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Google Play cracks down on marijuana apps, loot boxes and more

On Wednesday, Google rolled out new policies around kids’ apps on Google Play following an FTC complaint claiming a lack of attention to apps’ compliance with children’s privacy laws, and other rules around content. However, kids’ apps weren’t the only area being addressed this week. As it turns out, Google also cracked down on loot boxes and marijuana apps, while also expanding sections detailing prohibitions around hate speech, sexual content and counterfeit goods, among other things.

The two more notable changes include a crackdown on “loot boxes” and a ban on apps that offer marijuana delivery — while the service providers’ apps can remain, the actual ordering process has to take place outside of the app itself, Google said.

Specifically, Google will no longer allow apps offering the ability to order marijuana through an in-app shopping cart, those that assist users in the delivery or pickup of marijuana or those that facilitate the sale of THC products.

This isn’t a huge surprise — Apple already bans apps that allow for the sale of marijuana, tobacco or other controlled substances in a similar fashion. On iOS, apps like Eaze and Weedmaps are allowed, but they don’t offer an ordering function. That’s the same policy Google is now applying on Google Play.

This is a complex subject for Google, Apple and other app marketplace providers to tackle. Though some states have legalized the sale of marijuana, the laws vary. And it’s still illegal according to the federal government. Opting out of playing middleman here is probably the right step for app marketplace platforms.

That said, we understand Google has no intention of outright banning marijuana ordering and delivery apps.

The company knows they’re popular and wants them to stay. It’s even giving them a grace period of 30 days to make changes, and is working with the affected app developers to ensure they’ll remain accessible.

“These apps simply need to move the shopping cart flow outside of the app itself to be compliant with this new policy,” a spokesperson explained. “We’ve been in contact with many of the developers and are working with them to answer any technical questions and help them implement the changes without customer disruption.”

Another big change impacts loot boxes — a form of gambling popular among gamers. Essentially, people pay a fee to receive a random selection of in-game items, some of which may be rare or valuable. Loot boxes have been heavily criticized for a variety of reasons, including their negative effect on gameplay and how they’re often marketed to children.

Last week, a new Senate bill was introduced with bipartisan support that would prohibit the sale of loot boxes to children, and fine those in violation.

Google Play hasn’t gone so far as to ban loot boxes entirely, but instead says games have to now disclose the odds of getting each item.

In addition to these changes, Google rolled out a handful of more minor updates, detailed on its Developer Policy Center website. 

Here, Google says it has expanded the definition of what it considers sexual content to include a variety of new examples, like illustrations of sexual poses, content depicting sexual aids and fetishes and depictions of nudity that wouldn’t be appropriate in a public context. It also added “content that is lewd or profane,” according to Android Police, which compared the old and new versions of the policy.

Definitions that are somewhat “open to interpretation” is something that Apple commonly uses to gain better editorial control over its own App Store. By adding a ban of “lewd or profane” content, Google can opt to reject apps that aren’t covered by other examples.

Google also expanded its list of examples around hate speech to include: “compilations of assertions intended to prove that a protected group is inhuman, inferior or worthy of being hated;” “apps that contain theories about a protected group possessing negative characteristics (e.g. malicious, corrupt, evil, etc.), or explicitly or implicitly claims the group is a threat;” and “content or speech trying to encourage others to believe that people should be hated or discriminated against because they are a member of a protected group.”

Additional changes include an update to the Intellectual Property policy that more clearly prohibits the sale or promotion for sale of counterfeit goods within an app; a clarification of the User Generated Content policy to explicitly prohibit monetization features that encourage objectionable behavior by users; and an update to the Gambling policy, with more examples.

A Google spokesperson says the company regularly updates its Play Store developer policies in accordance with best practices and legal regulations around the world. However, the most recent set of changes err on the side of getting ahead of increased regulation — not only in terms of kids’ apps and data privacy, but also other areas now under legal scrutiny, like loot boxes and marijuana sales.

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The Slack origin story

Let’s rewind a decade. It’s 2009. Vancouver, Canada.

Stewart Butterfield, known already for his part in building Flickr, a photo-sharing service acquired by Yahoo in 2005, decided to try his hand — again — at building a game. Flickr had been a failed attempt at a game called Game Neverending followed by a big pivot. This time, Butterfield would make it work.

To make his dreams a reality, he joined forces with Flickr’s original chief software architect Cal Henderson, as well as former Flickr employees Eric Costello and Serguei Mourachov, who like himself, had served some time at Yahoo after the acquisition. Together, they would build Tiny Speck, the company behind an artful, non-combat massively multiplayer online game.

Years later, Butterfield would pull off a pivot more massive than his last. Slack, born from the ashes of his fantastical game, would lead a shift toward online productivity tools that fundamentally change the way people work.

Glitch is born

In mid-2009, former TechCrunch reporter-turned-venture-capitalist M.G. Siegler wrote one of the first stories on Butterfield’s mysterious startup plans.

“So what is Tiny Speck all about?” Siegler wrote. “That is still not entirely clear. The word on the street has been that it’s some kind of new social gaming endeavor, but all they’ll say on the site is ‘we are working on something huge and fun and we need help.’”

Maybe I make a terrible boss, but at least I know it. Work with me: http://tinyspeck.com/jobs/cptl/

— Stewart Butterfield (@stewart) July 10, 2009

Siegler would go on to invest in Slack as a general partner at GV, the venture capital arm of Alphabet .

“Clearly this is a creative project,” Siegler added. “It almost sounds like they’re making an animated movie. As awesome as that would be, with people like Henderson on board, you can bet there’s impressive engineering going on to turn this all into a game of some sort (if that is in fact what this is all about).”

After months of speculation, Tiny Speck unveiled its project: Glitch, an online game set inside the brains of 11 giants. It would be free with in-game purchases available and eventually, a paid subscription for power users.

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Alibaba pumps $100 million into Vmate to grow its video app in India

Chinese tech giant Alibaba is doubling down on India’s burgeoning video market, looking to fight back local rival ByteDance, Google and Disney to gain its foothold in the nation. The company said today that it is pumping $100 million into Vmate, a three-year-old social video app owned by subsidiary UC Web.

Vmate was launched as a video streaming and short-video-sharing app in 2016. But in the years since, it has added features such as video downloads and 3-dimensional face emojis to expand its use cases. It has amassed 30 million users globally, and will use the capital to scale its business in India, the company told TechCrunch. Alibaba Group did not respond to TechCrunch’s questions about its ownership of the app.

The move comes as Alibaba revives its attempts to take on the growing social video apps market, something on which it has missed out completely in China. Vmate could potentially help it fill the gap in India. Many of the features Vmate offers are similar to those offered by ByteDance’s TikTok, which currently has more than 120 million active users in India. ByteDance, with a valuation of about $75 billion, has grown its business without taking money from either Alibaba or Tencent, the latter of which has launched its own TikTok-like apps with limited success.

Alibaba remains one of the biggest global investors in India’s e-commerce and food-tech markets. It has heavily invested in Paytm, BigBasket, Zomato and Snapdeal. It was also supposedly planning to launch a video streaming service in India last year — a rumor that was fueled after it acquired a majority stake in TicketNew, a Chennai-based online ticketing service.

UC Web, a subsidiary of Alibaba Group, also counts India as one of its biggest markets. The browser maker has attempted to become a super app in India in recent years by including news and videos. In the last two years, it has been in talks with several bloggers and small publishers to host their articles directly on its platform, many people involved in the project told TechCrunch.

UC Web’s eponymous browser rose to stardom in the days of feature phones, but has since lost the lion’s share to Google Chrome as smartphones become more ubiquitous. Chrome ships as the default browser on most Android smartphones.

The major investment by Alibaba Group also serves as a testament to the growing popularity of video apps in India. Once cautious about each megabyte they spent on the internet, thrifty Indians have become heavy video consumers online as mobile data gets significantly cheaper in the country. Video apps are increasingly climbing up the charts on Google Play Store.

In an event for marketers late last year, YouTube said that India was the only nation where it had more unique users than its parent company Google. The video juggernaut had about 250 million active users in India at the end of 2017. The service, used by more than 2 billion users worldwide, has not revealed its India-specific user base since.

T-Series, the largest record label in India, became the first YouTube channel this week to claim more than 100 million subscribers. What’s even more noteworthy is that T-Series took 10 years to get to its first 10 million subscribers. The additional 90 million subscribers signed up to its channel in the last two years. Also fighting for users’ attention is Hotstar, which is owned by Disney. Earlier this month, it set a new global record for most simultaneous views on a live-streaming event.

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‘Weirdo’ Fintech VC Anthemis marches to its own drummer

Entering into the world of Anthemis is a bit like stepping into the frame of a Wes Anderson film. Eclectic, offbeat people situated in colorful interiors? Check. A muse in the form of a renowned British-Venezuelan economist? Check. A design-forward media platform to provoke deep thought? Check. An annual summer retreat ensconced in the French Alps? Bien sûr.

Sitting atop this most unusual fintech(ish) VC is its ponytailed founder and chairman Sean Park, whose difficult-to-place accent and Philosophy professor aura belie his extensive fixed income capital markets experience. He’s joined by founder and CEO Amy Nauiokas, who in addition to being one of Fintech’s most prominent female investors also owns a high-minded film and television production company.

When Arman Tabatabai and I recently sat down with Park and Nauiokas in their New York office, the firm’s leaders were in an upbeat mood, having blown past the temporary perception-setback associated with the abrupt resignation last year of Anthemis’ former CEO Nadeem Shaikh (for more on this, read TechCrunch writer Steve O’Hear’s coverage of the situation).

And as the conversation below demonstrates, Park and Nauiokas are well poised to bring the quirk into everything they touch, which these days runs the gamut from backing companies involved in sustainable finance, advancing their home-grown media platform and preparing a soon-to-be-announced initiative elevating female entrepreneurs.

Gregg Schoenberg: With the two of you now at the helm, how does Anthemis present itself today?

Sean Park: I’ll step back and say that when Amy and I were working at big financial institutions in the noughties, we saw that the industry was going to change and that existing business models were running into their natural diminishing returns.

We tried to bring some new ideas to the organizations we were working in, but we each had epiphany moments when we realized that big organizations weren’t built to do disruptive transformation — for bad reasons, but also good reasons, too.

GS: Let’s fast forward to today, where you have several strong Fintech VCs out there. But unlike others, Anthemis puts weirdness at the heart of its model.

Yes, you’ve backed some big names like Betterment and eToro, but you’ve done other things that are farther afield. What’s the underlying thesis that supports that?

Amy Nauiokas: Whatever we do at Anthemis has to be a non-zero-sum game. It has to be for good, not for evil. So that means that we aren’t looking in any place where you see predatory opportunities to make money.

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Fintech and cleantech… an odd couple or a perfect marriage?

The Valley’s rocky history with cleantech investing has been well-documented.

Startups focused on non-emitting-generation resources were once lauded as the next big cash cow, but the sector’s hype quickly got away from reality.

Complex underlying science, severe capital intensity, slow-moving customers and high-cost business models outside the comfort zones of typical venture capital ultimately caused a swath of venture-backed companies and investors in the cleantech boom to fall flat.

Yet, decarbonization and sustainability are issues that only seem to grow more dire and more galvanizing for founders and investors by the day, and more company builders are searching for new ways to promote environmental resilience.

While funding for cleantech startups can be hard to find nowadays, over time we’ve seen cleantech startups shift down the stack away from hardware-focused generation plays toward vertical-focused downstream software.

A far cry from past waves of venture-backed energy startups, the downstream cleantech companies offered more familiar technology with more familiar business models, geared toward more recognizable verticals and end users. Now, investors from less traditional cleantech backgrounds are coming out of the woodwork to take a swing at the energy space.

An emerging group of non-traditional investors getting involved in the clean energy space are those traditionally focused on fintech, such as New York and Europe-based venture firm Anthemis — a financial services-focused team that recently sat down with our fintech contributor Gregg Schoenberg and I (check out the full meat of the conversation on Extra Crunch).

The tie between cleantech startups and fintech investors may seem tenuous at first thought. However, financial services have long played a significant role in the energy sector and is now becoming a more common end customer for energy startups focused on operations, management and analytics platforms, thus creating real opportunity for fintech investors to offer differentiated value.

Finance powering the world?

Though the conversation around energy resources and decarbonization often focuses on politics, a significant portion of decisions made in the energy generation business is driven by pure economics — is it cheaper to run X resource relative to resources Y and Z at a given point in time? Based on bid prices for request for proposals (RFPs) in a specific market and the cost-competitiveness of certain resources, will a developer be able to hit their targeted rate of return if they build, buy or operate a certain type of generation asset?

Alternative generation sources like wind, solid oxide fuel cells or large-scale or even rooftop solar have reached more competitive cost levels — in many parts of the U.S., wind and solar are in fact often the cheapest form of generation for power providers to run.

Thus as renewable resources have grown more cost competitive, more infrastructure developers and other new entrants have been emptying their wallets to buy up or build renewable assets like large-scale solar or wind farms, with the American Council on Renewable Energy even forecasting cumulative private investment in renewable energy possibly reaching up to $1 trillion in the U.S. by 2030.

A major and swelling set of renewable energy sources are now led by financial types looking for tools and platforms to better understand the operating and financial performance of their assets, in order to better maximize their return profile in an increasingly competitive marketplace.

Therefore, fintech-focused venture firms with financial service pedigrees, like Anthemis, now find themselves in pole position when it comes to understanding cleantech startup customers, how they make purchase decisions, and what they’re looking for in a product.

In certain cases, fintech firms can even offer significant insight into shaping the efficacy of a product offering. For example, Anthemis portfolio company kWh Analytics provides a risk management and analytics platform for solar investors and operators that helps break down production, financial analysis and portfolio performance.

For platforms like kWh analytics, fintech-focused firms can better understand the value proposition offered and help platforms understand how their technology can mechanically influence rates of return or otherwise.

The financial service customers for clean energy-related platforms extends past just private equity firms. Platforms have been and are being built around energy trading, renewable energy financing (think financing for rooftop solar) or the surrounding insurance market for assets.

When speaking with several of Anthemis’ cleantech portfolio companies, founders emphasized the value of having a fintech investor on board that not only knows the customer in these cases, but that also has a deep understanding of the broader financial ecosystem that surrounds energy assets.

Founders and firms seem to be realizing that various arms of financial services are playing growing roles when it comes to the development and access to clean energy resources.

By offering platforms and surrounding infrastructure that can improve the ease of operations for the growing number of finance-driven operators or can improve the actual financial performance of energy resources, companies can influence the fight for environmental sustainability by accelerating the development and adoption of cleaner resources.

Ultimately, a massive number of energy decisions are made by financial services firms and fintech firms may often know the customers and products of downstream cleantech startups more than most.  And while the financial services sector has often been labeled as dirty by some, the vital role it can play in the future of sustainable energy offers the industry a real chance to clean up its image.

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Two years after Essential’s launch, still no Home hub or second phone

This morning’s Moto Z4 news was good cause to go back and reassess the state of the modular phone. Three years after the line launched, the concept hasn’t exactly ignited the market — in fact, there are really just a handful of scattered competitors to show for it. Essential is among the most prominent, with the PH-1’s clever two-pin connector.

By sheer coincidence, it turns out today is the two-year anniversary of the company’s debut. Founder Andy Rubin took to the stage at Code 2017 with big ideas and two products. One, the PH-1, has come and gone, launching a couple of months late in August 2017 before being discontinued late last year. The other, the Essential Home hub, never appeared at all.

The day the products were announced, then COO Niccolo de Masi (who appears to have since moved on to Honeywell spin-off Resideo), spoke of the company’s 10-year plan. It was an acknowledgement that it had a tough road ahead, as it planned to take on big names like Apple and Samsung. But the company certainly had the money. A $300 million raise helped the startup achieve unicorn status not long after taking the stage at the conference.

But the intervening two years have been plagued with bad news. In spite of positive reviews, the company reportedly only shipped 88,000 phones in 2017. The PH-1 got a massive price drop and its first modular accessory, a 360 camera, was discounted to $19, down from $250.

Last May, rumors surfaced that the company had gone up for sale and its follow-up phone had been canceled. And in October, it laid off nearly a third of its staff. Founder Andy Rubin has been laying low in the meantime. That same month, The New York Times published an explosive story about a $90 million Google payoff in the wake of sexual misconduct claims, causing him to take leave from Essential.

All the while, however, the company has firmly denied claims that it’s going away. I spoke to a rep at the company recently who said things are in the works, without revealing any specifics. There have been a ton of patent filings that appear to point to some future handset. It announced a new mod for the PH-1 in June and even acquired a company in December. Hell, earlier this month, it issued a new security patch, holding to its promise of monthly updates — a hell of a lot more than many more successful smartphone makers have offered.

That’s part of what makes the Essential story so frustrating. The PH-1 was a novel device, among the first to go with a camera notch display. Its $699 price (later reduced to $499) also predated Samsung/Apple/Google’s move into budget flagships. But even with a unicorn valuation, hardware is hard. And Essential may have entered the market at the worst possible time, as smartphone sales were beginning to flag for the first time ever.

Two years after launch, it’s hard to shake the feeling that Essential’s time may have come and gone. For now, however, the company appears to simply be biding its time before announcing what comes next.

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The latest modular Moto Z has a beefy battery and improved low-light camera

When it arrived in 2016, the Moto Z felt revolutionary — or, at the very least, novel. Motorola soon announced it was making the Moto Z its flagship device. In the intervening three years, the line has yet to set the world on fire.

It’s seemingly been a decent seller for the company, but with rare exceptions (as it happens, today is the second anniversary of the Essential announcement) the rest of the smartphone industry has yet to embrace the modular handset revolution.

It’s not for lack of trying, of course. Motorola’s released a wide range of Mods, including, most notably, a 5G unit, marking the first time that technology was widely available in North America. This morning the Lenovo-owned brand just announced the availability of the Moto Z4 (though not before the product accidentally went on sale at at least one retail location).

As ever, the latest version of the line points to one of the peculiarities of the modular phone concept, with upgraded base specs on a phone whose features rely largely on peripherals. Of course, the reasonable $499 starting price certainly cushions the blow a bit.

The base specs are a mixed bag. It’s got a 6.39-inch display, coupled with a middling Qualcomm Snapdragon 675 and a beefy 3,600mAh battery that the company rates at two days. The phone also adds a night-vision mode to the rear-facing 48 megapixel sensor.

The gray version of the handset starts shipping June 13, with a white model arriving over the summer. The unlocked version ships with a free Moto 360. Verizon’s also making the 5G Mod available for $200 (down from $350) for a limited time.

I’ll be spending more time with the phone in the near future — for now, however, it feels like Motorola’s most intriguing and promising handset is beginning to feel more and more like a middle of the road device.

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Less than 1 year after launching its corporate card for startups, Brex eyes $2B valuation

Brex, the fintech business that’s taken the startup world by storm with its sought after corporate card tailored for entrepreneurs, is raising millions in Series D funding less than a year after it launched, TechCrunch has learned.

Bloomberg reports Brex is raising at a $2 billion valuation, though sources tell TechCrunch the company is still in negotiations with both new and existing investors. Brex didn’t immediately respond to requests for comment.

Kleiner Perkins is leading the round via former general partner Mood Rowghani, who left the storied venture capital fund last year to form Bond alongside Mary Meeker and Noah Knauf. As we’ve previously reported, the Bond crew is still in the process of deploying capital from Kleiner’s billion-dollar Digital Growth Fund III, the pool of capital they were responsible for before leaving the firm.

Bond, which recently closed on $1.25 billion for its debut effort and made its first investment, is not participating in the round for Brex, sources confirm to TechCrunch. Bond declined to comment.

Brex, a graduate of Y Combinator’s winter 2017 cohort, has raised $182 million in VC funding, reaching a valuation of $1.1 billion in October 2018 three months after launching its corporate card for startups and less than a year after completing YC’s accelerator program.

Most recently, Brex attracted a $125 million Series C investment led by Greenoaks Capital, DST Global and IVP. The startup is also backed by PayPal founders Peter Thiel and Max Levchin, and VC firms such as Ribbit Capital, Oneway Ventures and Mindset Ventures, according to PitchBook.

The company’s pace of growth is unheard of, even in Silicon Valley where inflated valuations and outsized rounds are the norm. Why? Brex has tapped into a market dominated by legacy players in dire need of technological innovation and, of course, startup founders always need access to credit. That, coupled with the fact that it’s capitalized on YC’s network of hundreds of startup founders — i.e. Brex customers — has accelerated its path to a multi-billion-dollar price tag.

Brex doesn’t require any kind of personal guarantee or security deposit from its customers, allowing founders near-instant access to credit. More importantly, it gives entrepreneurs a credit limit that’s as much as 10 times higher than what they would receive elsewhere.

Investors may also be enticed by the fact the company doesn’t use third-party legacy technology, boasting a software platform that is built from scratch. On top of that, Brex simplifies a lot of the frustrating parts of the corporate expense process by providing companies with a consolidated look at their spending.

“We have a very similar effect of what Stripe had in the beginning, but much faster because Silicon Valley companies are very good at spending money but making money is harder,” Brex co-founder and chief executive officer Henrique Dubugras told me late last year.

Stripe, for context, was founded in 2010. Not until 2014 did the company raise its unicorn round, landing a valuation of $1.75 billion with an $80 million financing. Today, Stripe has raised a total of roughly $1 billion at a valuation north of $20 billion.

Dubugras and Brex co-founder Pedro Franceschi, 23-year-old entrepreneurs, relocated from Brazil to Stanford in the fall of 2016 to attend the university. They dropped out upon getting accepted into YC, which they applied to with a big dreams for a virtual reality startup called Beyond. Beyond quickly became Brex, a name in which Dubugras recently told TechCrunch was chosen because it was one of few four-letter word domains available.

Brex’s funding history

March 2017: Brex graduates Y Combinator
April 2017: $6.5M Series A | $25M valuation
April 2018: $50M Series B | $220M valuation
October 2018: $125M Series C | $1.1B valuation
May 2019: undisclosed Series D | ~$2B valuation

In April, Brex secured a $100 million debt financing from Barclays Investment Bank. At the time, Dubugras told TechCrunch the business would not seek out venture investment in the near future, though he did comment that the debt capital would allow for a significant premium when Brex did indeed decide to raise capital again.

In 2019, Brex has taken steps several steps toward maturation.Recently, it launched a rewards program for customers and closed its first notable acquisition of a blockchain startup called Elph. Shortly after, Brex released its second product, a credit card made specifically for ecommerce companies.

Its upcoming infusion of capital will likely be used to develop payment services tailored to Fortune 500 business, which Dubugras has said is part of Brex’s long term plan to disrupt the entire financial technology space.

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Fundraising 101: How to trigger FOMO among VCs

Let’s go beyond the high-level fundraising advice that fills VC blogs. If you have a compelling business and have educated yourself on crafting a pitch deck and getting warm intros to VCs, there are still specific questions about the strategy to follow for your fundraise.

How can you make your round “hot” and trigger a fear of missing out (FOMO) among investors? How can you fundraise faster to reduce the distraction it has on running your business?

“You’re trying to make a market for your equity. In order to make a market you need multiple people lining up at the same time.”

Unsurprisingly, I’ve noticed that experienced founders tend to be more systematic in the tactics they employ to raise capital. So I asked several who have raised tens (or hundreds) of millions in VC funding to share specific strategies for raising money on their terms. Here’s their advice.

(The three high-profile CEOs who agreed to share their specific playbooks requested anonymity so VCs don’t know which is theirs. I’ve nicknamed them Founder A, Founder B, and Founder C.)

Have additional fundraising tactics to share? Email me at eric.peckham@techcrunch.com.

Table of Contents

You need to create a market for your shares

“You’re trying to make a market for your equity. In order to make a market, you need multiple people lining up at the same time.”

That advice from Atrium CEO Justin Kan (a co-founder of companies like Twitch and former partner at Y Combinator) was reiterated by all the entrepreneurs I interviewed. Fundraising should be a sprint, not a marathon, otherwise the loss of momentum will make it more difficult.

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How we scaled our startup by being remote first

Michael Risse
Contributor

Michael Risse is VP & chief marketing officer at Seeq, a company building advanced applications for engineers to accelerate insights into process manufacturing data. He was formerly a consultant with big data platform and application companies, and prior to that worked with Microsoft for 20 years.

Startups are often associated with the benefits and toys provided in their offices. Foosball tables! Free food! Dog friendly! But what if the future of startups was less about physical office space and more about remote-first work environments? What if, in fact, the most compelling aspect of a startup work environment is that the employees don’t have to go to one?

A remote-first company model has been Seeq’s strategy since our founding in 2013. We have raised $35 million and grown to more than 100 employees around the globe. Remote-first is clearly working for us and may be the best model for other software companies as well.

So, who is Seeq and what’s been the key to making the remote-first model work for us?  And why did we do it in the first place?

Seeq is a remote-first startup – i.e. it was founded with the intention of not having a physical headquarters or offices, and still operates that way – that is developing an advanced analytics application that enables process engineers and subject matter experts in oil & gas, pharmaceuticals, utilities, and other process manufacturing industries to investigate and publish insights from the massive amounts of sensor data they generate and store.

To succeed, we needed to build a team quickly with two skill sets: 1) software development expertise, including machine learning, AI, data visualization, open source, agile development processes, cloud, etc. and 2) deep domain expertise in the industries we target.

Which means there is no one location where we can hire all the employees we need: Silicon Valley for software, Houston for oil & gas, New Jersey for fine chemicals, Seattle for cloud expertise, water utilities across the country, and so forth. But being remote-first has made recruiting and hiring these high-demand roles easier much easier than if we were collocated.

Image via Seeq Corporation

Job postings on remote-specific web sites like FlexJobs, Remote.co and Remote OK typically draw hundreds of applicants in a matter of days. This enables Seeq to hire great employees who might not call Seattle, Houston or Silicon Valley home – and is particularly attractive to employees with location-dependent spouses or employees who simply want to work where they want to live.

But a remote-first strategy and hiring quality employees for the skills you need is not enough: succeeding as a remote-first company requires a plan and execution around the “3 C’s of remote-first”.

The three requirements to remote-first success are the three C’s: communication, commitment and culture.

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