1010Computers | Computer Repair & IT Support

Zoom introduces all-in-one home communications appliance for $599

Zoom has become the de facto standard for online communications during the pandemic, but the company has found that it’s still a struggle for many employees to set up the equipment and the software to run a meeting effectively. The company’s answer is an all-in-one communications appliance with Zoom software ready to roll in a simple touch interface.

The device, dubbed the Zoom for Home – DTEN ME, is being produced by partner DTEN. It consists of a standalone 27-inch screen, essentially a large tablet equipped with three wide-angle cameras designed for high-resolution video and 8 microphones. Zoom software is pre-loaded on the device and the interface is designed to provide easy access to popular Zoom features.

Zoom for Home – DTEN ME with screen sharing on. Image Credits: Zoom

Jeff Smith, head of Zoom Rooms, says that the idea is to offer an appliance that you can pull out of the box and it’s ready to use with minimal fuss. “Zoom for Home is an initiative from Zoom that allows any Zoom user to deploy a personal collaboration device for their video meetings, phone calls, interactive whiteboard annotation — all the good stuff that you want to do on Zoom, you can do with a dedicated purpose-built device,” Smith told TechCrunch.

He says this is designed with simplicity in mind, so that you pull it out of the box and launch the interface by entering a pairing code on a website on your laptop or mobile phone. Once the interface appears, you simply touch the function you want, such as making a phone call or starting a meeting, and it connects automatically.

Image Credits: Zoom

You can link it to your calendar so that all your meetings appear in a sidebar, and you just touch the next meeting to connect. If you need to share your screen it includes ultrasonic pairing between the appliance and your laptop or mobile phone. This works like Bluetooth, but instead of sending out a radio signal, it sends out a sound between 18 and 22 kHz, which most people can’t hear, to connect the two devices, Smith said.

Smith says Zoom will launch with two additional partners, including the Neat Bar and the Poly Studio X Series, and could add other partners in the future.

The DTEN appliance will cost $599 and works with an existing Zoom license. The company is taking pre-orders and the devices are expected to ship next month.

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VidMob rethinks video production in the pandemic era

VidMob, which started out as a marketplace connecting marketers and video editors, now bills itself as a “creative technology platform.” Now there’s a “creator network” that’s part of a broader suite of tools for managing video production and turning those videos into online ads.

And the company has continued to evolve during the COVID-19 pandemic. Founder and CEO Alex Collmer told me that how customers use the platform has changed substantially in recent months. For example, he said that one of the platform’s “best skills” involved taking existing footage — including footage shot for TV commercials — and other creative assets and turning them into social media ads. But of course, “Over the last few months, all physical shoots were canceled.”

So Collmer said that rather than simply treating VidMob as a social media advertising tool, brands are increasingly turning to the startup for a way to manage remote video production. The result is that the company saw 100% year-over-year “logo growth” (a.k.a. new customers) in the first quarter, and then grew another 50% in Q2.

“What we have seen here is the acceleration of the digital transformation of the enterprise,” he said. “Pretty much every client we have, every marketer we talk to is looking very seriously at how to move all their creative operations onto some sort of unifying software platform, so that they feel safe in the event that they continue to have to work in a remote environment, and to be more efficient with existing media.”

One of those gin brand Monkey 47, whose brand lead Jennifer Schwartz said in a statement, “We have worked multiple times with VidMob as they quickly and efficiently help a lean and nimble brand like ours get out our message to millions of consumers.”

Another client is Citi, whose Chief Brand Officer Carla Hassan told me her team has been working with VidMob since last year. She said that as as a result of the pandemic, like many marketers, “We were required to really be flexible and adjust and scale programs quickly.”

For example, in response to the #InItTogether hashtag, Citi used VidMob to create a series of inspirational videos showcasing the work of its employees — such as Mihir in the video above, who was 3D printing protective equipment for his communities.

“As we thought about how we told the stories, we realized that your colleagues are some of the most important heroes that you have,” Hassan said.

According to Citi, the videos have been viewed nearly 250,000 times since the campaign launched in early May, with 80% of that viewing on LinkedIn.

And although dealing with the initial pandemic and shutdown was difficult enough, the news keeps coming, with protests for racial justice, a COVID-19 resurgence, resulting closures and more.

“We’re going to be in a period of uncertainty for a while, but to be honest, I see that as an opportunity,” Hassan said. “Brands who understand what their consumers want, brands who are tuned into the cultural zeitgeist, brands [who] pivot quickly to create content that is relevant and engaging and drive business KPIs … that will be what wins in the future.”

Similarly, Collmer said that in a period of uncertainty, brands need to respond more quickly, rather than simply falling silent: “Shutting up and going away is not a great way to position yourself.”

Update: This post has been updated to correctly identify the executive at Citi and to include a quote from Monkey 47.

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Daily Crunch: Behold, The TechCrunch List

TechCrunch launches a major new initiative, Amazon tests a smart shopping cart and ICE backs down from its controversial student visa rule change. Here’s your Daily Crunch for July 14, 2020.

The big story: Behold, The TechCrunch List

Back in June we published a story with the rather grandiose headline “How we’re rebuilding the VC industry. It was, in effect, announcing The TechCrunch List, which has been a months-long project to bring more transparency to who actually writes first checks for startups.

Today, we published the list — or at least the first version. I’ll let Managing Editor Danny Crichton explain:

The TechCrunch List is a verified, curated list of investors who have demonstrated a commitment to first checks and leading rounds from seed through growth, organized by market vertical …

Ultimately, The TechCrunch List is a living and breathing directory of the most active VCs who are willing to lead in the industry. We intend for the List to be regularly updated as founders give us more recommendations and investors change their tastes and their portfolios.

You can read about the 11 VCs who got the most enthusiastic recommendations from founders (Extra Crunch membership required) and browse the full list.

The tech giants

Amazon to test Dash Cart, a smart grocery shopping cart that sees what you buy — The cart, which will identify and charge you for items placed inside its basket, will first be tested in the Amazon grocery store opening in Woodland Hills, California.

UK U-turns on Huawei and 5G, giving operators until 2027 to rip out existing kit — The U.K. government is forbidding telcos from buying 5G equipment from Huawei and ZTE, and must remove any equipment from those companies by 2027.

Google Play Pass expands outside the US, adds more titles and annual pricing — Play Pass is the Android alternative to Apple Arcade, offering subscription access to a variety of apps and games.

Startups, funding and venture capital

Identity platform Auth0 raises $120M Series F funding round at $1.92B valuation — Developers can just add a few lines of code to connect applications to Auth0’s identity management service.

Blackstone’s growth investors lead a $200 million investment into Oatly, the oat-milk juggernaut — Celebrity investors include Oprah Winfrey, Roc Nation, Natalie Portman and former Starbucks CEO Howard Schultz. (I’ve tried the milk. It was fine.)

Everything you could possibly want to learn about fundraising will be covered at TC Early Stage — There will be in-depth sessions, as well as fireside chats with Figma’s Dylan Field, Minted.com’s Mariam Naficy, Sequoia’s James Buckhouse and Jess Lee and Greylock’s Reid Hoffman and Sarah Guo.

Advice and analysis from Extra Crunch

Investors are browsing for Chromium startups — Lucas Matney offers an overview of interesting browser startups building on top of Google’s Chromium project.

The IPO market stays hot, as nCino prices above range and Jamf targets a ~$2B valuation — Alex Wilhelm has the latest on IPO pricing.

(Reminder: Extra Crunch is our subscription membership program, which aims to democratize information about startups. You can sign up here.)

Everything else

After colleges sue, ICE backs down from student visa rule change — A dozen universities and colleges threatened legal action against the administration’s order to revoke visas for international students studying at U.S. colleges that plan to provide their classes exclusively online in the fall.

NBCUniversal’s streaming service Peacock officially launches tomorrow — The service has already been available to parent company Comcast’s Xfinity X1 and Flex cable customers since April, but tomorrow marks the launch to a general audience, with anyone in the United States able to sign up and access Peacock on a range of devices (but not Roku or Amazon Fire TV).

Hand-crank a level of Super Mario Bros. on Lego’s new 2,646-piece NES kit — This is beautiful but I would definitely lose some of those pieces.

The Daily Crunch is TechCrunch’s roundup of our biggest and most important stories. If you’d like to get this delivered to your inbox every day at around 3pm Pacific, you can subscribe here.

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BlueOcean uses automation to deliver affordable brand audits in seven days

BlueOcean is a new startup offering companies a relatively fast and affordable way to see how their brands are performing and what they can do to improve.

CEO Grant McDougall and COO/President Liza Nebel (the pair founded BlueOcean with Chief Data Scientist Matthew Gross) told me they’ve been developing the technology for two years. And although the startup is only officially launching now, it has already worked with prominent brands like Microsoft, Panda Express and Pabst Blue Ribbon.

BlueOcean is focused specifically on the world of brand audits, which are basically detailed analyses of the aspects of a brand that are and aren’t working — and according to Nebel (whose experience includes working on brand and digital strategy at Ogilvy), a single audit can cost brands millions of dollars, often resulting in reports “that aren’t even actionable.”

With BlueOcean, on the other hand, a brand provides only two things — their website and a list of their competitors. Then they get their brand audit one week later, for just $17,000, including recommendations for how to improve.

To do this, the company says it’s applying an “automation-first approach.” McDougall said BlueOcean is pulling from hundreds of different data sources, which will vary from industry to industry, and applying algorithms to understand things like, “What’s the right taxonomy? How do we acquire that data?”

BlueOcean founders Grant McDougall and Liza Nebel

BlueOcean founders Grant McDougall and Liza Nebel (Image Credits: BlueOcean)

He added, “Strategically, we tend to move up in the organization,” giving both marketing teams and C-level executives the advice they need.

For example, Nebel said that one of BlueOcean’s clients include a large alcohol holding company, which recently launched a line of hard seltzer under an existing alcohol brand. The startup’s brand audit recommended that the company (which Nebel declined to identify) launch a separate hard seltzer brand instead — and now, the company will be launching three different brands.

Nebel also walked me through what she called the “five-minute version” of a brand audit for TechCrunch, which looked at our performance in terms of potential customers, positioning, messaging, offerings and existing customers. Ultimately, BlueOcean gave us a “moderate” score of 97 (but hey, we scored well on being “memorable” and “inspiring”) and recommended steps like publishing a more “steady drumbeat” of content on social media and improving our app experience.

“BlueOcean has become a great addition to further enable us to sharpen our ability to monitor, understand and act through the lens of brand across all of our commercial offerings,” said Microsoft’s director of brand strategy Tim Hoppin in a statement. “We’re excited to work with BlueOcean and use their tools and expertise to strengthen our relationship with the millions of global customers we connect with daily.”

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ClassPass co-founder Sanjiv Sanghavi joins Arcadia, bringing consumer marketing savvy to clean energy

“Helping navigate the elusiveness of product market fit” is how Sanjiv Sanghavi, the co-founder of ClassPass and itinerant startup executive, describes his roles at different companies. 

From ClassPass through Knotel, Sanghavi has shepherded several businesses to growth and over a billion dollars in valuations; now he’s looking to bring that branding and marketing savvy to the world of renewable energy as the new chief product officer at Arcadia.

The company encourages renewable energy development by offsetting its customers’ electricity usage by buying an equivalent amount of renewable power or investing in renewable energy projects that provide renewable credits to offset fossil fuel usage.

Sanjiv Sanghavi, ClassPass co-founder and now chief product officer at Arcadia. Image Credit: Arcadia

We founded Arcadia to aggregate the power of consumer demand to fight climate change,” said Kiran Bhatraju, the founder and chief executive at Arcadia, in a statement. “Sanjiv’s deep knowledge of creating and building engaging consumer products will be crucial in the coming years to help us continue to build a world-class home energy experience that people love, and the planet needs.”

Sanghavi will be integral to Arcadia’s expansion into the northeast as it looks to grow its footprint across the United States.

Over the past six months Arcadia has steadily built out its presence across the Atlantic seaboard as it staffs its New York office. The company is actively hiring, and recently added a senior vice president of design, Josh Abrams, who previously worked at DoorDash, WeWork and PayPal. 

I was drawn to Arcadia because of its lasting power; I wanted to build something that would make an impact for generations,” said Sanghavi. “I believe that what Arcadia is doing is astounding — we’re building a bridge from the people who are generating renewable energy to those who want to do something good.”  

The company has raised $70 million to date, according to Crunchbase, from investors including G2VP, BoxGroup, Wonder Ventures and Energy Impact Partners. 

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Google Play Pass expands outside the US, adds more titles and annual pricing

Google Play Pass, the Android alternative to subscription-based game store Apple Arcade, is expanding. Launched in September 2019 with more than 350 apps and games, Play Pass today announced it has added 150 new titles, including Sonic the Hedgehog, Golf Peaks and kid-friendly content like apps from Sesame Workshop, for example. In addition, the service will be offered in a range of new non-U.S. markets for the first time and is adding an annual subscription option.

Unlike Apple Arcade, Google Play Pass at launch offered a combination of games and premium apps, like AccuWeather, Facetune and Pic Stitch, for example. (Facetune and AccuWeather have since been removed). It also included a notable list of launch titles, like Stardew Valley, Risk, Terraria, Monument Valley, Star Wars: Knights of the Old Republic, Reigns: Game of Thrones, Titan Quest and Wayward Souls.

The company has been steadily growing its lineup since its debut. Google says that over the past few months, it has added more than 150 titles and is preparing to roll out even more. A series of new titles will also premiere on Google Play Pass this year at launch, starting with the newly released The Almost Gone from Playdigious, available now. This will be followed by The Gardens Between and Kingdom Rush, then new releases like Bright Paw from Rogue and Line Weight from The Label coming later this year.

With the expansion, Google Play Pass now includes more than 500 apps and games.

The company is also offering a different way to pay for the subscription. Play Pass first offered users a $1.99 per month promotional subscription for the first year, which would increase to $4.99 per month afterwards. As early adopters are nearing the price change, Google is instead giving them a chance to save by paying for a year’s subscription upfront. The new annual subscription option brings the price down to $29.99 per year in the U.S., which works out to roughly $2.50 per month.

Existing subscribers will be able to make the change to an annual subscription from the Play Pass tab in the Play Store app for Android this week.

The service is also launching internationally with availability in Australia, Canada, France, Germany, Ireland, Italy, New Zealand, Spain and the United Kingdom, starting this week.

Because Play Pass didn’t rely as heavily on exclusives and included non-game apps, it was able to offer a larger catalog than Apple Arcade did at launch. Today, Apple touts that Arcade offers more than 100 games, while Google has added more apps than that in just the past several months.

Google also ties its payouts to developers based on Play Pass downloads, while Apple had offered upfront funding for Arcade titles, with more for exclusives. iOS developers are also under NDA about their agreements, but a revenue share is reportedly involved here, as well.

Both services cater to a growing audience interested in subscription-based entertainment, which is no longer limited to just streaming music and video. Outside of standard mobile game revenue, app subscriptions have been driving increases in consumer spend across the app stores for some time.

The Google Play Pass expansion to new markets and the annual subscription option are both rolling out this week.

Correction: Google initially described the annual subscription as U.S.-only. It will be offered elsewhere. The company updated its own announcement on the matter to clarify this.  

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Tesla holds on to recent gains with bullish analyst target of $2,300

Wall Street darling Tesla is holding on to its recent gains today on the back of a bullish analyst report, despite some weakness in tech shares.

Tesla has seen its value skyrocket in recent quarters, rising from a 52-week low share price of $211 to $1,548.81 today. That figure, however, is low in the eyes of some. Enter Piper Sandler.

The Piper analyst report, which was first released late Monday, gives Tesla a new price target of $2,322, up from the group’s prior price target of a little over $900 per share. The stock still has room to run, some believe, perhaps explaining some of the mania that related companies have seen in recent weeks, including fellow electric car manufacturers Nikola, Nio and others.

It was enough to prompt a “wow” from Tesla CEO Elon Musk via a tweet Monday evening.

Wow

— Elon Musk (@elonmusk) July 14, 2020

The Piper report cites two key factors for its new Tesla price target: The company’s edge in manufacturing and resulting unit volume, and the possibility that software will allow the company to eventually generate operating margins in the mid-20s.

On the manufacturing front, Piper increased its 2020 delivery estimates based on Tesla’s recent second-quarter numbers. The firm believes Tesla can hit its original 2020 delivery guidance of 500,000 units, which it notes is impressive, given factory closures due to COVID-19.

Piper suggested Tesla can scale rapidly in the coming years. The constraint isn’t customer demand, but instead capacity, the analyst suggested. Of course, building out production capacity is no small and cheap feat. Still, with customer demand wide open, Piper sees big revenue gains moving forward.

The latter argument feels more speculative. A 25% operating margin implies that the automotive company’s gross margins would need to be far higher, a seeming stretch for a company that sells molded metal and plastic in a competitive market.

The basis of Piper’s argument centers on Tesla’s software, specifically its FSD, or “full self-driving” feature, an $8,000 add-on that provides advanced driver assistance over its standard Autopilot system.

Let us provide some quick backstory so that everyone understands: Today, Tesla vehicles come standard with Autopilot, an advanced driver assistance system that offers a combination of adaptive cruise control and lane steering. Tesla once charged for this feature as well, but made it standard in April 2019.

The more robust and higher-functioning version of Autopilot is called full self-driving. FSD includes the parking feature Summon as well as Navigate on Autopilot, an active guidance system that navigates a car from a highway on-ramp to off-ramp, including interchanges and making lane changes. The system now recognizes and responds to traffic lights, as well.

Still, Tesla vehicles are not self-driving cars. The system requires a human driver to remain engaged at all times.

Piper believes the FSD price will continue to rise, driving up margins. The firm predicted the cost of FSD could rise as high as $40,000.

“Thanks to the high-margin nature of the FSD package, we think that by the 2030s, Tesla could conceivably be selling vehicles at cost — or even below cost — while still achieving higher operating margins,” Piper wrote.

There is a very material catch to all of this. Tesla is able to recognize FSD revenue on its balance sheet as it rolls out more features. In other words, Tesla has to keep improving the product to be able to capture that entire line item.

In the first-quarter earnings call, Tesla CFO Zachary Kirkhorn explained that the company takes “roughly half” of the FSD as revenue. The other half of it goes into deferred revenue.

“Our deferred revenue balance is continuing to grow,” he said at the time. “It’s a little bit over $600 million. And so as we release features with time, at the end of every quarter, we take a look at what features have been released, associated value and then we can release that from the deferred revenue into our financials for that quarter. And then cars going forward, once the feature is released, we can recognize that revenue.”

For Tesla shareholders, institutional and retail alike, Piper’s report is welcome. Now Tesla has to live up to raised expectations. The company reports earnings on July 22. TechCrunch will be tuned in.

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Recurrency is taking on giants like SAP with a modern twist on ERP

Recurrency, a member of the Summer 2020 Y Combinator cohort, was started by a 21 year old just out of college. He decided to take on a highly established market that is led by giants like SAP, Infor, Oracle and Microsoft, but instead of taking a highly complex area of enterprise software in one big bite, he is starting by helping wholesale businesses.

Sole founder and company CEO Sam Oshay just graduated from the University of Pennsylvania with a dual degree that straddled engineering and business, before joining the summer batch. Oshay is bringing a modern twist to ERP by using machine learning to drive more data-driven decision making.

“What makes us different from other ERPs like SAP, Infor and Epicor is that we can tell the user something that they don’t already know.” He says these traditional ERPs are basically data entry systems. For example, you could enter a pricing list, but you can’t do anything with it in terms of predictions.

“We can scan historical data and make pricing recommendations and predictions. So we are an ERP that not only does data analysis, but also imports external data and matches it to internal data to make recommendations and predictions,” Oshay explained.

While he doesn’t expect to remain confined to just the wholesale side of the business, it makes sense that he started with it because his family has a history of running these kinds of businesses. In fact, his grandfather immigrated to the U.S. after World War II and started a hardware wholesale business that his uncle still runs today. His dad started his own business selling wholesale shipping supplies, and he grew up in the family business, giving him some insight that most recent college grads probably wouldn’t have.

“I learned about the wholesale business at a very deep level. And what I observed is that so many of the issues with my dad’s business came down to issues with his ERP system. It occurred to me that if someone were to build an ERP extension or a better ERP, they could unlock so much of the value that is currently locked inside these legacy systems,” he said.

So he did what good entrepreneurs do, and began building it. For starters, his system plugs into legacy systems like SAP or NetSuite, but the plan is to build a better ERP, one step at a time. For now, it’s about wholesale, but he has a much broader vision for his company.

He originally applied to YC during the Fall 2019 semester of his junior year, and was admitted to the winter batch, but deferred to the Summer 2020 group to complete his studies. He spent his remaining time at UPenn sprinting to early graduation, taking 10 classes to come close to finishing his studies (with just a dissertation standing between him and his degree).

With this batch being delivered remotely, he says that the YC team has taken that into account and is still offering a meaningful experience for the summer group. “All of the events that YC would normally be doing are still happening, just remotely. And to my knowledge, some of the events we’re doing are designed specifically for this weird set of circumstances. The YC team has put quite a bit of thought into making this batch meaningful and I think they’ve succeeded,” he said.

While the pandemic has created new challenges for an early-stage business, he says that in some ways it’s helped him focus better. Instead of going out with friends, he’s home with his head down working on his company with little distraction.

As you would expect, it’s early days for the product, but he has three customers who are operational and two more in the implementation phase. He also has two employees so far, a front end and back end engineer.

For now, he’s going to continue building his product and his business, and he sees the pandemic as a time when businesses might be more open to changing a system like a legacy ERP. “If they want to try something new, and you can make it easier for them to try that, I’ve found that’s a place where you can make a sale,” he said.

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UK U-turns on Huawei and 5G, giving operators until 2027 to rip out existing kit

The UK government has confirmed a widely expected U-turn related to “high risk” 5G vendors linked to the Chinese state — attributing the policy shift to the US recently imposing tighter sanctions on Huawei’s access to its technologies.

UK digital minister Oliver Dowden told parliament the new policy will bar telcos from buying 5G kit from Huawei and ZTE to install in new network builds from the end of this year. While any of their kit that’s already been installed in UK 5G networks must be removed by 2027.

Although legislation to enable the enforcement of the policy has still to be laid before parliament and could face challenges from MPs who want to seek a more rapid removal of Huawei kit.

Yesterday telco BT warned against any overly rapid rip-out of existing Huawei kit, suggesting it could cause mobile network outages, generate security risks and further delay upgrades to the country’s fiber broadband network which the government included in its manifesto. BT CEO Philip Jansen had suggested an ideal timeframe of seven years to remove existing Huawei 5G kit so the government appears to have served up its best case scenario, while still piling additional cost on next-gen network builds.

Dowden conceded that the new policy will also delay the rollout of UK 5G networks but claimed the government is prioritizing security over economic considerations.

“Clearly since January the situation has changed. On the 15th of May the US Department of Commerce announced that new sanctions had been imposed against Huawei through changes to the foreign direct product rules. This was a significant material change and one that we have to take into consideration,” he told parliament.

“These sanctions are not the first attempt by the US to restrict Huawei’s ability to supply equipment to 5G networks. They are, however, the first to have potentially severe impacts on Huawei’s ability to supply new equipment in the United Kingdom. The new US measures restrict Huawei’s abilities to produce important products using US technology or software.”

Dowden said the National Cyber Security Center had reviewed the new US sanctions and “significantly” changed their security assessment as a result — saying the government would publish a summary of the advice that had led to the policy U-turn when challenged on the U-turn by the shadow digital minister.

“Given the uncertainty this creates around Huawei’s supply chain the UK can no longer be confident it will be able to guarantee the security of future Huawei 5G equipment affected by the change in US foreign direct product rules,” Dowden added.

A Telecoms Security Bill had been slated to be introduced before the summer recess but will now be delayed until autumn given the policy swerve.

In terms of costs and time associated with restricting and then ripping out Huawei kit from UK 5G networks, Dowden suggested it would add between two to three years more to 5G rollouts — and cost up to £2BN.

“We have not taken this decision lightly and I must be frank about the consequences for every constituency in this country,” he said. “This will delay our roll out of 5G. Our decisions in January had already set back that rollout by a year and cost up to a billion pounds. Today’s decision to ban the procurement of new Huawei 5G equipment from the end of this year will delay the rollout by a further year and will add up to half a billion pounds to costs.”

The additional set of requiring operators to rip out existing Huawei 5G kit by 2027 will entail “hundreds of millions of pounds” more to their costs.

“This will have real consequences for the connections on which all our connections relay,” he further cautioned, warning against that going any “faster and further” than the 2027 target — saying to do so would add “considerable and unnecessary” additional costs and delays.

“The shorter we make the timetable for removal the greater the risk of actual disruption to mobile networks,” he also said.

It’s a very significant change of government policy vs the package of restrictions announced in January when Boris Johnson’s government expressed confidence it could manage any risk associated with vendors with deep links to the Chinese state.

And Dowden faced a barrage of questions from opposition politicians about the “screeching U-turn” and the associated delays to the UK’s 5G network infrastructure from not having taken this decision six months earlier. 

Shadow digital minister Chi Onwurah said the government’s digital policy lay in tatters — and called for it to set up a multi-stakeholder taskforce to lead the infrastructure charge. “This entire saga has shown that the government cannot sort this mess out on their own,” she said. “We need a taskforce of industry representatives, academics, startups, regional government and regulators to develop a plan which delivers a UK [5G] network capability and security mobile network in the shortest possible timeframe.”

On government backbenches, Dowden’s statement was more broadly welcomed. Although Johnson has faced significant internal opposition from a group of rebel MPs in his own party to his earlier Huawei policy so it remains to be seen whether they can be convinced to back the new package. One rebel MP source, speaking to the Guardian, warned the fight is back on — saying they’ll table amendments to the telecoms security bill to further shrink the timeframe to rip out Huawei kit, including also for 3G and 4G, not just 5G.

On the issue of what’s to be done with kit from high risk vendors that’s in use in non-5G networks, the government sought to slip in another delay today — with Dowden telling parliament the issue “needs to be looked at”, and announcing a “technical consultation with operators to understand their supply chain alternatives”.

“Given there is only one other appropriate scale vendor for full fiber equipment we are going to embark on a short technical consultation with operators to understand their supply chain alternatives. So that we can avoid unnecessary delays to our Gigabit ambitions and prevent significant resilience risks,” he said.

The technical consultation will determine government policy toward Huawei outside 5G networks, Dowden added.

The government has said before it’s taking steps to increase diversification in the supply chain around 5G network infrastructure kit. Dowden reiterated that line today, saying the UK is working with Five Eyes partners to try to accelerate diversification, while tempering the ambition by couching it as a global problem.

Over the longer term he said the UK wants to encourage and support operators to use multiple vendors per network as standard, though again he cautioned that the development of such open RAN networks will take time.

In the nearer, medium term, he suggested other large scale vendors would be needed to step in — saying the government is already having technical discussions with alternative telecoms kit makers, including Samsung and NEC, about accessing the UK market to plug the gap opened up by the removal of Huawei equipment.

“We are already engaging extensively with operators and vendors and governments around the world about supporting and accelerating the process of diversification. We recognize that this is a global issue that requires international collaboration to deliver a lasting solution so we’re working with our Five Eyes partners and our friends around the world to bring together a coalition to deliver our shared goals,” he added.

We’ve reached out to Huawei for comment. Update: In a statement, Ed Brewster, a spokesperson for Huawei UK, told us:

This disappointing decision is bad news for anyone in the UK with a mobile phone. It threatens to move Britain into the digital slow lane, push up bills and deepen the digital divide. Instead of ‘levelling up’ the government is levelling down and we urge them to reconsider. We remain confident that the new US restrictions would not have affected the resilience or security of the products we supply to the UK.

Regrettably our future in the UK has become politicized, this is about US trade policy and not security. Over the past 20 years, Huawei has focused on building a better connected UK. As a responsible business, we will continue to support our customers as we have always done.

We will conduct a detailed review of what today’s announcement means for our business here and will work with the UK government to explain how we can continue to contribute to a better connected Britain.

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Macro just raised $4.3M to make your never-ending Zoom calls more useful

In this pandemic world, in-person meetings are a thing of the past. Most meetings these days are done via video conference, and no company has capitalized on the shift quite like Zoom.

Macro, a new FirstMark-backed company, is looking to capitalize on the capitalization. To Capitalism!

Sorry. Let’s get back on track. Macro is a native app that employs the Zoom SDK to add depth and analysis to your daily work meetings.

There are two modes. The first is essentially focused on collaboration, which turns the usual Zoom meeting into a light overlay, where folks are shown in small, circular bubbles at the top of the screen. This mode is to be used when folks are working on the same project, such as a wireframe or a collaborative document. The UI is meant to kind of fade into the background, allowing users to click on taps or objects behind other attendees’ bubbles.

The other mode is an Arena or Stadium mode, which is meant for hands-on meetings and presentations. It has two distinct features. The first is an Airtime feature, which shows how much different participants have ‘had the floor’ for the past five minutes, thirty minutes, or in total during the meeting. The second is a text-input system on the right side of the UI that lets people enter Questions, Takeaways, Action Items and Insights from the call.

Macro automatically adds that text to a Google Doc, and formats it into something instantly shareable.

There is no extra hassle involved in getting Macro up and running. When a user installs Macro on their computer, they’re instantly loaded into Macro each time they click a Zoom link, whether it’s in an email, a calendar invite, or in Slack.

Macro cofounders Ankith Harathi and John Keck explained to TechCrunch that this isn’t your usual enterprise play. The product is free to use and, with the Google Doc export, is still useful even as a single-player product. The Google Doc is auto-formatted with Macro messaging, explaining that it was compiled by the company with a link to the product.

In other words, Harathi and Keck want to see individuals within organizations get Macro for themselves and let the product grow organically within an organization, rather than trying to sell to large teams right off the bat.

“A lot of collaborative productivity SaaS applications need your whole team to switch over to get any value out of them,” said Harathi. “That’s a pretty big barrier, especially since so many new products are coming out and teams are constantly switching and that creates a lot of noise. So our plan was to ensure one person can use this and get value out of it, and nobody else is affected. They get the better interface and other team members will want to switch over without any requirement to do so.”

This is possible in large part to the cost of the Zoom SDK, which is $0. The heavy lifting of audio and video is handled by Zoom, as is the high compute cost. This means that Macro can offer its product for free at a relatively low cost to the company as it tries to grow.

Of course, there is some risk involved with building on an existing platform. Namely, one Zoom platform change could wreak havoc on Macro’s product or model. However, the team has plans to expand beyond Zoom to other video conferencing platforms like Google, BlueJeans, WebEx, etc. Roelof Botha told TechCrunch back in May that businesses built on other platforms have a much greater chance of success when there is platform across that sector, as there certainly is here.

And there seems to be some competition for Macro in particular — for one, Microsoft Teams just added some new features to its video conferencing UI to relieve brain fatigue and Hello is looking to offer app-free video chat via browser.

Macro is also looking to add additional functionality to the platform, such as the ability to integrate an agenda into the meeting and break up the accompanying Google doc by agenda item.

The company has raised a total of $4.8 million since launch, including a new $4.3 million seed round from FirstMark Capital, General Catalyst and Underscore VC. Other investors include NextView Ventures, Jason Warner (CTO GitHub), Julie Zhuo (former VP Design Facebook), Harry Stebbings (Founder/Host of 20minVC), Adam Nash (Dropbox, Wealthfront, LinkedIn), Clark Valberg (CEO Invision), among others.

Macro has more than 25,000 users and has been a part of 50,000 meetings to date.

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