SAP covers hot topics at gpgmail’s Sept. 5 Enterprise show in SF – gpgmail


You can’t talk enterprise software without talking SAP, one of the giants in a $500 billion industry. And not only will SAP’s CEO Bill McDermott share insights at TC Sessions: Enterprise 2019 on September 5, but the company will also sponsor two breakout sessions.

The editors will sit down with McDermott and talk about SAP’s quick growth due, in part, to several $1B+ acquisitions. We’re also curious to hear about his approach to acquisitions and his strategy for growing the company in a quickly changing market. No doubt he’ll weigh in on the state of enterprise software in general, too.

Now about those breakout sessions. They run in parallel to our Main Stage set and we have a total of two do-not-miss presentations for you to enjoy. On September 5, you’ll enjoy 3 breakout sessions – 2 from SAP and one from Pricefx. You can check out the agenda for TC Sessions: Enterprise, but we want to shine the light on the sponsored sessions to give you a sense of the quality content you can expect.

  • Innovating for a Super-Human Future 
    Martin Wezowski (SAP)
    We talk about change, but what are the mechanics and the dynamics behind it? And how fast is it? The noted futurist will discuss what it means to be an innovator is transforming faster than before, and this transformation is deeply rooted in the challenges and promises between cutting edge tech and humanism. The symbiosis between human creativity & empathy and machine intelligence opens new worlds for our imagination in a time when “now” has never been so temporary, and helps us answer the question: “What is human, and what is work in a superhuman future?” (Sponsored by SAP)
  • Pricing From Day One
    Madhavan Ramanujam (Simon Kucher and Partners, Gabriel Smith) and Darius Jakubik (Pricefx) A key ingredient distinguishing top performing companies is clear focus on price. To maximize revenue and profits, pricing should be a C level / boardroom consideration. To optimize pricing, you should think about price when determining which products and features to bring to market; put the people, process and technology in place to optimize it; and maintain flexibility to adjust strategy and tactics to respond to changing markets. By doing so, companies unlock the single greatest profit lever that exists. (Sponsored by Pricefx)
  • Cracking the Code: From Startup to Scaleup in Enterprise Software 
    Ram Jambunathan (SAP.iO), Lonnie Rae Kurlander (Medal), Caitlin MacGregor (Plum) and Dimitri Sirota (BigID) The startup journey is hard. Data shows that 70% of upstart tech companies fail, while only 1% of these startups will go on to gain unicorn status. Success in enterprise software often requires deep industry experience, strong networks, brutally efficient execution, and a bit of luck. This panel brings together three successful SAP.iO Fund-backed enterprise startups for an open discussion on lessons learned, challenges of scaling, and why the right strategic investors or partners can be beneficial even at early-stages. (Sponsored by SAP)

TC Sessions: Enterprise 2019 takes place in San Francisco on September 5. It’s a jam-packed day (agenda here) filled with interviews, panel discussions and breakouts — from some of the top minds in enterprise software. Buy your ticket today and remember: you receive a free Expo-only pass to gpgmail Disrupt SF 2019 for every ticket you buy.


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Google Ends Dessert Names, Android Q Is Just ‘Android 10’


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Google has given every major Android update a dessert codename, but that tradition is coming to an end. Android Q won’t get a name upon release like past versions of the platform. It will be version 10, and that’s the official name: Android 10. This is part of a major rebranding for Android that Google hopes will have more universal appeal. 

The Android naming tradition stretches all the way back to 1.5 Cupcake, which was the first major update and the third version of Android. Versions 1.0 and 1.1 (presumably A and B) didn’t have public names. Android fans latched onto the dessert names as a symbol of everything fun and innovative about the OS. We all speculated endlessly about what the next name would be, and how it would be depicted in the new statue on Google’s campus that came with each release. That’s all over now. 

Google is updating the Android brand as a whole. You can see the new logo above — it uses a simpler font in black (instead of green), and the “Bugdroid” mascot is now just a head. The color of the Bugdroid is a bit more muted as well. The company says it has become increasingly difficult to find good dessert names for each release, and Q would have been particularly hard. The team has also started to worry the names aren’t clear to everyone. People in some countries might not know what nougat is, for example. When you’re trying to figure out what software version is on a phone,SEEAMAZON_ET_135 See Amazon ET commerce using numbers is easier than code names. 

The lazy Android Pie statue was a sure sign Google was tired of doing code names.

So, why make the change now? There is the obvious difficulty finding a good Q name. Google also seems less interested in the naming spectacle. The last few unveilings have been afterthoughts, and the statues have been boring. Years back, Google commissioned the creation of themed versions of the Bugdroid that looked like a giant ice cream sandwich or KitKat bar. More recently, it’s just the Bugdroid standing next to the named treat. The KitKat tie-in was the subject of contests and giveaways, but Google barely acknowledged the Oreo branding. Yawn. With Google’s interest waning, version 10 is as good a place as any to make a clean break. 

Google does plan to have a statue commemorating the launch of Android 10. So, at least that part of the tradition is alive and well. However, it’s just going to be a giant number “10.” Maybe it’ll be more exciting than it sounds when the statue appears on the Google campus. That should happen when Android 10 launches, which we expect in the coming weeks.

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DeepMind Co-Founder Mustafa Suleyman Placed on Leave


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Artificial intelligence and machine learning are transforming the technology industry, which is why Google dropped $650 million on UK-based DeepMind in 2014. DeepMind co-founder Mustafa Suleyman has been at the heart of the company’s research and industry outreach efforts, but now he’s mysteriously been placed on leave from the company he started with current CEO Demis Hassabis. DeepMind has been vague about the situation, but Bloomberg claims the move stems from controversy over some of Suleyman’s projects. 

It’s hard to overstate how vital neural networks like the ones developed by DeepMind can be to a company like Google — it’s more than machines that can crush human StarCraft II and Go players. Google uses neural networks to generate natural-sounding speech, categorize photos, and process photos. AI is what took Google’s smartphone cameras from poor to industry-leading. 

At DeepMind, Suleyman headed up the “Applied AI” group, which attempted to find uses for the company’s technology in fields like energy and healthcare. This led Suleyman to become a key figure communicating the company’s intentions and ethical controls on the use of AI. That hasn’t always gone smoothly, though. One 2016 initiative from the applied AI group involved a collaboration with the UK’s National Health Service. The team wanted to create a mobile app called Stream that could predict acute kidney issues. The company got access to 1.6 million patient records, but a UK court later ruled that deal violated patient privacy. DeepMind and Suleyman both issued apologies. 

In 2018, Google announced it was absorbing the Streams team, creating a new division called Google Health. DeepMind Health ceased operation, and Suleyman was removed from the day-to-day running of the unit. It seems unlikely the latest development is still blowback from Streams. Suleyman is important to DeepMind, and DeepMind is important to Google. By some measures, the company burns $500 million per year, but Google is leaning hard into AI as its future. 

DeepMind spokespeople say that Suleyman is “taking time out right now after 10 hectic years.” They frame this as a mutual decision that will only last a few months, and that could be entirely true. However, this would not be the first time a nasty breakup was smoothed over by PR, something hinted at in the Bloomberg report. Bloomberg doesn’t delve into the nature of the “controversy,” leaving everyone to speculate.

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How Facebook does IT – gpgmail


If you have ever worked at any sizable company, the word “IT” probably doesn’t conjure up many warm feelings. If you’re working for an old, traditional enterprise company, you probably don’t expect anything else, though. If you’re working for a modern tech company, though, chances are your expectations are a bit higher. And once you’re at the scale of a company like Facebook, a lot of the third-party services that work for smaller companies simply don’t work anymore.

To discuss how Facebook thinks about its IT strategy and why it now builds most of its IT tools in-house, I sat down with the company’s CIO, Atish Banerjea, at its Menlo Park headquarter.

Before joining Facebook in 2016 to head up what it now calls its “Enterprise Engineering” organization, Banerjea was the CIO or CTO at companies like NBCUniversal, Dex One and Pearson.

“If you think about Facebook 10 years ago, we were very much a traditional IT shop at that point,” he told me. “We were responsible for just core IT services, responsible for compliance and responsible for change management. But basically, if you think about the trajectory of the company, were probably about 2,000 employees around the end of 2010. But at the end of last year, we were close to 37,000 employees.”

Traditionally, IT organizations rely on third-party tools and software, but as Facebook grew to this current size, many third-party solutions simply weren’t able to scale with it. At that point, the team decided to take matters into its own hands and go from being a traditional IT organization to one that could build tools in-house. Today, the company is pretty much self-sufficient when it comes to running its IT operations, but getting to this point took a while.

“We had to pretty much reinvent ourselves into a true engineering product organization and went to a full ‘build’ mindset,” said Banerjea. That’s not something every organization is obviously able to do, but, as Banerjea joked, one of the reasons why this works at Facebook “is because we can — we have that benefit of the talent pool that is here at Facebook.”

The company then took this talent and basically replicated the kind of team it would help on the customer side to build out its IT tools, with engineers, designers, product managers, content strategies, people and research. “We also made the decision at that point that we will hold the same bar and we will hold the same standards so that the products we create internally will be as world-class as the products we’re rolling out externally.”

One of the tools that wasn’t up to Facebook’s scaling challenges was video conferencing. The company was using a third-party tool for that, but that just wasn’t working anymore. In 2018, Facebook was consuming about 20 million conference minutes per month. In 2019, the company is now at 40 million per month.

Besides the obvious scaling challenge, Facebook is also doing this to be able to offer its employees custom software that fits their workflows. It’s one thing to adapt existing third-party tools, after all, and another to build custom tools to support a company’s business processes.

Banerjea told me that creating this new structure was a relatively easy sell inside the company. Every transformation comes with its own challenges, though. For Facebook’s Enterprise  Engineering team, that included having to recruit new skill sets into the organization. The first few months of this process were painful, Banerjea admitted, as the company had to up-level the skills of many existing employees and shed a significant number of contractors. “There are certain areas where we really felt that we had to have Facebook DNA in order to make sure that we were actually building things the right way,” he explained.

Facebook’s structure creates an additional challenge for the team. When you’re joining Facebook as a new employee, you have plenty of teams to choose from, after all, and if you have the choice of working on Instagram or WhatsApp or the core Facebook app — all of which touch millions of people — working on internal tools with fewer than 40,000 users doesn’t sound all that exciting.

“When young kids who come straight from college and they come into Facebook, they don’t know any better. So they think this is how the world is,” Banerjea said. “But when we have experienced people come in who have worked at other companies, the first thing I hear is ‘oh my goodness, we’ve never seen internal tools of this caliber before.’ The way we recruit, the way we do performance management, the way we do learning and development — every facet of how that employee works has been touched in terms of their life cycle here.”

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Facebook first started building these internal tools around 2012, though it wasn’t until Banerjea joined in 2016 that it rebranded the organization and set up today’s structure. He also noted that some of those original tools were good, but not up to the caliber employees would expect from the company.

“The really big change that we went through was up-leveling our building skills to really become at the same caliber as if we were to build those products for an external customer. We want to have the same experience for people internally.”

The company went as far as replacing and rebuilding the commercial Enterprise Resource Planning (ERP) system it had been using for years. If there’s one thing that big companies rely on, it’s their ERP systems, given they often handle everything from finance and HR to supply chain management and manufacturing. That’s basically what all of their backend tools rely on (and what companies like SAP, Oracle and others charge a lot of money for). “In that 2016/2017 time frame, we realized that that was not a very good strategy,” Banerjea said. In Facebook’s case, the old ERP handled the inventory management for its data centers, among many other things. When that old system went down, the company couldn’t ship parts to its data centers.

“So what we started doing was we started peeling off all the business logic from our backend ERP and we started rewriting it ourselves on our own platform,” he explained. “Today, for our ERP, the backend is just the database, but all the business logic, all of the functionality is actually all custom written by us on our own platform. So we’ve completely rewritten our ERP, so to speak.”

In practice, all of this means that ideally, Facebook’s employees face far less friction when they join the company, for example, or when they need to replace a broken laptop, get a new phone to test features or simply order a new screen for their desk.

One classic use case is onboarding, where new employees get their company laptop, mobile phones and access to all of their systems, for example. At Facebook, that’s also the start of a six-week bootcamp that gets new engineers up to speed with how things work at Facebook. Back in 2016, when new classes tended to still have less than 200 new employees, that was still mostly a manual task. Today, with far more incoming employees, the Enterprise Engineering team has automated most of that — and that includes managing the supply chain that ensures the laptops and phones for these new employees are actually available.

But the team also built the backend that powers the company’s more traditional IT help desks, where employees can walk up and get their issues fixed (and passwords reset).

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To talk more about how Facebook handles the logistics of that, I sat down with Koshambi Shah, who heads up the company’s Enterprise Supply Chain organization, which pretty much handles every piece of hardware and software the company delivers and deploys to its employees around the world (and that global nature of the company brings its own challenges and additional complexity). The team, which has fewer than 30 people, is made up of employees with experience in manufacturing, retail and consumer supply chains.

Typically, enterprises offer their employees a minimal set of choices when it comes to the laptops and phones they issue to their employees, and the operating systems that can run on them tend to be limited. Facebook’s engineers have to be able to test new features on a wide range of devices and operating systems. There are, after all, still users on the iPhone 4s or BlackBerry that the company wants to support. To do this, Shah’s organization actually makes thousands of SKUs available to employees and is able to deliver 98% of them within three days or less. It’s not just sending a laptop via FedEx, though. “We do the budgeting, the financial planning, the forecasting, the supply/demand balancing,” Shah said. “We do the asset management. We make sure the asset — what is needed, when it’s needed, where it’s needed — is there consistently.”

In many large companies, every asset request is double guessed. Facebook, on the other hand, places a lot of trust in its employees, it seems. There’s a self-service portal, the Enterprise Store, that allows employees to easily request phones, laptops, chargers (which get lost a lot) and other accessories as needed, without having to wait for approval (though if you request a laptop every week, somebody will surely want to have a word with you). Everything is obviously tracked in detail, but the overall experience is closer to shopping at an online retailer than using an enterprise asset management system. The Enterprise Store will tell you where a device is available, for example, so you can pick it up yourself (but you can always have it delivered to your desk, too, because this is, after all, a Silicon Valley company).

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For accessories, Facebook also offers self-service vending machines, and employees can walk up to the help desk.

The company also recently introduced an Amazon Locker-style setup that allows employees to check out devices as needed. At these smart lockers, employees simply have to scan their badge, choose a device and, once the appropriate door has opened, pick up the phone, tablet, laptop or VR devices they were looking for and move on. Once they are done with it, they can come back and check the device back in. No questions asked. “We trust that people make the right decision for the good of the company,” Shah said. For laptops and other accessories, the company does show the employee the price of those items, though, so it’s clear how much a certain request costs the company. “We empower you with the data for you to make the best decision for your company.”

Talking about cost, Shah told me the Supply Chain organization tracks a number of metrics. One of those is obviously cost. “We do give back about 4% year-over-year, that’s our commitment back to the businesses in terms of the efficiencies we build for every user we support. So we measure ourselves in terms of cost per supported user. And we give back 4% on an annualized basis in the efficiencies.”

Unsurprisingly, the company has by now gathered enough data about employee requests (Shah said the team fulfills about half a million transactions per year) that it can use machine learning to understand trends and be proactive about replacing devices, for example.

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Facebooks’ Enterprise Engineering group doesn’t just support internal customers, though. Another interesting aspect to Facebook’s Enterprise Engineering group is that it also runs the company’s internal and external events, including the likes of F8, the company’s annual developer conference. To do this, the company built out conference rooms that can seat thousands of people, with all of the logistics that go with that.

The company also showed me one of its newest meeting rooms where there are dozens of microphones and speakers hanging from the ceiling that make it easier for everybody in the room to participate in a meeting and be heard by everybody else. That’s part of what the organization’s “New Builds” team is responsible for, and something that’s possible because the company also takes a very hands-on approach to building and managing its offices.

Facebook also runs a number of small studios in its Menlo Park and New York offices, where both employees and the occasional external VIP can host Facebook Live videos.

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Indeed, live video, it seems, is one of the cornerstones of how Facebook employees collaborate and help employees who work from home. Typically, you’d just use the camera on your laptop or maybe a webcam connected to your desktop to do so. But because Facebook actually produces its own camera system with the consumer-oriented Portal, Banerjea’s team decided to use that.

“What we have done is we have actually re-engineered the Portal,” he told me. “We have connected with all of our video conferencing systems in the rooms. So if I have a Portal at home, I can dial into my video conferencing platform and have a conference call just like I’m sitting in any other conference room here in Facebook. And all that software, all the engineering on the portal, that has been done by our teams — some in partnership with our production teams, but a lot of it has been done with Enterprise Engineering.”

Unsurprisingly, there are also groups that manage some of the core infrastructure and security for the company’s internal tools and networks. All of those tools run in the same data centers as Facebook’s consumer-facing applications, though they are obviously sandboxed and isolated from them.

It’s one thing to build all of these tools for internal use, but now, the company is also starting to think about how it can bring some of these tools it built for internal use to some of its external customers. You may not think of Facebook as an enterprise company, but with its Workplace collaboration tool, it has an enterprise service that it sells externally, too. Last year, for the first time, Workplace added a new feature that was incubated inside of Enterprise Engineering. That feature was a version of Facebook’s public Safety Check that the Enterprise Engineering team had originally adapted to the company’s own internal use.

“Many of these things that we are building for Facebook, because we are now very close partners with our Workplace team — they are in the enterprise software business and we are the enterprise software group for Facebook — and many [features] we are building for Facebook are of interest to Workplace customers.”

As Workplace hit the market, Banerjea ended up talking to the CIOs of potential users, including the likes of Delta Air Lines, about how Facebook itself used Workplace internally. But as companies started to adopt Workplace, they realized that they needed integrations with existing third-party services like ERP platforms and Salesforce. Those companies then asked Facebook if it could build those integrations or work with partners to make them available. But at the same time, those customers got exposed to some of the tools that Facebook itself was building internally.

“Safety Check was the first one,” Banerjea said. “We are actually working on three more products this year.” He wouldn’t say what these are, of course, but there is clearly a pipeline of tools that Facebook has built for internal use that it is now looking to commercialize. That’s pretty unusual for any IT organization, which, after all, tends to only focus on internal customers. I don’t expect Facebook to pivot to an enterprise software company anytime soon, but initiatives like this are clearly important to the company and, in some ways, to the morale of the team.

This creates a bit of friction, too, though, given that the Enterprise Engineering group’s mission is to build internal tools for Facebook. “We are now figuring out the deployment model,” Banerjea said. Who, for example, is going to support the external tools the team built? Is it the Enterprise Engineering group or the Workplace team?

Chances are then, that Facebook will bring some of the tools it built for internal use to more enterprises in the long run. That definitely puts a different spin on the idea of the consumerization of enterprise tech. Clearly, not every company operates at the scale of Facebook and needs to build its own tools — and even some companies that could benefit from it don’t have the resources to do so. For Facebook, though, that move seems to have paid off and the tools I saw while talking to the team definitely looked more user-friendly than any off-the-shelf enterprise tools I’ve seen at other large companies.


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Verizon Sells Tumblr to WordPress Owner for Paltry $3 Million


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Companies exist to make money for the owners and shareholders, and they’ll often do it at the expense of basic morality and common sense. That’s why the rise and fall of Tumblr is so perplexing. Verizon has announced that it’s selling the blogging platform to Automatic, the owner of WordPress for a mere $3 million. Just a few years ago, the site was worth $1.1 billion. That means under the stewardship of Yahoo and Verizon, Tumblr has lost a whopping 99.8 percent of its value. 

How can a web property go from being worth more than Facebook paid for Instagram to (comparatively) worthless? Tumblr was one of the early, high-profile acquisitions by Yahoo after former Googler Marissa Mayer took the helm. The first hit to Tumblr’s value came just three years after the 2013 acquisition. Yahoo announced its advertising sales on Tumblr in 2016 fell far short of expectations, and it wrote down $712 million of Tumblr’s value. 

Things continued to worsen for Yahoo across the board until Verizon acquired the company in 2017, cutting Mayer loose. Both Yahoo and Tumblr ended up under Verizon’s Oath subsidiary. Verizon left Tumblr alone for more than a year, and then someone realized there was (gasp) porn on the site. 

Tumblr has long acted as a safe haven for people who wanted to post saucy pictures, as well as members of the LGBTQ community who wanted to speak frankly about their sexuality. The site’s lax moderation policies allowed this content to proliferate over the course of years. Verizon was, apparently, uncomfortable with hosting adult content, so it announced a blanket ban earlier this year. Purging all that content drove away users and dropped Tumblr’s value to almost nothing. 

Automatic isn’t going to be Tumblr’s savior, based on statements from CEO Matt Mullenweg. Verizon’s ban on adult content will stand, but the service won’t be folded into WordPress. The two sites may begin sharing more features over time — Tumblr could get some more advanced editing tools from WordPress, and WordPress could adopt some of the mobile-focused features of Tumblr. 

So, any remaining Tumblr users won’t have to migrate to WordPress pages, at least for now. Who knows what the future will bring? If nothing else, Tumblr’s domain is worth money, and Automatic got that for a pittance.

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Learn how enterprise startups win big deals at gpgmail’s Enterprise show on Sept. 5 – gpgmail


Big companies today may want to look and feel like startups, but when it comes to the way they approach buying new enterprise solutions, especially from new entrants, they still often act like traditional enterprise behemoths. But from the standpoint of a true startup, closing deals with just a few big customers is critical to success. At our much-anticipated inaugural gpgmail Sessions: Enterprise event in San Francisco on September 5, Okta’s Monty Gray, SAP’s DJ Paoni, VMware’s Sanjay Poonen and Sapphire Venture’s Shruti Tournatory will discuss ways for startups to adapt their strategies to gain more enterprise customers (p.s. early-bird tickets end in 48 hours — book yours here).

This session is sponsored by SAP, the lead sponsor for the event.

Monty Gray is Okta’s senior vice president and head of Corporate Development. In this role, he is responsible for driving the company’s growth initiatives, including mergers and acquisitions. That role gives him a unique vantage point of the enterprise startup ecosystem, all from the perspective of an organization that went through the process of learning how to sell to enterprises itself. Prior to joining Okta, Gray served as the senior vice president of Corporate Development at SAP.

Sanjay Poonen joined VMware in August 2013, and is responsible for worldwide sales, services, alliances, marketing and communications. Prior to SAP, Poonen held executive roles at Symantec, VERITAS and Informatica, and he began his career as a software engineer at Microsoft, followed by Apple.

SAP’s DJ Paoni has been working in the enterprise technology industry for over two decades. As president of SAP North America, Paoni is responsible for the strategy, day-to-day operations and overall customer success in the United States and Canada.

These three industry executives will be joined onstage by Sapphire Venture’s Shruti Tournatory, who will provide the venture capitalist’s perspective. She joined Sapphire Ventures in 2014 and leads the firm’s CXO platform, a network of Fortune CIOs, CTOs and digital executives. She got her start in the industry as an analyst for IDC, before joining SAP and leading product for its business travel solution.

Grab your early-bird tickets today before we sell out. Early-bird sales end after this Friday, so book yours now and save $100 on tickets before prices increase. If you’re an early-stage enterprise startup you can grab a startup demo table for just $2K here. Each table comes with four tickets and a great location for you to showcase your company to investors and new customers.


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MaC Ventures, the brainchild of Adrian Fenty and Marlon Nichols, is quietly making its first investments – gpgmail


MaC Ventures, the new Los Angeles-based investment firm formed from the merger of Cross Culture Ventures and M Ventures, has quietly started deploying capital from its fund.

One of the firm’s first disclosed investments is Edge Delta, which announced a $3 million seed round earlier this week.

The Seattle-based company, which has a tool to predict and identify faulty code and potential security issues in software designed for mobile environments, reflects the new continuing focus on companies that reflect the changing cultural environments throughout the commercial, cultural and technological worlds.

And if anyone knows anything about downtime and application failures, it would be the two co-founders who have held positions at Microsoft, Twitter and Sumo Logic. That’s the background Ozan Unlu, a Microsoft and Sumo Logic alum, and Fatih Yildiz, who spent years at Twitter and Microsoft, will leverage as they pitch their services. 

“We have reached the inflection point for centralized security analytics, SIEM products like Splunk are struggling to scale and a lack of mature SaaS offerings mean that if customers want to keep up with growth in their environments, innovation is required,” said Will Peteroy, founder and chief executive of ICEBRG (acquired in 2018) and chief technology officer for Security at Gigamon, in a statement.

That innovation is something that M Ventures and Cross Culture have tried to identify according to previous statements from both founders. And the merger between both firms was likely about growth and scale. Both firms have co-invested on a number of deals and both share the same emphasis on cultural shifts that create new opportunities.

Shared portfolio companies between the two firms include Blavity, BlocPower and Mayvenn, and each reflect a different aspect of the firms’ commitment to the transformations impacting culture and community in the twenty-first century.

BlocPower is focused on urban resiliency and health in the face of new challenges to the power grid; Blavity has become the online community for black creativity and news; and Mayvenn is leveraging the economics of community to create new entrepreneurs and enable new businesses.

For Adrian Fenty and Marlon Nichols — the two managing general partners of the new fund — and general partners Charles King and Michael Palank and partner Alyson DeNardo, MaC Ventures is a logical next step in their progression in the venture business.

Fenty, the former mayor of Washington, DC and an early special advisor to Andreessen Horowitz seven years ago, has long been interested in the intersection of technology and governance and said that politics was a great introduction to the venture world in an interview with gpgmail when he joined Andreessen:

“As a mayor you have a lot of districts you work with, and every day is different,” Fenty said, noting that the same could be said for VCs who work with different startups. However, the pace will likely be a bit quicker in this space than it is in the political realm. “I believe that change should happen fast and in big ways, and that’s the tech industry,” he said. “Some of these entrepreneurs and CEOs, their energy and ability to come up with new ideas is infectious.”

As for Nichols, the introduction to venture capital came through work at Intel Capital before striking out with Troy Carter, a limited partner in the MaC Ventures fund, to form Cross Culture.

As the new firm finds its legs, it’s likely that some of the guiding principles that Nichols expressed when talking about Cross Culture will carry over to the new vehicle.

“This is the time to be here,” Nichols said in an interview earlier this year. “If you are going to invest in the companies of tomorrow you have to go where the world is moving to — and that’s black and brown, honestly.”


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Save with group discounts and bring your team to gpgmail’s first ever Enterprise event Sept. 5 in SF – gpgmail


Get ready to dive into the fiercely competitive waters of enterprise software. Join more than 1,000 attendees for TC Sessions Enterprise 2019 on September 5 to navigate this rapidly evolving category with the industry’s brightest minds, biggest names and exciting startups.

Our $249 early-bird ticket price remains in play, which saves you $100. But one is the loneliest number, so why not take advantage of our group discount, buy in bulk and bring your whole team? Save an extra 20% when you buy four or more tickets at once.

We’ve packed this day-long conference with an outstanding lineup of presentations, interviews, panel discussions, demos, breakout sessions and, of course, networking. Check out the agenda, which includes both industry titans and boundary-pushing startups eager to disrupt the status quo.

We’ll add more surprises along the way, but these sessions provide a taste of what to expect — and why you’ll need your posse to absorb as much intel as possible.

Talking Developer Tools
Scott Farquhar (Atlassian)

With tools like Jira, Bitbucket and Confluence, few companies influence how developers work as much as Atlassian. The company’s co-founder and co-CEO Scott Farquhar will join us to talk about growing his company, how it is bringing its tools to enterprises and what the future of software development in and for the enterprise will look like.

Keeping the Enterprise Secure
Martin Casado (Andreessen Horowitz), Wendy Nather (Duo Security), Emily Heath (United Airlines)

Enterprises face a litany of threats from both inside and outside the firewall. Now more than ever, companies — especially startups — have to put security first. From preventing data from leaking to keeping bad actors out of your network, enterprises have it tough. How can you secure the enterprise without slowing growth? We’ll discuss the role of a modern CSO and how to move fast — without breaking things.

Keeping an Enterprise Behemoth on Course
Bill McDermott (SAP)

With over $166 billion in market cap, Germany-based SAP is one of the most valuable tech companies in the world today. Bill McDermott took the leadership in 2014, becoming the first American to hold this position. Since then, he has quickly grown the company, in part thanks to a number of $1 billion-plus acquisitions. We’ll talk to him about his approach to these acquisitions, his strategy for growing the company in a quickly changing market and the state of enterprise software in general.

The Quantum Enterprise
Jim Clarke (Intel), Jay Gambetta (IBM) 
and Krysta Svore (Microsoft)
4:20 PM – 4:45 PM

While we’re still a few years away from having quantum computers that will fulfill the full promise of this technology, many companies are already starting to experiment with what’s available today. We’ll talk about what startups and enterprises should know about quantum computing today to prepare for tomorrow.

TC Sessions Enterprise 2019 takes place on September 5. You can’t be everywhere at once, so bring your team, cover more ground and increase your ROI. Get your group discount tickets and save.


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SoftBank pumps $2B into Indonesia through Grab investment, putting it head to head with Gojek – gpgmail


Grab — the on-demand transportation app worth $14 billion that is the Uber of Southeast Asia — today announced how it would be using some of the $7 billion or so that it has raised to date: $2 billion provided by SoftBank is being earmarked Grab’s operations in Indonesia — the biggest economy in Southeast Asia — over the next five years, to help it go head-to-head with local rival Gojek.

Specifically, Grab said it and SoftBank met with Indonesian government officials and have agreed to use the money to help modernise the country’s transportation infrastructure and economy with the development of an electronic vehicle “ecosystem”, new geo-mapping solutions, and the establishment of a second headquarters for Grab in Jakarta focused on R&D for Indonesia and the wider region, to sit alongside its existing HQ in Singapore.

Grab has confirmed that this investment news does not affect the company’s valuation as it’s not fresh funding — although it looks like it might lead to another, new SoftBank injection in Grab, too.

“I’d like to invest more… We would invest (in) Grab more, and also encourage to invest more in other companies,” SoftBank CEO Masayoshi Son said in a press conference earlier today. “We will create a second headquarters of Grab in Indonesia, and become 5th unicorn and also invest $2b through Grab. On top of that, we will invest more.”

Grab last raised money just four weeks ago, $300 million from Invesco as part of a larger, ongoing Series H that it wants to use in part for acquisitions. That round is already at around $4.5 billion, with SoftBank having already put in just under $1.5 billion. This $2 billion is on top of that previous round, the company said today.

The company’s last reported valuation from a couple of months ago was around $14 billion, a figure that we have been able to confirm remains the same today.

“With our presence in 224 cities, Indonesia is our largest market and we are committed to long-term sustainable development of the country,” said Anthony Tan, CEO of Grab, in a statement. “We are delighted to facilitate this SoftBank investment, as we believe by investing in digitizing critical services and infrastructure, we hope to accelerate Indonesia’s ambition to become the largest digital economy in the region and improve the livelihoods of millions in the country.” Indonesia accounts for the lion’s share of Grab’s business in terms of total footprint: its in 338 countries overall, meaning this country accounts for two-thirds of the whole list.

The news puts Grab head to head with another big on-demand transportation startup Gojek: the two were already rivals in the region, but GoJek is based out of Jakarta and has been the dominant player in that specific market up to now.

Indeed, the deal is notable not just for the amount, but for how it casts both Grab and SoftBank as allies of the government, not just accepted as businesses but endorsed as key players in helping improve the Indonesian economy and how the country is able to deliver critical services like healthcare and transportation, as well as give more services to drive the growth of “micro-entrepreneurs” by way of Grab-Kudo, the payments startup in the country that Grab acquired in 2017 for less than $100 million.

Given the track record that companies like Uber have had in locking horns with regulators, this puts Grab immediately into a strong position in terms of introducing and running with new services in the future. Its restaurant delivery business, GrabFood, is already the largest in the region, it claimed today.

Grab said the financial commitment was the result of a meeting between Indonesia’s President Joko Widodo, Masayoshi Son, Chairman & CEO of SoftBank Group, Anthony Tan, CEO of Grab and Ridzki Kramadibrata, President of Grab Indonesia, at the Merdeka Palace in Jakarta.

“Indonesia’s technology sector has huge potential,” said Son in a statement. “I’m very happy to be investing $2 billion into the future of Indonesia through Grab.”

Indonesia’s Coordinating Minister for Maritime Affairs Luhut Binsar Panjaitan also had words supporting the deal: “Supported by the growing economy, Indonesia has a good investment climate where we are working together to boost the ease of investment in Indonesia,” he said. “This investment is evidence that Indonesia has been on the radar of investors, especially in the technology sector. We look forward to working with Grab, the fifth unicorn in Indonesia, and SoftBank to empower SMEs, accelerate tourism, and improving health services.”

This deal is a win on a couple of levels for Grab.

Most obviously, it’s giving the company a huge injection of capital to continue expanding its business aggressively in what is the biggest economy in Southeast Asia, with GDP of around $1 trillion annually.

A well-worn strategy by on-demand transportation companies — typified by others like Uber, Lyft and Didi — is to go big and go fast in order to establish a market presence among drivers and passengers, which can be used as a foothold to expand into other areas like food or package delivery and to then increase prices to improve margins.

Given that Indonesia is Gojek’s home country, and given that Indonesia is one of the biggest markets in the region, this makes it one of the most important territories for Grab to — err — grab.

“Grab is an Indonesia-focused company,” said Ridzki Kramadibrata, president of Grab Indonesia, in a statement today. “Having our second headquarters in Jakarta will allow us to better serve the needs of all Indonesians and those from emerging economies in the region. As a technology decacorn, Grab very well understands the needs and challenges we have here. We are also well positioned to support more high tech industries and infrastructure companies originating from Indonesia.”

On another front, this is an important strategy for the company on the regulatory and government front.

In a climate where it’s not unusual to see companies banned from operating in markets where they have run afoul of officials and the public, Grab is essentially buying its way into working with the state, and actually taking a commercial role in building its infrastructure. This — offering help with building infrastructure and simply passing on some of its experience and learnings — is a route that Didi has also been taking to make its way into new markets.

Grab said that it has invested $1 billion to date in Indonesia before now, and it said that its contribution to the economy in 2018 was $3.5 billion (48.9 trillion Indonesian rupiahs).

Updated to clarify that this is NOT a new infusion of capital, but a specification of how existing investments will be used. Meanwhile, Grab is still raising money and SoftBank said it wants to invest more.


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Microsoft and the second SoftBank Vision Fund as another play for corporate cloud dominance – gpgmail


It looks like the return of SoftBank’s Vision Fund may be less reliant on murder money and more reliant on Microsoft’s money-making machine for its backing.

The rumored involvement of Microsoft in financing SoftBank Vision Fund II (electric boogaloo?) is interesting for what it may indicate about how the relationship between venture investors, startups and the large corporations that dominate the tech industry are changing.

If the name of the game is platform and services, then corporate behemoths like Microsoft, Alphabet, Amazon and Apple are in interesting positions to invest in startups as a flywheel for growth in some of their most profitable and strategic business units.

To some extent this has always been true, but it’s becoming more important now as web services become larger slices of the corporate balance sheet at these three companies (particularly — although IBM is also playing in this game). Basically, like corporate accelerators and venture arms, investing in SoftBank is another service that’s being potentially offered to lock in startups to corporate cloud ecosystems.

While there are no guarantees that a nudge from an investor to use one tech platform for web services over another would make any difference, it’s clear that big tech companies like Amazon, Alphabet and Microsoft are all over startups to use one web stack over another.

Amazon has tied itself ever more tightly to the Techstars ecosystem of incubators for new tech companies, Microsoft has its own corporate accelerator programs and investment arm and Alphabet does the same.

As technology continues to advance, the big companies have more services they can offer to tech companies that will be increasingly more compelling and drive increasing revenue.

All three big companies mentioned above (and even IBM, bless its big blue non-existent heart) have machine learning tools that they’d love to provide as a service to startups as well. And even as IBM sunsets Watson as a balance sheet item (an event that was an elementary conclusion to anyone who has tracked its long, slow spiral), machine learning services are going to become a larger slice of revenue for the providers who can effectively tie startups into those services.

Most entrepreneurs pay lip service to the fact that enhanced algorithms are going to become table stakes in new product offerings so observers can watch that become another engine of growth for the big companies that can get it right.

Also, startups are going to increasingly become a sales channel for big tech, even as big tech has traditionally been a sales channel for startups.

Software as a service businesses using a freemium business model have an easier time getting into a corporate environment than Microsoft or Google . And even as the productivity suites from these companies battle it out (Verizon, FWIW, is team Google for now), some of the money flowing to a SaaS company’s coffers from a big corporate entity will ultimately wind up in either Microsoft, Amazon or Alphabet’s returns.

This model also helps venture investors, who now have more assurance that there will be late-stage capital to bolster their businesses (including really, really bad ones), although most traditional firms have a love-hate relationship with Masayoshi Son’s gargantuan investment vehicle.

Finally, there’s the simple fact that divorcing SoftBank from Saudi Arabia’s journalist-killing murder money is a good thing for the firm and the larger technology industry, which has enough moral conundrums to consider without adding to the mix another problematic geopolitical relationship.


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