

Tired of noisy music venues where you can hardly see the stage? SoFar Sounds puts on concerts in people’s living rooms where fans pay $15 to $30 to sit silently on the floor and truly listen. Nearly 1 million guests have attended SoFar’s more than 20,000 gigs. Having attended a half dozen of the shows, I can say they’re blissful…unless you’re a musician to pay a living. In some cases, SoFar pays just $100 per band for a 25 minute set, which can work out to just $8 per musician per hour or less. Hosts get nothing, and SoFar keeps the rest, which can range from $1100 to $1600 or more per gig — many times what each performer takes home. The argument was that bands got exposure, and it was a tiny startup far from profitability.
Today, SoFar Sounds announced it’s raised a $25 million round led by Battery Ventures and Union Square Ventures, building on the previous $6 million it’d scored from Octopus Ventures and Virgin Group. The goal is expansion — to become the de facto way emerging artists play outside of traditional venues. The 10-year-old startup was born in London out of frustration with pub-goers talking over the bands. Now it’s throwing 600 shows per month across 430 cities around the world, and over 40 of the 25,000 artists who’ve played its gigs have gone on to be nominated for or win Grammys. The startup has enriched culture by offering an alternative to late night, dark and dirty club shows that don’t appeal to hard-working professionals or older listeners.
But it’s also entrenching a long-standing problem: the underpayment of musicians. With streaming replacing higher priced CDs, musicians depend on live performances to earn a living. SoFar is now institutionalizing that they should be paid less than what gas and dinner costs a band. And if SoFar suck in attendees that might otherwise attend normal venues or independently organized house shows, it could make it tougher for artists to get paid enough there too. That doesn’t seem fair given how small SoFar’s overhead is.
By comparison, SoFar makes Uber look downright generous. A source who’s worked with SoFar tells me the company keeps a lean team of full-time employees who focus on reserving venues, booking artists, and promotion. All the volunteers who actually put on the shows aren’t paid, and neither are the venue hosts, though at least SoFar pays for insurance. The startup has previously declined to pay first-time SoFar performers, instead providing them a “high-quality” video recording of their gig. When it does pay $100 per act, that often amounts to a tiny shred of the total ticket sales.
“SoFar, however, seems to be just fine with leaving out the most integral part: paying the musicians” writes musician Joshua McClain. “This is where they willingly step onto the same stage as companies like Uber or Lyft — savvy middle-men tech start-ups, with powerful marketing muscle, not-so-delicately wedging themselves in-between the customer and merchant (audience and musician in this case). In this model, everything but the service-provider is put first: growth, profitability, share-holders, marketers, convenience, and audience members — all at the cost of the hardworking people that actually provide the service.” He’s urged people to #BoycottSoFarSounds
A deeply reported KQED expose by Emma Silvers found many bands were disappointed with the payouts, and didn’t even know SoFar was a for-profit company. “I think they talk a lot about supporting local artists, but what they’re actually doing is perpetuating the idea that it’s okay for musicians to get paid shit,” Oakland singer-songwriter Madeline Kenney told KQED.
SoFar CEO Jim Lucchese, who previously ran Spotify’s Creator division after selling it his music data startup The Echo Nest and has played SoFar shows himself, declares that “$100 buck for a showcase slot is definitely fair” but admits that “I don’t think playing a SoFar right now is the right move for every type of artist.” He stresses that some SoFar shows, especially in international markets, are pay-what-you-want and artists keep “the majority of the money”. The rare sponsored shows with outside corporate funding like one for the Bohemian Rhapsody film premier can see artists earn up to $1500, but these are a tiny fraction of SoFar’s concerts.
Otherwise, Lucchese says “the ability to convert fans is one of the most magical things about SoFar” referencing how artists rely on asking attendees to buy their merchandise or tickets for their full-shows and follow them on social media to earn money. He claims that if you pull out what SoFar pays for venue insurance, performing rights organizations, and its full-time labor, “a little over half the take goes to the artists.” Unfortunately that makes it sound like SoFar’s few costs of operation are the musicians’ concern. As McClain wrote, “First off, your profitability isn’t my problem.”
Now that it has ample funding, I hope to see SoFar double down on paying artists a fair rate for their time and expenses. Luckily, Lucchese says that’s part of the plan for the funding. Beyond building tools to help local teams organize more shows to meet rampant demand, he says “Am I satisfied that this is the only revenue we make artists right now? Abslutely not. We want to invest more on the artist side.” That includes better ways for bands to connect with attendees and turn them into monetizable fans. Even just a better followup email with Instagram handles and upcoming tour dates could help.
We don’t expect most craftspeople to work for “exposure”. Interjecting a middleman like SoFar shouldn’t change that. The company has a chance to increase live music listening worldwide. But it must treat artists as partners, not just some raw material they can burn through even if there’s always another act desperate for attention. Otherwise musicians and the empathetic fans who follow them might leave SoFar’s living rooms empty.
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Google says a small number of its enterprise customers mistakenly had their passwords stored on its systems in plaintext.
The search giant disclosed the exposure Tuesday but declined to say exactly how many enterprise customers were affected. “We recently notified a subset of our enterprise G Suite customers that some passwords were stored in our encrypted internal systems unhashed,” said Google vice president of engineering Suzanne Frey.
Passwords are typically scrambled using a hashing algorithm to prevent them from being read by humans. G Suite administrators are able to manually upload, set and recover new user passwords for company users, which helps in situations where new employees are on-boarded. But Google said it discovered in April that the way it implemented password setting and recovery for its enterprise offering in 2005 was faulty and improperly stored a copy of the password in plaintext.
Google has since removed the feature.
No consumer Gmail accounts were affected by the security lapse, said Frey.
“To be clear, these passwords remained in our secure encrypted infrastructure,” said Frey. “This issue has been fixed and we have seen no evidence of improper access to or misuse of the affected passwords.”
Google has more than 5 million enterprise customers using G Suite.
Google said it also discovered a second security lapse earlier this month as it was troubleshooting new G Suite customer sign-ups. The company said since January it was improperly storing “a subset” of unhashed G Suite passwords on its internal systems for up to two weeks. Those systems, Google said, were only accessible to a limited number of authorized Google staff, the company said.
“This issue has been fixed and, again, we have seen no evidence of improper access to or misuse of the affected passwords,” said Frey.
Google said it’s notified G Suite administrators to warn of the password security lapse, and will reset account passwords for those who have yet to change.
A spokesperson confirmed Google has informed data protection regulators of the exposure.
Google becomes the latest company to have admitted storing sensitive data in plaintext in the past year. Facebook said in March that “hundreds of millions” of Facebook and Instagram passwords were stored in plaintext. Twitter and GitHub also admitted similar security lapses last year.
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Even techies might agree that server rooms aren’t the most romantic places to fall in love — but it happens. And with foreign-born workers making up nearly three-quarters of Silicon Valley’s labor force alone, many tech-sector romances now come with a romcom-ready complication: What happens when one or both partners are immigrants?
The good news is there’s no reason to put your life on hold just because you’re on an employment-based visa. It’s perfectly possible to fall in love, get married, and — assuming you’ve picked Mr. or Mrs. Right — live happily ever after in America.
The bad news is the immigration system is growing more complicated, with longer delays and policies favoring perceived talent over family unification. If you’re planning to put a ring on it, move quickly because it’s only getting harder to secure a green card and citizenship for you and your partner.
Here are 10 less-than-romantic — but seriously important — immigration tips to consider when Cupid comes calling:
Many tech workers’ first U.S. job opportunity is the up-to-three-year professional training period, or Optional Practical Training (OPT), that comes with student visas.
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Phone sales have been trending downward for some time now. There are a number of reasons for this — many of which you can read about in this piece I published last week. The creeping cost of premium handsets is pretty high on that list, with flagships now routinely topping $1,000 from many of the big names.
The big smartphone makers have begun to react to this, with budget flagship alternatives like the iPhone XR, Galaxy S10e and Pixel 3a. A new crop of mid-range flagships, however, are giving them a run for their money and serving as an important reminder that a quality handset doesn’t need to be priced in the four digits.
The Honor 20 Pro fits nicely in the latter camp, joining the likes of the recently announced OnePlus 7 Pro and Asus ZenFone 6 in demonstrating that premium specs can still be had for what was once considered a reasonable flagship price.
Of course, before we get into specifics of pricing with the newly announced handset, it bears mentioning whether Honor, a brand owned by Huawei, will actually ever make it to the States. That’s all pretty complicated — like Donald Trump in a trade war with with China complicated. The pricing on the London-launched Pro version is €599, putting it at around $670.
The phone’s got Huawei’s latest and greatest Kirin 980 processor, coupled with a 6.26-inch display with hole-punch cutout and a quartet of rear-facing cameras. Those include a wide angle with 117-degree shots, 48-megapixel main, telephoto and a macro, which is an interesting addition to the standard array. The Pro’s out at some point in the June or July time frame.
Huawei bans aside, it will be interesting to see how this new crop of more affordable premium devices impacts the rest of the big names up top.
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DefinedCrowd, the Startup Battlefield alumnus that produces and refines data for AI-training purposes, has just debuted iOS and Android apps for its army of human annotators. It should help speed up a process that the company already touts as one of the fastest in the industry.
It’s no secret that AI relies almost totally on data that has been hand-annotated by humans, pointing out objects in photos, analyzing the meaning of sentences or expressions and so on. Doing this work has become a sort of cottage industry, with many annotators doing it part time or between other jobs.
There’s a limit, however, to what you can do if the interface you must use to do it is only available on certain platforms. Just as others occasionally answer an email or look over a presentation while riding the bus or getting lunch, it’s nice to be able to do work on mobile — essential, really, at this point.
To that end, DefinedCrowd has made its own app, which shares the Neevo branding of the company’s annotation community, that lets its annotators work whenever they want, tackling image or speech annotation tasks on the go. It’s available on iOS and Android starting today.
It’s a natural evolution of the market, CEO Daniela Braga told me. There’s a huge demand for this kind of annotation work, and it makes no sense to restrict the schedules or platforms of the people doing it. She suggested everyone in the annotation space would have apps soon, just as every productivity or messaging service does. And why not?
The company is growing quickly, going from a handful of employees to over a hundred, spread over its offices in Lisbon, Porto, Seattle and Tokyo. The market, likewise, is exploding as more and more companies find that AI is not just applicable to what they do, but is not out of their reach.
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In August of last year, Getaround scored $300 million from Softbank. Eight months later they handed that same amount to Drivy, a Parisian peer-to-peer car rental service that was Getaround’s ticket to tapping into European markets.
Alven Capital’s Jeremy Uzan
Both companies shared similar visions for the future of car ownership, they were about the same size, both were flirting with expanding beyond their home market, but only one had the power of the Vision Fund behind it.
The Exit is a new series at TechCrunch. It’s an exit interview of sorts with a VC who was in the right place at the right time but made the right call on an investment that paid off. [Have feedback? Shoot me an email at lucas@techcrunch.com]
Alven Capital partner Jeremy Uzan first invested in Drivy’s seed round in 2013. Uzan joined Index Ventures co-leading a $2 million round that valued the company at less than $10 million. The firms would later join forces again for the company’s $8.3 million Series A.
I chatted at length with Uzan about what lies ahead for the Drive team, what Paris’s startup scene is still in desperate need of, and how Softbank’s power is becoming even more impossible to ignore.
The interview has been edited for length and clarity.
Lucas Matney: So before we dive into this acquisition, tell me a little bit about how you got to the point where you were writing these checks in the first place.
Jeremy Uzan: So, I studied computer science and business and then spent three years as a tech banker. I was actually in a very small investment banking boutique in Paris helping young startups to raise their Series A rounds. They were all French companies, my first deal was with the YouTube competitor DailyMotion.
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Roughly $165 billion worth of wholesale produce is bought and sold every year in the U.S. And while that number is expected to go up to $1 trillion by 2025, the business of agribusiness remains unaffected by technology advancements that have reshaped almost every other industry.
Now Silo, a company that recently raised $3 million from investors led by Garry Tan and Alexis Ohanian’s Initialized Capital and including Semil Shah from Haystack Ventures, angel investors Kevin Mahaffey and Matt Brezina and The Penny Newman Grain Company, an international grain and feed marketplace, is looking to change that.
Silo’s chief executive, Ashton Braun, spent years working in commodities marketplaces as a coffee trader in Singapore and moved to California after business school. As part of the founding team at Kite with Adam Smith, Braun worked on getting off the ground Kite’s software to automate computer programming, but he’d never let go of creating a tool that could help farmers and buyers better communicate and respond to demand signals, Braun says.
“I was a super young, green, bright-eyed potential entrepreneur,” says Braun. Eventually, Braun took the opportunity to develop the software that had been on his mind for four-and-a-half years.*
He’d seen the technology work in another industry closer to home. Growing up in Boston, Braun had seen how technology was used to update the fishing industry, giving ships a knowledge of potential buyers of their catch while they were still out in ocean waters.
“When you’re moving a product that’s worth tens of thousands of dollars and has a shelf life of a few days there’s literally no room for error and there’s a lot you need to do,” says Braun. It’s a principle that applies not only to seafood but to the hundreds of millions of dollars of produce and meat that comes from farms in places like California. “What we want to do is we want communication and data to live in the right places at the right time.”
Braun says there’s limited data coming in to farmers to let them know what demand for certain produce looks like, so they’re making guesses that have real financial outcomes with very little data.
Silo’s software vets and supports buyers and suppliers to give farmers a window into demand and potential buyers a view into available supply and quality.
“What Silo is building has the potential to make marketing and distribution of agriculture incredibly more efficient, which is a win both for the suppliers and buyers. We’re excited to support and assist this team as they work to move agriculture forward,” said Eric Woersching, general partner at Initialized Capital, in a statement.
Silo is using the new financing to make a hiring push and develop new products and services to support liquidity in its perishable goods marketplace.
While an earlier generation of agribusiness software focused on increasing productivity on farms, a new crop of companies is targeting the business of farming itself. Companies like AgriChain and GrainChain also offer supply chain management software for farming, and WorldCover is creating insurance products for small farmowners in emerging markets.
The penetration of technology through near ubiquitous mobile devices, coupled with sensing technologies and machine learning-enhanced predictive software, is transforming one of the world’s oldest industries.
“I’ve come across quite a few marketplace platforms attempting to serve different segments of the agriculture supply chain, and none of which have come close to impressing me to the degree Silo has in their tech-forward approach to reducing the friction that comes with managing all aspects of the supply chain on their platform. Silo’s deployment of machine learning streamlines the process, requiring little to no change in their users’ workflow, and removes many barriers of their platform reaching critical mass,” said Matthew Nicoletti, commodity trader at The Penny Newman Grain Company.
*An earlier version of this story referenced Kite’s sale to Microsoft . The company remains independent.
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Sun Basket, a provider of a healthy meal kit delivery service, has raised another $30 million in venture capital funding. The round, led by PivotNorth Capital, brings the company’s total raised to $125 million.
The Series E funding delays Sun Basket’s expected initial public offering once again. There’s been unsubstantiated talk of a Sun Basket float for quite some time; in fact, before Blue Apron and Hello Fresh, a pair of fellow meal-kit delivery businesses, completed IPOs, Sun Basket was the subject of exit rumors. Alas, we will have to wait a while longer before the company makes the big leap.
After all, Blue Apron has performed very poorly since going public on the New York Stock Exchange two years ago. Sun Basket chief executive Adam Zbar has been honest about the difficulties of running a meal-kit startup in a post-Blue Apron IPO universe, telling PitchBook his company’s Series D round “was by far the most challenging fundraise” in its history.
Sun Basket, headquartered in San Francisco, was founded in 2014 by Webby Award winner Zbar and award-winning chef Justine Kelly . The company delivers fresh, organic and sustainable ingredients to customers, setting itself apart from the large number of meal-kit providers active in the U.S. Its latest infusion of capital will be used to expand their offerings to include breakfast, lunch and dinner “personalized for any lifestyle.”
“We’re thrilled to have the strong support of our investors who share our vision for building the leading personalized healthy eating platform,” Zbar said in a statement. “Food is a $1T market ripe for online disruption, and Sun Basket will continue to innovate, focusing on our customers’ top three needs: health, ease, and personalization.”
Sun Basket says it’s growing fast. In its funding announcement, the business cited a compound annual growth rate of 80% over the last three years with “the best unit economics in the space.” Sapphire Ventures, August Capital, Founders Circle, Unilever Ventures, Baseline Ventures, Relevance Capital, Accolade Partners and Correlation Ventures have also participated in the round.
Despite known issues in the space, a tough path to profitability and high-profile failures (see After raising $125M, Munchery fails to deliver), venture capital investors continue to make deals in the meal-kit/ food-delivery space. From large financings like DoorDash’s $400 million Series F to GrubMarket’s recent $25 million deal, food startups continue to attract investment.
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Turner “Tfue” Tenney, one of the world’s premier streamers and esports pros, has filed a lawsuit against esports organization Faze Clan over a “grossly oppressive, onerous and one-sided” contract, according to THR.
The complaint alleges that Faze Clan’s Gamer Agreement relegates up to 80% of the streamer’s earnings from branded content (sponsored videos) to Faze Clan, and that the contract hinders Tfue from pursuing and earning money from sponsorship deals that Faze Clan hasn’t approved.
Tfue’s lawyer, Bryan Freedman of Freedman + Taitelman, took the complaint to the California Labor Commissioner with issues that span far beyond financial contracts. Freedman wrote that Faze Clan takes advantage of young artists and actually jeopardizes their health and safety, noting an incident where Tfue was allegedly pressured to skateboard in a video and injured his arm. Freedman also wrote that Faze Clan pressured Tfue to live in one of its homes where he was given alcohol before being 21 years old, and encouraged to illegally gamble.
From the complaint:
In one instance, Tenney suffered an injury (a deep wound that likely required stitches) which resulted in permanent disfigurement. Faze Clan also encourages underage drinking and gambling in Faze Clan’s so-called Clout House and FaZe House, where Faze Clan talent live and frequently party. It is also widely publicized that Faze Clan has attempted to exploit at least one artist who is a minor.
Faze Clan issued the following statement on Twitter following the news:
A follow-up from FaZe Clan on today’s unfortunate situation. pic.twitter.com/qm6sK8v88B
— FaZe Clan (@FaZeClan) May 21, 2019
Faze Clan claims that it has taken no more than 20% of Tfue’s earnings from sponsored content, which amounts to a total of $60,000. The owner of Faze Clan, Ricky Banks, took to Twitter to make his case, showing the incredible growth of Tfue’s popularity across Twitch and YouTube since signing with Faze Clan.
I recruited Tfue to FaZe Clan in April of 2018. These are graphs from both his YouTube & Twitch channels following the mark of our relationship. pic.twitter.com/c7m3QwsoTZ
— FaZe Banks (@Banks) May 20, 2019
As it stands now, Tfue boasts more than 120 million views on Twitch, more than 10 million YouTube subscribers and 5.5 million followers on Instagram.
Banks also reiterated Faze Clan’s official statement saying that the company has taken 20% of Tfue’s earnings from branded deals, totaling $60,000.
OK LAST TWEET – To clarify Turners contract does outline splits in prizes, ad revenue, stuff like that. But again we’ve collected absolutely none of it with no plans to and that was very clear to him. We have collected a total of $60,000 from 300k in brand deals (20%). That’s it
— FaZe Banks (@Banks) May 20, 2019
The Tfue claim, however, seems to take issue with the content of the agreement, not necessarily its execution, and the general legality of these types of gamer agreements across the esports landscape. Moreover, the complaint alleges that Tfue lost potential earnings due to his agreement with Faze Clan and their own conflicts of interest with various brands interested in a sponsorship.
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Many officials claim that governments should regulate Facebook and other social platforms, but few describe what it actually means. A few days ago, France released a report that outlines what France — and maybe the European Union — plans to do when it comes to content moderation.
It’s an insightful 34-page document with a nuanced take on toxic content and how to deal with it. There are some brand new ideas in the report that are worth exploring. Instead of moderating content directly, the regulator in charge of social networks would tell Facebook and other social networks a list of objectives. For instance, if a racist photo goes viral and is distributed to 5 percent of monthly active users in France, you could consider that the social network has failed to fulfill its obligations.
This isn’t just wishful thinking as the regulator would be able to fine the company up to 4 percent of the company’s global annual turnover in case of a systemic failure to moderate toxic content.
The government plans to turn the report into new pieces of regulation in the coming months. France doesn’t plan to stop there. It is already lobbying other countries (in Europe, the Group of 7 nations and beyond) so that they could all come up with cross-border regulation and have a real impact on moderation processes. So let’s dive into the future of social network regulation.
When Facebook CEO Mark Zuckerberg testified before Congress in April 2018, it felt like regulation was inevitable. And the company itself has been aware of this for a while.
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