Despite Brexit, UK startups can compete with Silicon Valley to win tech talent – gpgmail


Brexit has taken over discourse in the UK and beyond. In the UK alone, it is mentioned over 500 million times a day, in 92 million conversations — and for good reason. While the UK has yet to leave the EU, the impact of Brexit has already rippled through industries all over the world. The UK’s technology sector is no exception. While innovation endures in the midst of Brexit, data reveals that innovative companies are losing the ability to attract people from all over the world and are suffering from a substantial talent leak. 

It is no secret that the UK was already experiencing a talent shortage, even without the added pressure created by today’s political landscape. Technology is developing rapidly and demand for tech workers continues to outpace supply, creating a fiercely competitive hiring landscape.

The shortage of available tech talent has already created a deficit that could cost the UK £141 billion in GDP growth by 2028, stifling innovation. Now, with Brexit threatening the UK’s cosmopolitan tech landscape — and the economy at large — we may soon see international tech talent moving elsewhere; in fact, 60% of London businesses think they’ll lose access to tech talent once the UK leaves the EU.

So, how can UK-based companies proactively attract and retain top tech talent to prevent a Brexit brain drain? UK businesses must ensure that their hiring funnels are a top priority and focus on understanding what matters most to tech talent beyond salary, so that they don’t lose out to US tech hubs. 

Brexit aside, why is San Francisco more appealing than the UK?


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International students face immigration hurdles under Trump – gpgmail


This fall, nearly half a million international students will begin or return to STEM degree programs at U.S. colleges and universities. If you’re among them, congratulations — look forward to being wooed by talent-hungry U.S. tech firms when you graduate. But there’s bad news, too: Under current immigration rules, switching from a student visa to an employment visa can be tricky, so it’s important to understand what’s required and how the latest policy upheavals could impact your journey.

In theory, it’s a great time to be a STEM graduate. U.S. STEM jobs are expected to grow by nearly 11% — or about 10.3 million positions — between 2016 and 2026, faster than all U.S. occupations. In practice, however, it can be tough for international students to secure permanent residence in the United States. The H-1B skilled-worker visa system is badly clogged; a federal lawsuit could slam the door on many STEM graduates, and the White House is shaking up both the skilled-worker and student visa systems.

But don’t despair: There’s still a pathway to a future in the United States — you just might face a bumpy ride. Whether you’re starting your studies or preparing to graduate, it’s crucial to understand your options.

Getting an employment-based visa

An employment-based green card requires an executive-level job, a truly extraordinary résumé, or an employer willing to pony up thousands of dollars in fees and labor-certification costs. Because it’s hard to get a green card, most international STEM students aim for an H-1B visa, which lets you work for a specified U.S. employer for up to six years. It’s not a permanent solution, but it can be a useful launchpad for your career.

Even getting an H-1B isn’t easy, though. There’s a hard cap on H-1Bs: This year, there were more than 200,000 applicants vying for just 85,000 visas. Recipients are selected via lottery, and while you could land an H-1B on your first attempt, many tech workers have to try again — and again, and again — before they finally get lucky.

In the meantime, international students typically start out using the temporary work authorization through their student visa until they transfer to an H-1B. 

Let’s dig into the details of what’s allowed under your student visa: 

If you’re on an F-1 visa

Image via Getty Images / South_agency

The F-1 student visa is one of the main on-ramps to the U.S. tech sector for foreign-born workers. That’s largely thanks to Bush- and Obama-era changes that expanded the Optional Practical Training (OPT) program, which allows F-1 holders to work at American companies after graduating, from 12 to 36 months. 

Graduates with multiple STEM degrees (such as a bachelor’s and master’s degrees) can also chain together their OPT periods, working for up to six years in total before switching to another visa. That’s great news because each year of OPT is another chance to play the H-1B lottery, increasing your odds of winning a visa. 

To use OPT, you’ll need to get a work permit (“Employment Authorization Document,” or EAD) as you near graduation. You’ll also need to file for visa extensions in order to make the most of your OPT entitlement. 

If you’re on a J-1 visa

Similar to the F-1, the J-1 visa is designed for students involved in cultural exchange programs or who receive substantial funding from governments or institutions. 

As a J-1 student, you won’t get OPT but 18 months of Academic Training (AT). Any internships or jobs you take during your studies will count toward your AT allotment, so it’s possible to finish your degree with less than 18 months of work authorization remaining. And while a second 18-month AT period is available for postdoctoral research, there’s no automatic extension for STEM degree holders: Once your 18 months are up, you’ll need to leave the United States.

There’s another catch: Many J-1 visas come with a home residency requirement (HRR), requiring holders to return to their home country for two years before seeking a work-based or family-sponsored U.S. visa — that or apply for an HRR waiver

If you’re on an M-1 visa

The M-1 visa is used by students at technical and vocational schools, not academic programs. As student visas go, it’s very restrictive: You won’t be able to work off-campus and can’t work for more than six months. You also won’t be able to switch to an F-1 visa and won’t find it easy to transition to an H-1B. If you hope to stay in the United States long-term, think carefully about whether an M-1 is right for you.

No job lined up?

If you don’t have a job offer, there are other ways to stay in the United States after finishing your studies. One popular option is to enter a graduate program: Getting a master’s degree could extend your student visa by a year or two, while upgrading to a PhD program could get you several additional years. In fact, an advanced U.S. degree under your belt effectively doubles your chances of getting an H-1B in the same lottery. 

If you can’t find work and don’t want to keep studying, you’ll need existing family ties to a U.S. citizen or lawful permanent resident (green card holder). If you’re the direct relative of one (for example, a spouse or child), then things are relatively easier: You have a clear path toward a family-based green card, allowing you to live and work permanently in the United States. That’s true even if you’ve become a family member through marriage: You’ll be able to obtain a marriage-based green card more quickly and easily than an H-1B or other employment-based green cards.

If you’re the spouse or child of someone on a temporary visa, such as an H-1B or O-1 visa holder, you can usually obtain a dependent’s visa. Such visas often allow you to study, but you won’t qualify for OPT after graduating. It’s also getting harder for H4 visa holders to obtain work permits, so don’t count on using a dependent’s visa to launch your career in Silicon Valley. In many cases, OPT is still a better springboard to an H-1B or green card.

If the person who claims you as a dependent applies for permanent residence, you may be able to get a green card through “derivative” benefits, meaning their green card eligibility trickles down to you.  

Next step: Mark your calendar

GettyImages 1132448431

Image via Getty Images / normaals

Whatever immigration status you currently have or want to get, you’ll need to plan ahead. In some cases, you might need to start planning your next step almost as soon as you begin your studies, in order to make sure you aren’t left without a valid visa.

  • For graduate study: Update your existing student visa before the end of the 60-day grace period (for F-1 visas) or 30-day grace period (for J-1 visas) following the program completion date listed on your Student and Exchange Visitor Information System (SEVIS) record and I-20 or DS-2019 form. 
  • For F-1 OPT: Apply no sooner than 90 days before and no later than 60 days after completing your studies. If your official completion date is June 1, 2020, for instance, you can apply for OPT between March 3 and July 31 of that year.
  • For J-1 AT: Apply shortly before your program ends. Your school will facilitate your AT application and will set its own deadline to process your paperwork before the end of your studies, but your AT must begin no later than 30 days after completing your program.
  • For H-1B visas: Play the annual visa lottery held in early April. You’ll need a job offer lined up well in advance from an employer who’s willing to sponsor you. You can’t begin working until your H-1B is approved, unless you have separate work authorization through OPT, AT, or some other means.
  • For employment-based green cards: The timeline depends on your specific green card category, but you’ll generally wait months or years
  • For green cards through marriage to a U.S. citizen: You’ll typically wait 10–13 months, but you’ll be able to stay in the United States while in the meantime, even if your student visa expires.
  • For green cards through marriage to a permanent resident: You’ll typically wait 29–38 months, but you’ll need another valid visa, such as an unexpired F-1, for the first 11–15 months.
  • For family-based green cards (other than for spouses and children of U.S. citizens): You might face a lengthy wait depending on your relationship to your sponsoring relative and home country

Whatever your plans, remember that immigration rules are constantly changing — and seldom in ways that benefit new immigrants. If you can, file your visa or green card application right away to avoid nasty surprises.

Trouble coming down the line

It’s important not only to understand your current visa but also to recognize that the U.S. immigration system is in flux — and many of the planned changes spell bad news even for immigrants with advanced degrees and vitally needed skills. 

The new public charge rule, for instance, will make it harder to get a green card if you’ve used public benefits and allows the U.S. government to deny your application if they suspect you’ll fall on hard times in the future. For STEM grads with solid job offers, that might not seem like a major concern, but the new rule will apply even to those on temporary visas, including H-1Bs, who wish to extend or change their immigration status. At the least, it’s a sign of how much harder the immigration process is getting.

The Trump administration is also targeting students with a new “unlawful presence” rule that imposes tough punishments for minor violations of student visa terms. Fortunately, the rule is tied up in court, but if it goes through, it could lead to lengthy bans on future work visas if you overstay on your student visa, work in ways that aren’t authorized, or otherwise fail to play by the rules.

Such changes underscore the importance of doing your own due diligence and not simply relying on your college or employer to steer you right. Figuring out your immigration options can feel overwhelming — but as the many thousands of foreign-born STEM graduates who’ve successfully built careers in the United States can tell you, it’s well worth the effort.

Get your pressing immigration questions answered

Have a question about the complex and shifting immigration process? Boundless can help. Please send your immigration-related questions to our resident immigration expert, Anjana Prasad, at ask.anjana@boundless.com. We will consider your question for a future column on the Boundless blog.


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Joi Ito resigns as MIT Media Lab head in wake of Jeffrey Epstein reporting – gpgmail


Joichi Ito, the embattled director of the M.I.T. Media Lab, has stepped down according to a statement by MIT’s president, L. Rafael Reif. The news was first reported by The New York Times, which had received a copy of an email sent by Ito to university provost Martin A. Schmidt.

“After giving the matter a great deal of thought over the past several days and weeks,” the now-former director writes, “I think that it is best that I resign as director of the media lab and as a professor and employee of the Institute, effective immediately.”

In addition to resigning as director, Reif’s statement also confirmed that Ito resigned as a professor of the university.

The ‘matter’ to which the letter refers to is Ito’s reported connections to Jeffrey Epstein. The financier died in prison by hanging on August 10, following an arrest a month prior on federal charges of sex tracking minors.

Ito was among several high profile and powerful people whose alleged ties to the disgraced billionaire came into sharp focus following his arrest. In the immediate aftermath of that arrest, it came to light that the MIT Media Lab and Ito personally received funds from Epstein, to which Ito apologized in an August 15th letter.

The allegations against Ito intensified overnight following a report by Ronan Farrow in The New Yorker that Ito’s engagement of Epstein were far deeper than had been previously been acknowledged. According to emails and documents discovered by Farrow, Ito and MIT Media Lab’s head of development, Peter Cohen, worked in tandem to conceal Epstein’s contributions from MIT’s central fundraising office, such as by marking donations anonymous and keeping his name out of disclosure statements.

Ito has long stood firm that the facts of his relationship with Epstein have been misreported. In an email to the Times, Ito said that the New Yorker piece was “full of factual errors.”

In response to Farrow’s piece, M.I.T, president L. Rafael Reif in today’s statement said:

Because the accusations in the story are extremely serious, they demand an immediate, thorough and independent investigation. This morning, I asked MIT’s General Counsel to engage a prominent law firm to design and conduct this process. I expect the firm to conduct this review as swiftly as possible, and to report back to me and to the Executive Committee of the MIT Corporation, MIT’s governing board.

The MIT Media Lab is a storied research center with a long legacy of contributions to science, technology, and innovation. There are no indications yet on who might replace Ito.

In addition to the MIT Media Lab, Ito sits as a board director for The New York Times Company, where he sits on the company’s audit committee.

One can’t help but point out a perennial tweet that Ito wrote more than a decade ago about fundraising:


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Anti-utopian type design according to Monotype’s Charles Nix – gpgmail


Monotype recently introduced a new typeface called Ambiguity, created by its chief type designer, Charles Nix. Its unusual proportions deliberately challenge typographical conventions, going wide where a letter was once narrow and vice versa. I had a chance to talk to Nix about the genesis of Ambiguity and the state of type design; The conversation was interesting enough that I felt I should publish it more or less intact.

The interview has been slightly edited for clarity and conciseness. I started by asking for a little background on Monotype and what Nix does.

Charles Nix: Monotype is a very old company. It’s at least 125 years old, if not hundreds of years, just based on the number of foundries that have consolidated over the last 200 years. The current iteration of Monotype is the largest purveyor of digital fonts in the world.

The Monotype Studio is a discrete section within it that creates and manages type collections. There are around 60 of us, a dozen or so of which are type designers.

We help customers navigate the library, because it’s vast. We make do typeface recommendation, identification, pairing; we also help customers by modifying existing typefaces slightly in order to make them perform more uniquely.

And lastly the studio does custom design work, so we work with customers in order to identify their type needs, then create custom type solutions from the ground up.

Devin Coldewey: You mentioned the company is an amalgamation of foundries and studios from a century and more. The digital era seems like an exciting and weird one to be in type because the tools are so strong and distribution is so straightforward. Is this a good time to be in type versus 10, 20, 50 years ago?

Nix: I mean, you’re talking to a type designer, so any time working on type is a good time. But I agree with what you said, this time and this company, I want to say it’s all been leading up to this moment.

The tools and communication regarding typography, the typographic plenty, the awareness of typographic history, all these things are so amazing and focused at this point, there’s no more exciting time in the history of type to be involved.

Coldewey: What do you think is the biggest change in the last decade or so? Digitally the adoption of high-DPI screens has probably made type look a lot better, but I don’t know whether it’s actually changed what people do, or how it’s designed or approached.

Tools, distribution, and awareness — those three things are coming together to create the greatest typographic plenty in the history of the world.

Nix: There’s a triangulation of factors that are affecting type design at this point. One is the tools — and I always make this distinction, popular tools versus democratic tools. The tools aren’t democratic, but they’re popular enough, and they’re available enough, not freely obviously, but much much more freely and more accessible than any time in the 500 years of type founding, right?

As you pointed out, type is and has been for the last 30 years software. And slightly longer actually, if you look back to the early, early digital type, but now and in the public consciousness, it’s software. So distribution is crazy fast, and widespread.

My mother, she’s a special case because she helped my dad, who was a printer, so she knows more about type than most mothers. But in 1985 she could probably name five or six typefaces off the top of her head. And now she and everybody else’s mother has a favorite typeface, right?

That’s a huge change in the way that the world views type. What will come into sharper focus in the coming years is how those people harness the ability of typefaces to help modulate their own language, to help tell the story of what they say in print.

So tools, distribution, and awareness — those three things are coming together to create the greatest typographic plenty in the history of the world.


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Teaching ethics in computer science the right way with Georgia Tech’s Charles Isbell – gpgmail


The new fall semester is upon us, and at elite private colleges and universities, it’s hard to find a trendier major than Computer Science. It’s also becoming more common for such institutions to prioritize integrating ethics into their CS studies, so students don’t just learn about how to build software, but whether or not they should build it in the first place. Of course, this begs questions about how much the ethics lessons such prestigious schools are teaching are actually making a positive impression on students.

But at a time when demand for qualified computer scientists is skyrocketing around the world and far exceeds supply, another kind of question might be even more important: Can computer science be transformed from a field largely led by elites into a profession that empowers vastly more working people, and one that trains them in a way that promotes ethics and an awareness of their impact on the world around them?

Enter Charles Isbell of Georgia Tech, a humble and unassuming star of inclusive and ethical computer science. Isbell, a longtime CS professor at Georgia Tech, enters this fall as the new Dean and John P. Imlay Chair of Georgia Tech’s rapidly expanding College of Computing.

Isbell’s role is especially given Georgia Tech’s approximately 9,000 online graduate students in Computer Science. This astronomical number of students in the CS field is the result of a philosophical decision made at the university to create an online CS master’s degree treated as completely equal to on-campus training.

Another counterintuitive philosophical decision made at Georgia Tech — for which Isbell proudly evangelized while speaking at conferences like the MIT Technology Review’s EmTech Next, where I met him in June — is to admit every student who has the potential to earn a degree, rather than making any attempt at “exclusivity” by rejecting worthy candidates. In the coming years all of this may lead, Isbell projected at EmTech Next, to a situation in which up to one in eight of all people in the US who hold a graduate degree in CS will have earned it at Georgia Tech.

isbell 1

Isbell speaks to Gideon Lichfield, Editor-in-chief of the MIT Technology Review, at its EmTech Next conference in June. Image via MIT Technology Review.

“What they’ve done is pretty remarkable,” said Casey Fiesler, a 3x recent graduate of Georgia Tech and a founding faculty member and CS professor at the University of Colorado’s College of Media, Communication, and Information.

And it’s promising that Fiesler, who has become known in the tech ethics field for her comparative study of curricula and teaching approaches, told me, “ethics can be integrated into online [CS] courses just as easily as it can be into face to face courses.”

Still, it is as daunting as it is impressive to think about how one public school like Georgia Tech might be able to successfully and ethically educate such an enormous percentage of the students in arguably the most influential academic field in the world today. So I was glad to be able to speak to Isbell, an expert on statistical machine learning and artificial intelligence, for this gpgmail series on the ethics of technology.

Our conversation below covers the difference between equality and equity; cultural issues around women in American CS, and what it would look like for ethics to be so integrated into the discussion of computing that students and practitioners wouldn’t even think of it as ethics.

Greg Epstein: Around 1/8 of Computer Science graduate degrees will be delivered by your school in the coming years; you’re thinking inclusively about providing a relatively huge number of opportunities for people who would not otherwise get the opportunity to become computer scientists. How have you achieved that?

Charles Isbell: There’s an old joke about organizations: don’t tell me what your values are, show me your budget and then I’ll tell you what your values are. Because you spend money on the things that you care about.


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Finance in startups with Duda CFO Stephanie Hsiung and Zeus Living’s Head of Finance Mark Kang – gpgmail


Welcome to this transcribed edition of The Operators. The Operators features insiders from companies like Airbnb, Brex, Calm, Facebook, Google, Lyft, Slack, Uber, WeWork, and Zeus Living sharing their stories and tips on how to break into fields like marketing and product management. They also share best practices for entrepreneurs on how to hire and manage experts from domains outside their own.

This week’s edition features two finance experts with experience from Calm, AdRoll, Morgan Stanley, Change.org, Zeus Living, and Duda. Listen in as they unpack how to build a career in finance at a tech startup and how founders should be thinking about hiring and managing this function.

Stephanie Hsiung is the CFO of Duda, a new and exciting enterprise website builder. Prior to taking the CFO role at Duda, Stephanie served as the VP of Finance at Calm, the leading meditation and mental wellness app and recent unicorn. She was also previously the VP of Finance at Change.org, and was at AdRoll before that.

Mark Kang is the Head of Finance at Zeus Living, which is one of the fastest-growing providers of furnished housing for business travelers. He brings experience from venture capital, banking at Morgan Stanley, where he managed IPOs, and also spent time at Barclays.

Mark Kang, Neil Devanie, Stephanie Hsiung. Image via The Operators

Neil Devani and Tim Hsia created The Operators after seeing and hearing too many heady, philosophical podcasts about the future of tech, and not enough attention on the practical day-to-day work that makes it all happen.

Tim is the CEO & Founder of Media Mobilize, a media company and ad network, and a Venture Partner at Digital Garage. Tim is an early-stage investor in Workflow (acquired by Apple), Lime, FabFitFun, Oh My Green, Morning Brew, Girls Night In, The Hustle, Bright Cellars, and others.

Neil is an early-stage investor based in San Francisco with a focus on companies building stuff people need, solutions to very hard problems. Companies he’s invested in include Andela, Clearbit, Kudi, Recursion Pharmaceuticals, Solugen, and Vicarious Surgical.

If you’re interested in starting or accelerating your marketing career, or how to hire and manage this function, you can’t miss this episode!

The show:

The Operators features insiders from companies like Airbnb, Brex, Calm, Facebook, Google, Lyft, Slack, Uber, WeWork, and Zeus Living sharing their stories and tips on how to break into fields like marketing and product management. They also share best practices for entrepreneurs on how to hire and manage experts from domains outside their own.

In this episode:

In Episode 6, we’re talking about finance. Neil interviews Stephanie Hsiung, the CFO of Duda, a new and exciting enterprise website builder, and Mark Kang, the Head of Finance at Zeus Living, one of the fastest-growing providers of furnished housing for business travelers.

Neil Devani: Hello and welcome to the Operators, where we talk to entrepreneurs and executives from leading technology companies like Google, Facebook, Airbnb, and Calm about how to break into a new field, how to build a successful career, and how to hire and manage talent beyond your own expertise.

We skip over the lofty prognostications from venture capitalists and storytime with founders to dig into the nuts and bolts of how it all works. Hear from the people doing the real day to day work, the people who make it all happen, the people who know what it really takes… The Operators.

Today we’re talking to two finance experts with experience in investment banking and billion-dollar tech startups. I’m your host, Neil Devani and we’re coming to you from Digital Garage here in downtown San Francisco.

Joining me today is Stephanie Hsiung, CFO of Duda, an enterprise website builder, and formerly the VP of finance at Calm, the leading meditation and mental wellness app. She was also the VP of Finance at Change.org and AdRoll before that.

Also joining us is Mark Kang, Head of Finance at Zeus Living, a rising provider of furnished housing for business travels. They have 1400 homes under management in four major metro areas. Mark has experience as a venture capitalist as well and was previously a banker at Morgan Stanley and Barclays. Stephanie and Mark, thank you for joining us.

Stephanie Hsiung: Thank you for having us.

Mark Kang: Yes, thanks for having us.


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Instacart CFO Ravi Gupta to exit for Sequoia Capital – gpgmail


Instacart‘s chief financial officer and chief operating officer, Ravi Gupta, will exit the on-demand grocery delivery company at the end of the year to “return to his investing roots,” the company told gpgmail this morning. The executive will join Sequoia Capital as a partner on the growth team beginning in January.

The company’s vice president of finance and strategy, Sagar Sanghvi, has been promoted to CFO, a critical role as the company gears up for an initial public offering as soon as next year. Instacart is actively searching for a COO replacement.

Valued at nearly $8 billion, Instacart has raised a total of $1.9 billion in venture capital funding since it was founded in 2012. Co-founder and CEO Apoorva Mehta has remained mum on any details surrounding the company’s IPO plans, telling gpgmail last fall that a float “will be on the horizon.”

Instacart’s vice president of finance and strategy, Sagar Sanghvi, has been promoted to CFO.

After a decade at the investment firm KKR, Gupta joined Instacart in 2015 to manage both the company’s finances and operations as its first CFO and COO. He’s worked closely with Sequoia for some time; the firm first invested in Instacart prior to Gupta’s hiring, leading an $8.5 million Series A financing in 2013. Sequoia’s outspoken partner Michael Moritz sits on the company’s board of directors.

Roelof Botha, another Sequoia partner, says the venture capital firm helped San Francisco-based Instacart recruit Gupta to the C-suite years ago: “With Ravi now returning to his passion of investing, he can help other visionaries – like Apoorva – turn their dreams into reality,” Botha said in an emailed statement. “Ravi’s operational and investing experience, along with his strong work ethic and humility, will make him an invaluable partner to founders and our team.”

When Gupta joined Instacart to oversee finance, corporate development and strategic business initiatives in what was a newly created role, the business, a newly minted “unicorn,” had only 300 employees. Today, Instacart has roughly 1,000 full-time employees and another 100,000 “shoppers,” or contract workers who fulfill the online grocery orders.

“In 2015, I met Apoorva and he shared his vision for Instacart with me,” Gupta said in an emailed statement. “I was truly inspired and knew this was a team I wanted to join and a company I wanted to help build.”

Following his departure, Gupta will continue to advise Instacart on a variety of matters, the company said.

Instacart is announcing another two high-level hires this morning. Jakii Chu has joined the company as its chief marketing officer after nearly five years at sports merchandising business Fanatics, where she was senior vice president of e-commerce.

Chris Rogers, the former managing director of Apple Canada, has been hired as its vice president of retail. Rogers will be based in Instacart’s Toronto office, which Instacart opened earlier this year, reporting to chief business officer Nilam Ganenthiran.

Instacart delivers groceries to 5,500 cities across the U.S. and Canada, making deliveries from some 20,000 stores. Earlier this year, Instacart began its expansion into alcohol delivery. The service is now available in 20 states.

A graduate of Y Combinator, Instacart is also backed by D1 Capital Partners, Coatue Management, Thrive Capital, Canaan Partners, Andreessen Horowitz and several others.


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AT&T’s CEO of Communications, John Donovan, to retire in October – gpgmail


John Donovan, CEO of AT&T Communications, announced today his plans to retire effective October 1, 2019. Donovan has for the past two years led AT&T’s largest business unit, which services 100 million mobile, broadband and pay-TV customers in the U.S., as well as millions of business customers, including nearly all the Fortune 1000.

The news comes amid several big changes in that business unit itself, and more in the broader telecom industry.

For starters, AT&T had just rebranded its over-the-top streaming service DIRECTV NOW to AT&T TV NOW, and  just last week rolled out a brand-new TV service, AT&T TV, in 10 test markets.

While DIRECTV NOW (aka AT&T TV NOW) is meant to compete with other over-the-top streaming services like Dish’s Sling TV, Hulu with Live TV, YouTube TV and others, the new AT&T TV is a more conventional — though still “over-the-top” — option that can work with any broadband connection.

However, it locks in customers to two-year contracts, requires a set-top box and has packages that range from $60-$80 per month, much like a traditional TV subscription.

Elsewhere at AT&T, its WarnerMedia division is working a streaming service of its own, HBO Max, which is meant to battle more directly with premium offerings, like Disney+ or Apple TV+, for example. AT&T also operates a low-cost streaming service, Watch TV.

And the company continues to offer pay-TV offerings like DIRECTV (satellite service) and U-verse (cable).

It seems AT&T is due to consolidate these efforts at some point, and Donovan’s departure could signal some changes on that front, perhaps. Plus, as The WSJ reported, Donovan and WarnerMedia head John Stankey had a strained relationship at times. That could because HBO Max will end up competing with other AT&T offerings and services, the report suggested.

In addition to its various streaming ambitions, AT&T is also starting to roll out 5G, a move Donovan spearheaded. The company is also preparing for competition from new players, including what arises from a T-Mobile/Sprint merger, and from Dish’s plans to enter the wireless market.

Donovan had been CEO of AT&T Communications for two years, after having joined the company as CTO in 2008. Prior to his CEO role starting in July 2017, he had been promoted to AT&T’s chief strategy officer and group president — AT&T Technology and Operations.

He previously worked at Verisign, Deloitte Consulting and InCode Telecom Group.

Donovan, 58, was nearing the company’s retirement age of 60, but his departure was still unexpected, The WSJ also said.

“It’s been my honor to lead AT&T Communications during a period of unprecedented innovation and investment in new technology that is revolutionizing how people connect with their worlds,” said John Donovan, in a statement. “All that we’ve accomplished is a credit to the talented women and men of AT&T, and their passion for serving our customers. I’m looking forward to the future – spending more time with my family and watching with pride as the AT&T team continues to set the pace for the industry.”

“JD is a terrific leader and a tech visionary who helped drive AT&T’s leadership in connecting customers, from our 5G, fiber and FirstNet buildouts, to new products and platforms, to setting the global standard for software-defined networks,” added Randall Stephenson, AT&T’s chairman and CEO. “He led the way in encouraging his team to continuously innovate and develop their skill sets for the future. We greatly appreciate his many contributions to our company’s success and his untiring dedication to serving customers and making our communities better. JD is a good friend, and I wish him and his family all the best in the years ahead.”

Disclosure: gpgmail is owned by Verizon by way of Verizon Media Services. This does not influence our reporting. 


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Udacity names former LendingTree executive to CEO post – gpgmail


Online education startup Udacity has hired former LendingTree executive Gabriel Dalporto as its new CEO, an appointment that follows months of layoffs and a restructuring directed by the company’s co-founder and executive chairman Sebastian Thrun.

Dalporto comes to Udacity after seven years at LendingTree, where he served in numerous positions, including chief marketing officer and chief financial officer. Dalporto stepped down as CFO in 2017 to join the company’s board and become executive advisor to the CEO. Dalporto left the executive advisor job in 2018, but remains on the board.

Thrun, who stepped in as CEO after Vishal Makhijani left the top post in October 2018, will stay on as executive chairman.

“He’s extremely strategic and pragmatic,” Thrun said in a recent interview, describing Dalporto.

Dalporto is known for his turnaround skills. But the new CEO says his focus at Udacity won’t be slashing costs and other activities often associated with that skill set.

“I was hired as a growth executive; I was not hired to be a turnaround executive,” Dalporto told gpgmail.

Dalporto isn’t ready to provide details of his plans as CEO. Monday is his first day at the startup. But he will likely focus on growth areas such as the startup’s enterprise and government programs, as well as retaining and recapturing students into the Udacity ecosystem. Udacity’s enterprise clients include AT&T, Airbus, Audi, BMW, Capital One, Cisco and the Royal Bank of Scotland. It also has government relationships with Australia, the MENA region and New Zealand.

Dalporto is coming into a startup that is leaner and more productive, in terms of launching new nanodegrees, than it was a year ago.  It’s also cash-flow positive, according to Thrun, who has spent 2019 revamping the company.

When Thrun took over the CEO post, he found a company that had grown too quickly and was burdened by its own bureaucracy. Udacity, which specializes in “nanodegrees” on a range of technical subjects that include AI, deep learning, digital marketing, VR and computer vision, was struggling because of runaway costs and other inefficiencies. Its nanodegree programs, which had grown in 2017, became sluggish in 2018. 

Staff reductions soon followed as Thrun sought to get a handle on costs. About 130 people were laid off and other open positions were left vacant. Thrun then cut further in April. About 20% of the staff was laid off and operations were restructured in an effort to bring costs in line with revenue without curbing growth. The company streamlined its marketing efforts and downsized and consolidated office space. As of April, the startup employs 300 full-time equivalent employees and about 60 contractors.

Other changes included the launch of a global technical mentoring program, switching its direct-to-student business from fixed to monthly subscription pricing to incentivize individuals to move through courses faster. Lalit Singh, who joined Udacity in February as chief operating officer, has been critical to the turnaround, according to Thrun.

Its productivity has also improved. In first six months of 2019, Udacity launched 12 new nanodegree programs compared to just 8 in all of 2018.

“In the three months since we’ve initiated these changes, the consumer business has grown by more than 60%,” Thrun wrote in a blog post Monday announcing the changes.

Udacity’s enterprise and government programs have also grown, with bookings increasing by more than 100% year over year.


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Verified Expert Growth Marketing Agency: Torch – gpgmail


CEO Jeremy OBriant never intended to create Torch, an agile growth marketing agency based in San Francisco. He started his career as a CPA, but after leading a growth team at Sidecar and running growth projects on his own, forming Torch was the most obvious thing to do. He now leads a team that implements “agile growth,” an iterative approach that involves setting clear goals and running smaller experiments over the course of monthly sprints. Learn more about their approach to growth, their ideal client, and more.

“Torch offers custom solutions to whatever you need. They are fast and deliver on what they promise. They are also scrappy and willing to try stuff to solve unique needs.” Head of Product in SF

Torch’s approach to growth

We aim to be the thought leaders of Agile Growth. We didn’t invent the term, but we are certainly becoming the leading voice of the process in the growth marketing world. Agile simply means being able to move quickly and with ease. We start with clearly defined business goals and prioritize growth tactics based on the impact, cost, and efficiency. Then collaborate with growth teams to execute a handful of items in recurring growth sprints, typically on a monthly cadence.”

On their ideal client

“Our ideal partner has product-market fit, is redefining their category, and is ready to scale in a sustainable way. We are very strategic in the types of businesses we work with and steer clear of doing narrow prescriptive tactics. We love to collaborate with partners that are open to taking a fresh strategic look at their entire growth stack and embrace the agile approach to discover the right strategy for their unique situation.”

designer fast facts 37

Below, you’ll find the rest of the founder reviews, the full interview, and more details like pricing and fee structures. This profile is part of our ongoing series covering startup growth marketing agencies with whom founders love to work, based on this survey and our own research. The survey is open indefinitely, so please fill it out if you haven’t already. 

Interview with Torch CEO Jeremy OBriant

Jeremy OBriant

Yvonne Leow: Tell me about your background and how you became a growth marketer. 

Jeremy OBriant: People are often surprised when I tell them I started my career as a CPA. I ended up working in the trenches on several M&A deals and heard lots of founding stories from entrepreneurs.


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