onto the product. It only works with companies who pay their interns.

A hurdle of Symba will be the seasonality of its revenue. Because most internships are in the summer, Symba will likely find most growth opportunities during that three-month period.

Symba’s early growth is directly related to the pandemic, as the fear of the virus closed offices, and, in turn, shuttered internship programs. Symba’s success will hinge on if the team can convince companies that an online workspace for interns is a necessary product even when offices reopen.

Beyond translating into a post-pandemic world, Symba wants to be a solution for clients such as bootcamps, accelerators or fellowships. If it’s able to land year-round clients, it will be able to balance the seasonality of its current revenue of summer internships.

The success so far is promising: Early momentum has helped Symba raise $750,000 from a number of investors, including 1517 Fund, January Ventures and Hustle Fund.

Powered by WPeMatico

What would Databricks be worth in a 2021 IPO?

TechCrunch recently covered Databricks’ financial performance in 2020, contrasting its recent performance to some historical 2019 data that the company shared.

The data-and-analysis-focused unicorn grew its annual run rate 75% to $350 million, compared to its year-ago quarter, meaning that the firm is growing well at scale. TechCrunch described it as “an obvious IPO candidate” at the time, a little under two weeks ago.


The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.


Since that point, Bloomberg reported that Databricks is indeed charging ahead with an IPO, a transaction that could come as soon as the first half of 2021, writing that it “has held talks with banks but has yet to hire underwriters” for its flotation.

That is enough news for us to have fun with. So, this morning let’s collate all that we know about the company’s financial performance, mix in some current market valuation metrics, and do some light projecting of Databricks’ growth. Our question? What might the company be worth at the end of Q1 or Q2 next year.

Of course, there are some worrying signs on the horizon that the stock market is about to shift lower, but, hey, there’s no need to be a pessimist this early on a Monday morning. Let’s get into the math.

Databricks’ potential IPO valuations

Starting with some history, Databricks was worth $6.2 billion after its September, 2019 Series F round of capital. The company raised $400 million in the transaction, its largest round to-date by $150 million. That capital should get the company to an H1 2020 IPO, provided that its spending didn’t go all old-school Dropbox.

Powered by WPeMatico

Mario Kart Live: Home Circuit gets unofficial remote play on Surrogate.tv

Readers of a certain age will no doubt remember some regional variation of TV Powww, the syndicated program that found viewers at home giving directions over the phone to an in-studio operator playing an Intellivision game.

Perhaps the best-known variant is New York’s TV PIXXX, wherein the player would say “PIXX” (a reference to the station’s call letters), in hopes of winning a T-shirt or U.S. Savings Bond. The game was, famously, plagued with the sorts of technical and latency issues one might expect from such an enterprise.

Technology has, thankfully, come a long way since then. Live-streaming and cloud gaming in particular have finally started coming into their own in recent years. Founded in 2017, Finnish service Surrogate.tv offers a clever twist on these verticals, offering remote play versions of games with physical elements. Things like pinball, robot fighting and claw machines feature prominently. Naturally, all of that makes Mario Kart Live: Home Circuit a perfect candidate for what the site offers.

Launched last week, Surrogate is currently offering users the chance to play the game remotely during a number of blocks throughout the week (keep in mind that human beings need to be present in-person on the other side). Using the service, four players at a time can control the RC karts, using feeds from the remote Switches that offer up the AR overlay.

Image Credits: Surrogate

To accomplish the experience (which, Surrogate is quick to note, is in no way affiliated with Nintendo), the site emulated the Switch using the GitHub NSGadgetPi project, which is built with an Adafruit M0 microcontroller. Beyond that, each of the karts, meanwhile, requires the following, per Surrogate:

  • Nintendo Switch – To run the game.

  • Nintendo Mario or Luigi RC Kart – To be driven on the race track.

  • Raspberry Pi 4 – To run SurroRTG and Surrogate’s custom image recognition.

  • HDMI Capture Card – To capture the video feed.

  • USB Sound Card – To capture the sound.

Image Credits: Surrogate

It’s a fun way to experience the game without spending $99 on a kart (and four times that to get the full four-player in-person experience). Though, as anticipated, there are some lag issues, as a few of our staff members who have tried it out can attest. Getting the hang of it takes a few races, and that can eat up some serious time. Depending on when you play, the waiting list gets pretty long — and getting some press coverage will likely only make matters worse.

Image Credits: Surrogate

At very least, however, things have improved tremendously since the days of TV Powww.

Powered by WPeMatico

SAP shares fall sharply after COVID-19 cuts revenue, profit forecast at software giant

SAP announced its Q3 earnings yesterday, with its aggregate results down across the board. And after missing earnings expectations, the company also revised its 2021 outlook down. The combined bad news spooked investors, crashing its shares by more than 20% in pre-market trading, and the stock wasn’t showing any signs of improving in early trading.

The German software giant has lost tens of billions of dollars in market cap as a result.

The overall report was gloomy, with total revenues falling 4% to €6.54 billion, cloud and software revenue down 2% and operating profit down 12%. The only bright spot was its pure-cloud category, which grew 11%, to €1.98 billion.

SAP’s revenue result was around €310 million under expectations, though its per-share profit beat both adjusted and non-adjusted expectations.

While SAP’s big revenue miss might have been enough to send investors racing for the exits, its revised forecast doubled concerns. Even though the company said that its customers are accelerating their move to the cloud during the pandemic — something that TechCrunch has been tracking for some time now — SAP also said the pandemic is slowing sales and large projects.

Constellation Research analyst Holger Mueller says this is resulting in an unexpected revenue slow-down.

“What has happened at SAP is a cloud revenue delay as customers know that SAP is only investing into cloud products, and they have to migrate to those in the future. The news is that SAP customers are not migrating to the cloud during a pandemic,” Mueller told TechCrunch.

In a sign of the times, SAP spent a portion of its earnings results talking about 2025 results, a maneuver that failed to allay investor concerns that the pandemic was dramatically impacting SAP’s business today and in the coming year.

For 2020, SAP made the following cuts to its forecasts:

  • €8.0 – 8.2 billion non-IFRS cloud revenue at constant currencies (previously €8.3 – 8.7 billion)
  • €23.1 – 23.6 billion non-IFRS cloud and software revenue at constant currencies (previously €23.4 – 24.0 billion)
  • €27.2 – 27.8 billion non-IFRS total revenue at constant currencies (previously €27.8 – 28.5 billion)
  • €8.1 – 8.5 billion non-IFRS operating profit at constant currencies (previously €8.1 – 8.7 billion)

So, €300 million to €500 million in cloud revenue is now gone, along with €300 million to €400 million in cloud and software revenue, and €600 to €700 million in total revenue. That cut profit expectations by up to €200 million.

The company, however, is trying to put a happy face on the future projections, believing that as the impact of COVID begins to diminish, existing customers will eventually shift to the cloud and that will drive significant new revenues over the longer term. The trade-off is short-term pain for the next year or two.

“Over the next two years, we expect to see muted growth of revenue accompanied by a flat to slightly lower operating profit. After 2022 momentum will pick up considerably though. Initial headwinds of the accelerated cloud transition will start to turn into tailwinds for revenue and profit. […] That translates to accelerated revenue growth and double digit operating profit growth from 2023 onwards,” SAP CFO Luka Mucic said in a call with analysts this morning.

The question now becomes can they meet these projections, and if the longer-term approach during a pandemic will placate investors. As of this morning, they weren’t looking happy about it.

Powered by WPeMatico

Ant Group could raise as much as $34.5B in IPO in what would be world’s largest IPO

The long-anticipated IPO of Alibaba-affiliated Chinese fintech giant Ant Group could raise tens of billions of dollars in a dual-listing on both the Shanghai and Hong Kong exchanges.

Shares for the company formerly known as Ant Financial are expected to price at around HK$80, or roughly 68 to 69 Chinese Yuan. The company is selling around 134 million shares in the Hong Kong portion of its debut, worth around $17.25 billion American dollars at HK$80 apiece.

Given that the share sale is expected to raise a similar amount of money from its Shanghai listing, the company’s IPO could raise as much as $34.5 billion. That tally would make the debut the largest in history, besting the recent Aramco IPO that raised around $29.4 billion.

Alibaba owns a 33% stake in Ant Group. At its currently expected share price, Ant Group would be worth as much as $310 billion, according to The New York Times, or $313 billion per CNBC.

Ant Group’s huge IPO fits its own epic scale. As TechCrunch reported in July, Ant had around 1.3 billion annual active users in March of this year, a number that could have risen in recent quarters. Ant’s Alipay competes with Tencent’s WeChat Pay in the huge and lucrative Chinese market.

The Ant Group IPO could be viewed as a moment in which the United States stock markets showed weakness. When Alibaba went public back in 2014, it did so via the New York Stock Exchange. The Chinese tech giant later dual-listed on the Hong Kong exchange. To see Ant Group dual-list on the Hong Kong and Shanghai indices without a float in New York shows what is possible outside of the United States when it comes to capital financing.

Fintech startups have broadly seen their fortunes rise during 2020 as the global pandemic changed consumer behavior and moved more commerce and payments into the digital realm. And IPOs have generally performed strongly as well, meaning that Ant Group could find a few tailwinds for its equity when it begins to trade.

Ant has not been content to stick to its knitting, keeping itself busy by investing in other startups. The company took a small stake in installment-payment service Klarna earlier this year, for example.

At a valuation of more than $310 billion, Ant Group would be worth about as much as JPMorgan Chase, the most valuable American bank today. It would also best U.S.-based digital payments leader PayPal, which is currently valued at $236 billion, as well as Square, which is valued at $77 billion.

Powered by WPeMatico

Equity Monday: SAP’s warning, and IPO updates for both Airbnb and Databricks

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines.

This is Equity Monday, our weekly kickoff that tracks the latest big news, chats about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You can follow the show on Twitter here and myself here — and don’t forget to check out last Friday’s episode that includes some high-quality Quibi jokes, if I recall correctly.

This was a busy morning, with lots to talk about it. Here’s what we got into:

Shout-out to Lewis Hamilton and that G2 series. OK, chat Thursday!

Equity drops every Monday at 7:00 a.m. PT and Thursday afternoon as fast as we can get it out, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts.

Powered by WPeMatico