‘Frugality is a painful lesson many startups are learning through this crisis…’- Tempemail – Blog – 10 minute

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As per a recent report, the global process automation market size was somewhat around $138 billion in 2016 and is expected to grow at a CAGR of 6.6% to $178 billion in 2020. Now, with the current pandemic, it’s quite debatable whether that’s achievable.
However, startups have been strongly rooting for leveraging AI in their daily operations. Siddhartha S, founder, IN-D tells us why is that of paramount importance.
Have you learnt any critical lessons during the pandemic? Does technology play a major role in easing things out?
One critical lesson reinforced in last few months is the need for organisations to be able to run a location-agnostic seamless operation. KYC and customer onboarding, insurance claims administration, processing invoices, onboarding employees, even audits – an organisation needs to leverage the power of Artificial Intelligence (AI) to be able to run these functions remotely but seamlessly. Therefore, what was earlier a need for which people were exploring solutions has become a necessity now, and in some cases critical to surviving.
How is IN-D leveraging AI to maximum possible extent?
The problem with wider adoption of companies providing AI-based platforms is that they have been treated more like services companies than product companies. So, you bear the expense of training of their models in terms of your time and money. IN-D is an AI platform that helps organizations do all this without the time or cost to train and deploy AI models. Because IN-D comes with a suite of pre-trained, ready to deploy solutions, the user organization thus feel like a product for her specific problem. For instance, IN-D KYC is like any other KYC product, but lower in cost and more intelligent because of which it is adaptable to new IDs or new countries’ requirements. Same is the case with IN-D HR which can help companies’ onboard employees but also help colleges complete the admission process remotely for the coming season by reading and understanding degree certificates and marksheets, company offer letters and relieving letters, etc.
Could you give us an insight into the execution of technology at IN-D?
As a company, we are completely focused on getting data from documents, images and videos, followed by synthesising it into actionable information. All our products have this mechanism at their core. To execute this, we use various machine learning and deep learning techniques. IN-D’s genesis is at the AI Lab of Intain, therefore, we retain the same R&D focus and rigor in areas of computer vision, NLP etc.
How critical do you think is it for organisations to be fully tech-enabled? Would that be the best option?
As mentioned earlier, this is now a necessity. It is critical for organisations adopt AI in their operations and important for companies like ours to make this adoption easier. As far as follies are concerned, there are two things to bear in mind – (1) AI is about decisions and hence probabilistic, so it will never be like a rule-based software. The threshold has to ensure whether it is better, faster, and cheaper than the current operating model. (2) Ethics in AI is a wide area of debate. An easy example here is that if we fed all the data to an AI engine and trained it based on past outcomes of loans, it might be able to map even buildings and neighborhoods, which in turn may correspond to communities. It will create the best model to decide on a loan, but the question will be whether that is the most ethical model?
Where does IN-D see itself 3 years down the line?
IN-D now has ready to deploy solutions for six different industry specific or enterprise processes. In some of these like KYC, we believe that the industry has got a raw deal till now and we will work towards market leadership. In other areas, like Operational Risk, we hold a unique position where our job is to create the market for AI enabled automation.
Our immediate focus is India, SE Asia and Middle East. Over the long term, we will expand to Europe and the US, and also add to our ready to deploy solutions portfolio – like legal contracts and equities research.
Takeaway for the wannabes?
Each venture is different. However, something common that I see between the journeys of Intain, a US and Europe focused capital markets platform using a blockchain at the core, and IN-D, an AI enabled automation platform,  are frugality and focus. For example, to stick the core R&D spirit of IN-D, we refuse too much routine process automation work that does not involve AI and if critical to a process, work with other RPA players and system integrators. This means that we have to be good enough that these large multi-billion-dollar entities partner with us to complement their offering. Frugality is a painful lesson many startups are learning through this crisis, so I think no one will advising on this anymore!

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Our lessons from the Covid 19 crisis: Dr Rishi Bhatnagar, President, Aeris Communications- Tempemail – Blog – 10 minute

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Dr Rishi Bhatnagar, President, Aeris Communications, tells us how his firm’s preparedness for disasters has helped it maintain business as usual
We, at Aeris, stand by our commitment to serve our clients, partners and associates while keeping health and wellbeing of our employees, partners, associates and their families on priority. Taking cognizance of WHO data that social distancing in the fourth and fifth week after first case is crucial to contain the infection, we have mandated work from home and obeying the directive released Government of India to the private sector to lockdown office premises. There is a great responsibility on us as a trusted IoT technology partner to do what it takes to make sure everything works at this time of stress. Hence, before locking down our office, we successfully tested and executed department wise Business Continuity Plan for uninterrupted services from Aeris to our customers.
Key IT initiatives taken 
Digital Access: Aeris Customer Support and Helpdesk teams are available round the clock to extend any support and information to our customers over the email: [email protected] IoT device installation videos and self-help guides have been made available to clients.
Deployment & Device Implementation Services: Our deployment and installation support team is fully equipped for working from home. All processes related to national and international customer onboarding, account related operations and troubleshooting are enabled for smooth functioning along with remote testing and verification activities. Each team member provisioned and trained on at-least two functional processes.
Sufficient Inventory has been stocked and ready in advance to meet any contingency. Our partners are enabled to send the inventories directly to customer locations. Measures have been taken for priority and speedy courier. However, actual delivery may get impacted with due to the courier service availability and government advisory on regional lockdown. All on-field visits and 3rd Party physical installation activities are currently available, subject to government advisory on travel and movement of goods and people for each region of operations. Installation training video and self-help guides have been made available for installations.
Operational Redundancy: We have built a full-fledged contingency plan to deal with any event. Our critical Global Network Operating Centers and Help Desk are operational 24×7. We have enabled our teams to work remotely with cross functional training. Additional back-up resources in each shift have been identified to work in emergency situation to ensure smooth operations.
Key challenges faced
Impact on organizational cultureWhile work from home is the trend these days, we have always valued and encouraged face to face collaboration. Hence, it might be challenging for everyone adjusting to this new routine. We have always worked closely as a team and seeing faces of employees every morning while stepping inside the office has brightened the day.
While, there are much fewer opportunities to connect in person throughout the day, employees are leveraging virtual mediums to connect. For managers, setting and managing expectations on working from home means taking a big leap of faith with respect to team management. This means trusting that they will take care of their daily work routine as well as personal well-being. Challenge for HR is to make sure Leaders are cognizant of the challenges and need to keep their teams engaged and connected during this period.
Much before the lockdown was announced, we had successfully completed dry run on making teams work from home in different departments from President’s office to Finance, to Engineering and GSOC to Deployment and Implementation and had aligned our partners for the worst case scenarios. The business continuity process was also initiated. However, the biggest challenge is faced by our salesforce who cannot meet clients face to face. This adds to the lack of visibility of the overall business realisation for this and coming quarters.
SecurityIn an age of global hacks, cyber terrorism and in fact, physical terror attacks, the question of how to keep our employees, our data, and our information safe, is at the forefront of everyone’s minds. In the office, we have protocols, procedures and policies covering everything from virus protection and password policy through to fire evacuation or what to do when working alone in the office.It’s Work from home and Work For Home both: Improved work-life balance is usually cited as one of the major incentives, and benefits of, working from home. However, it’s not a given. Managing family expectations and being unavailable to cater to their needs while working at home is not easy.
Key lessons learnt
The current time has made us realize that a sturdy business continuity process truly come handy. If you trust employees with the problem statement, they will come up with innovative ideas to make sure that the problem is addressed.
FutureWhile organizations might have to relook at making the BCP strategies sturdier in view of the current situation, I don’t feel this situation is going to culturally alter the DNA of organizations. If anything, this is going to reinforce the importance of face to face collaboration. It will reinstate the belief that face-to-face collaboration – with clear timelines and decision makers – is critical to creativity and success. This will, of course, be balanced with the now tested conviction, that the organization is ready to deploy work from home policies at short notice in case needed.

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Our lessons from the Covid 19 crisis: Rajeev Agrawal, Founder & CEO, Innoviti Payment Solutions- Tempemail – Blog – 10 minute

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Rajeev Agrawal, Founder & CEO, Innoviti Payment Solutions, shares his thoughts on how his firm has ensured business continuity in the midst of the crisis
To ensure business continuity in the time of all employees having to work remotely we had taken a few measures. To begin with, we had conducted a few dry runs of work from home to ensure there are no challenges that might arise later on. We also set up network fallbacks and allowed our employees to have access to all organization tools remotely. This has helped us conduct our business seamlessly.
We have faced a few challenges when it comes to discipline and log in times. There’s also the issue of tracking activities that have been done for the day.
Lessons learntThroughout the last two weeks, we have learned that a daily task based scheduling works very well, sometimes it’s even more productive than coming to the office. Also, offering employees the choice and flexibility of time actually allows a longer overlap.
We are using a host of tools that allows seamless collaboration across locations and teams. Zoom and audio conferencing have been especially helpful to conduct meetings and huddles. We are also using cloud tools such as SFA and Freshdesk to ensure smooth functioning.
Working from home has been quite efficient. We always had a remote working policy but it was implemented only on exception, but now we can be more liberal. We have also noticed that our people are also less tired and more enthusiastic to work due to the travel time being cut down.

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How AWS is helping businesses sustain during Covid crisis- Tempemail – Blog – 10 minute

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Several digital services that allow companies to deal with the Covid-19 crisis operate on the AWS platform, says Andy Jassy, CEO, AWS at the first Virtual Summit 2020
During the fire side chat of the first AWS Virtual Summit, Andy Jassy, CEO, AWS,  shared how the company is driving business continuity with changing dynamics of business operations, in the times of Covid.
The single biggest priority for AWS during the crisis has been trying to make sure that its employees are safe. And there are so many things the company has done in this aspect. Jassy said, “We’ve changed over 150 of our various policies, largely around trickling down on extra-cleansing our facilities and physical distancing. We’re spending an inordinate amount of money in building a testing capability and a lab capability for all of our employees in our facilities. So just a very broad array of things we’re trying to do to help employees.”
Today, most of the digital services, be it retail, entertainment, gaming and enterprises and others are predominantly run on the AWS platform. For example, the vast majority of Zoom’s cloud infrastructure. Similarly, Netflix, Disney Plus, Hulu, Prime Video – entertainment options that are keeping people engaged across the world. “We’re trying to help people, and companies function while they can’t be operating normally at work. A lot of the things that are allowing us to deal with the crisis run on top of AWS. So we’re just trying to help our customers in various areas,” he added.
On the other hand, AWS is helping governments, healthcare companies and other organisations who are screening the virus, to try and start building its cure. The company has built a Covid data lake that has a lot of data sets in it that helps researchers and public health officials and others try and help find solutions. “We’ve spent about US$ 20 million in an AWS EDI research fund to help people start to find solutions here,” Jassy shared.
For the US government, AWS has helped the Small Business Administration build a website to allow people apply for and get loans. In the case of the state of Rhode Island, it has helped in  sending unemployment checks to individuals quickly. For the Tempemail Health Service, or NHS, in the UK, it connected patients with medical practitioners and then got them the supplies and the medicines that they need.
On the enterprise front, Amazon Connect, which is a call-center service has seen significant growth. AWS launched it about three years ago, and it has got big quickly with a broad array of enterprises using it, such as companies like Capital One and Intuit and John Hancock, Citigroup and Johnson & Johnson and Hilton and Best Western.
Jassy mentioned that with so many companies having their customer-service agents work from home, it is good to see companies have spun up Connect to help them deal with all of their calls from customers. Combined with virtual desktop solutions, like Amazon Workspace, and video conferencing like Chime or Zoom, “We will continue to build tools and capabilities in an automated fashion. And they may not have to do it in our corporate offices. So I think customer service is going to change pretty meaningfully,” he highlighted.

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Advertising and social media face fresh trust issues amid global crisis- Tempemail – Blog – 10 minute

Two global reports have surfaced in the past week indicating a desperate need for the advertising and media industries to work together to rebuild public trust. But amid an enormous public health crisis, can consumers’ concerns be remedied?
Earlier this week, Kantar’s Dimension study revealed a brewing mistrust among consumers towards both advertisers and social media platforms.
The report surveyed 8,000 people in eight markets, including the US, UK and China, which have a combined total ad spend of $400bn. It found advertising to be the least likely source people would use to garner information about a business, with just 14% saying they trust advertisers in this respect.
When it came to seeking out news and information, social media – which captures $84bn worth of global ad budgets) – was ranked as the least trusted medium, with just 17% of respondents citing the likes of Facebook and Twitter as a reputable source.
Across the world, newspapers ranked the highest in the media category with 37% of people saying they had conviction in print. TV and radio followed with 31% and 32% of respondents respectively saying they had faith in these mediums to carry accurate information.
Kantar found UK consumers to be among the most cynical globally, with Brits showing a “concerning” lack of trust in social media.
70% of people in the UK said they ‘don’t trust’ a lot of what they see on social platforms, including posts from brands. There’s trouble afoot for premium publishers from a brand perspective too; though the medium emerged as highly trusted, some 39% of UK consumers said they didn’t feel it was acceptable for them to be targeted by news stories paid for by an advertiser.
In the UK market especially, concerns over privacy following the fallout from scandals like Cambridge Analytica have led to widespread mistrust in advertising.
Though advertisers like Unilever and L’Oreal are continually seeking out ways to make first-party data work harder for them post-GDPR, there is scepticism in the market about how tailored content from brands compromises privacy with 58% of Brits citing this as a concern.
Just 43% of people in the UK said they preferred to see ads relevant to their interests and needs, versus 54% of people globally.
The study also revealed low perceived authenticity around advertising on social channels, numbers that could spell trouble for the nascent influencer marketing industry.
35% of UK consumers said they felt strongly that branded content posts on social media should be labelled in some way – a nuanced issue that the Advertising Standards Authority (ASA) has been seeking to remedy by working with publishers and influencers directly for the past 12 months.
A boost for traditional media, but brands fall short
Elsewhere, the spring update to Edelman’s Trust Barometer – which surveyed 1,200 people across Canada, China, France, Germany, India, Japan, Mexico, Saudi Arabia, South Korea, the UK and the US – showed trust in news media to have reached record levels globally amid a search for reliable information related to the pandemic.
In the UK alone, newspapers and magazines are poised to lose £50m if over-zealous digital brand safety measures around the keyword ‘coronavirus’ continue to eat into profits. However, the latest numbers give advertisers yet another reason to reconsider their blocklists.
Traditional media has gained seven points with global audiences over the past five months with trust levels reaching 69%. Owned media saw the biggest gain, with its trust score rising from 44% in January 2020 to 52% in May.
Despite these high levels of trust in news sources, it is clear there is still is an urgent need for credible and unbiased journalism. Concerns about fake news still loom large among global audiences, with 67% of respondents worried about false and inaccurate information being spread about the virus.
While business saw a four-point uptick in trust to 62%, the pandemic has still exposed several areas of deep concern for brands according to Edelman.
Half of people said they believe business is doing poorly, mediocre or completely failing at putting people before profits; only 43% agreed that companies were protecting their employees sufficiently from Covid-19, and 46% did not agree that business was helping smaller suppliers and business customers stay afloat.
The poor performance of the business sector during the ongoing crisis means brand bosses have fared badly too, with most customers agreeing they have failed to demonstrate public leadership.
Despite advertisers investing in ad-hoc campaigns to demonstrate their commitment to customers in these trying times, just 29% of people believe chief executives are doing an outstanding job responding to demands on them placed by the pandemic as compared to scientists (53%) and world leaders (45%).
To increase trust, Edelman’s report has suggested businesses should focus on solutions, not selling, with respondents calling for the private sector to collaborate with competitors and redefine their company’s purpose and goals around fighting the pandemic. The suggestion that brands should switch production of what they currently make to masks, respirators, and other items in short supply due to the crisis was also floated in the report.
Dame Helena Morrissey, financier, author and campaigner, discussed the outcomes of the latest Trust Barometer at a launch event on Thursday (14 May).
She said the brands she has been working with have been focused on operational issues, like staff wellbeing and remote working, but there hasn’t been enough external dialogue around helping people and the economy recover post-Covid.
“Businesses need to show that they’re open to working on solutions with the government and not waiting on the government to tell them what to do,” she added.
Rebuilding trust
Each report paints a worrying picture for advertisers who are both belt-tightening and taking advantage of social media to remain relevant in the time of coronavirus.
Mark Inskip, chief executive at Kantar UK & Ireland’s Media Division, said the advertising and media industries need to work together to rebuild consumer trust.
“Steps can be taken to reinstate that trust by enforcing responsible use of consumer data across the board, but everyone in the industry must come together to agree on a clear and unified approach,” he argues.
“In the current context, Covid-19 has driven larger audiences than ever to traditional broadcast media, so not only is trust in this platform high, its reach has also increased.
“However, it is imperative that advertisers clearly disclose their content and display sensitivity in engaging audiences on any platform at such a difficult time.”
The findings also follow on from a 2019 study commissioned by the UK Advertising Association (AA) and thinktank Credos that public trust in advertising had hit an all-time low.
According to the ‘Trust Working Group’ research, public favourability towards advertising was just 25% in December 2018. In 1992, that figure was 48%.
Respondents said they felt ‘bombarded’ by advertising due to the volume of ads they’re seeing as well as constant repetition. They also said they felt overwhelmed by the ‘obtrusiveness’ of advertising, particularly online where they said brands unfairly delay or disrupt the user experience. Others bemoaned the creative execution of ads, lamenting ‘irritating jingles’ and ‘poor humour’.
Over the past six months, the AA has been working on a five-point plan to address the issue. The blueprint includes developing best practice around data privacy and showing how brands can drive societal change.
Inskip argued that while the findings published in Kantar’s report were “concerning”, they have simply highlight the need to rebuild trust in communications.
“Still the smartest approach for brands remains an omnichannel one,” he suggested.
“The advertising and media industries rely on one another to survive, so during trying times it’s imperative to ensure consumers receive accurate and relevant content, in an appropriate context across all platforms.
“If authenticity, transparency and consistency are properly maintained, consumer trust can be rebuilt.”

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PM lauds researchers, highlights importance of tech in battling COVID-19 crisis- Tempemail – Blog – 10 minute

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As the world continues to battle the Covid-19 pandemic, Prime Minister Narendra Modi asserted the importance of technology in the fight against the Coronavirus as Technology Day was observed.
“Today, technology is helping many in the efforts to make the world free from COVID-19. I salute all those at the forefront of research and innovation on ways to defeat Coronavirus. May we keep harnessing technology in order to create a healthier and better planet,” he said in a tweet.
Technology Day is observed to mark the successful testing of nuclear missiles in 1998 under the leadership of Vajpayee and scientist and former President A.P.J. Abdul Kalam.
It was after the successful completion of these tests that Vajpayee declared India as a nuclear state.
Modi recalling the Pokhran nuclear tests, tweeted: “On Tempemail Technology Day, our nation salutes all those who are leveraging technology to bring a positive difference in the lives of others. We remember the exceptional achievement of our scientists on this day in 1998. It was a landmark moment in India’s history.”
The Prime Minister also shared an old video from his Mann Ki Baat programme where once he had spoken about the Indian scientists and the tests. “Here is what I had said about Pokhran, India”s scientists and Atalji’s remarkable leadership during one of the Mann Ki Baat programmes.”
Modi also asserted that the tests in Pokhran showed the “difference a strong political leadership can make.”

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How Can Drones Come To Service During Crisis?- Tempemail – Blog – 10 minute

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Selected consortiums will be carrying out 100 hours of BVLOS trials on delivery of medicines and other packages in the first quarter of the financial year 2020. Alternative Global India (AGI) is the consulting firm associated with 4 such consortium out of which 1 has been selected so far, to anchor and manage the overall consortium.
But, at a time when laws concerning drones aren’t flexible enough, how are startups managing to stay ahead of the curve? Gairika Mitra tries to find out from Ankit Kumar, founder, Alternative Global. 
How do you think can drones be used for effective usage of inspection and surveying?
Drone is an uprising sector which provides immense opportunity.As of now, activities such as inspection and surveying that are within visual line of sight is permitted. The industry will upsurge with the BVLOS getting permitted, it will open up wide business opportunities from delivery to Advanced Air Mobility to wide-area surveying and inspection. The industry will see new applications emerging and delivery is going to be of key importance.
What’s the unique flavour that Alternative Global provides, especially in an industry that is in its nascent phase?

Drone is still in the nascent phases of growth in India, we as a company have been investing in technologies such as delivery, drone sandboxes etc. We have been a part of multiple consortiums with delivery companies to conduct trials on BVLOS in the coming months.
How does Alternative Global rely on tech? Could you give us an insight?

Our investee company is developing multi-copter and EVTOL drones with Detect & Avoid technology and UTM integration which will allow long-range flights in BVLOS conditions. We are also working on introducing new technologies of communication and soon will be working with telecom companies to run 4G trials with drones. 

Would you say that drone technology has been a boon amid such critical times? Is the reliance justified?

Drone for commercial usage with time is proving to be the boon and the scale can only be achieved when people rely on technology. Think of a future where touch-less and human-free delivery of food/medicine/packages takes place within 5 minutes of placing an order. There are areas where logistical reach through road/rail is very limited and in cases of emergency, people suffer because of the unavailability of medicines/blood packets etc. Reliance on such technology is very important. 

What can we expect from Alternative Global next?
Our focus remains on conducting multiple BVLOS trials and creating sandboxes with state governments allowing training & testing facilities for startups. As a long term milestone, we are working towards making commercial deliveries starting from medical packages.
How can we have more people making innovations in the drone space?

Drone/UAV industry will take its own time to mature and the wannapreneurs in this segment should focus on the niche and develop expertise in the segment. Don’t rush for investments as the Industry is very new for investors too. Better planning, execution and optimised resource deployment is the key to success.

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Ex-CIO, Daya Prakash launches unique Pay-As-You-Wish model to help IT people hit hard by the Covid 19 crisis- Tempemail – Blog – 10 minute

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As the whole world has rolled up sleeves against the novel coronavirus and Covid19, the effect of pandemic and lockdown is showing its ugly face in India too. Amidst the national lockdown, many firms have chosen layoffs to cut on costs and thus thousands of real talented employees are now jobless.
In these uncertain times, Daya Prakash, Ex-CIO of LG India, has innovated by offering a unique pay-as-you-wish model, through his firm, TalentOnLease.
The firm had been successfully serving about 20-25 small, medium and large customers before Covid-19 hit the global economy. Suddenly, within a few weeks it realized that things weren’t moving in the right direction as the candidates who had offers in hand, and were supposed to join new companies suddenly saw their offers getting revoked. The firm also got communication from some of its clients to put all open positions on hold till further communication.
Says Daya Prakash, Founder of TalentOnLease, “We studied industry wide impact on jobs in India and quickly realized that many people had already lost jobs and many were going to in coming weeks to months. We have seen a vast majority of people coming out to support human kind in different ways i.e. donating money and providing food etc to fight this pandemic. We at TalentOnLease strongly feel that it’s our social responsibility to do its bit in helping the Indian economy to stand back on its feet. So we were thinking of ways to do our bit of contribution beyond donation and other charity work. We realized that we had enough resources with us to support especially those people who have lost their job due to #Covid19. We initially thought to extend our recruitment services absolutely free of cost for our customers. However this would have left us high and dry and we could face the challenge of self survival.”
This led to the creation of the unique pay-as-you-wish model. “We thought of creating a fine balance where the objective is not to earn profits but we make sure that we do it in a self sustainable manner. Thus the rise of the “Pay-As-You-Wish” model. This gives flexibility to customers in deciding if they wish to ask us for a 100% discount. Eventually we want to measure the impact of our contribution by the number of people we could help through this initiative and not by any other means. It would also be an important benchmark for us to be able to retain the current team through this tough time. To achieve our goal, we are introducing this option for our recruitment service where clients could ask up to 100% discount on our services till the end of June’20.”
Daya Prakash has urged companies to share their open IT positions with it and in turn, the company will will help in identifying who to hire from a pool of talented resources.

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‘Death tech’ brand Farewill on finding its place amid a crisis- Tempemail – Blog – 10 minute

Along with being one of the only certainties in life, death is also one of the single biggest financial events most individuals will face, with the average cost of a traditional burial coming in at £4,500.
Now, in the middle of the deadliest pandemic in modern human history, ‘death’ has become one of the most common words on newspaper front pages and TV broadcast as coronavirus mortality rates stack up. More than 250,000 people have now died of (or from issues directly related to) the virus globally.
For the friends and families of loved ones lost to Covid-19 (or indeed other illness) in these strange times, social distancing has ruled out the option of a traditional send-off. Flowers, glossy black hearses and hymns have been ditched for low-cost options, like direct cremations, that forgo any ceremony in disposing of the deceased as quickly as possible. Celebrations of life are being planned post-haste, or held on platforms such as Zoom.
This growing demand for simplified services is leading to a boom for design and experience focused “technology-led death brand” Farewill, which offers easy-to-use online will-writing and cremation services at a fraction of the price they traditionally cost.
However, as its top marketer Jem Elliot explains, the pure digital startup is also convinced that, post-Covid-19, it will continue to see growth as people seek out ways to make their funeral planning easier and more personalised.
“Weddings are a good example – people are organising weddings in different ways while still retaining some rituals and traditions, but increasingly they’re setting their own agenda and rewriting what their big day looks like,” explains Elliot.
“Well, the same is true with making a will. Often you’re sitting in a lawyers office, it’s very formal and you’re probably not connected to the emotional intensity of that act. Whereas if you’re doing it in a space that feels much warmer, where the tone is friendly and where the identity is making you feel comfortable, then the output is really different. We see some really personal, moving messages in a lot of our wills.”
Elliot points to this as evidence that there is a paradigm shift in the way that people want to die and say goodbye to their loved ones. “We want to make death easier and that’s what shapes our product development, our marketing, our collateral and our brand,” she adds.
However, in an industry dominated by traditional players, Covid-19 has seen the nascent player thrown in at the deep end, walking a tight rope between promoting the value of its services in these tragic times and coming off as a literal coffin chaser.

Death, warmed up
There’s no question that technology has infiltrated almost every aspect of our lives, from finance to food delivery. Until now, the death industry has remained largely untouched by the fourth industrial revolution, with most people turning to family-run, high street undertakers, and bigger insurers, solicitors or organisations such as the Co-op for end of life services.
However Farewill, which was founded in 2015 by designer Dan Garrett, is fast becoming one of the UK’s largest will writer and death specialists thanks to a more pocket-friendly, direct-to-consumer (DTC) offering. Powered by an app, the company charges £90 for a will and £980 for a direct cremation – a fraction of the typical cost.
It was while studying at the Royal College of Art in Tokyo and working part-time at a Japanese residential home that Garrett was confronted with the ineffectiveness of death care. When he returned to the UK, he quickly set about finding a way to reinvent outdated processes through tech. To date, Farewill has raised £7.5m in VC funding and is on target to capture 10% of the UK market by the end of 2020.
As the conavirus outbreak continues its spread, the London-based firm has seen will writing services soar and demand for direct funerals increase by 300%.
To appeal to some 30 million people in the UK without a will, Farewill recently enlisted Anna Charity, the illustrator, creative director and visual mastermind behind revolutionary mindfulness app Headspace, to design its brand. The antithesis to the solicitors and law firms the brand is up against, the yellow-hued visual identity was created to be warm, bright and memorable, and also features a host of illustrated characters including brand mascot ’Blob’.
More recently, the business added ex-Babylon marketer Elliot to its 65-strong team as its first head of brand and communications. A month into the job, she’s been faced with the ultimate challenge of helping the business weather the coronavirus storm.
One of her first actions was to offer free will writing services to NHS staff, after the demand for this service from health workers jumped 12-fold in the first few weeks of the crisis. “It just felt like the right thing to do,” she explains.
“We took a delicate approach because we didn’t want to make people panic or make them nervous. But at the same time, we felt like we could do something good by letting NHS staff do this online, for free, in 15 minutes. We’ve had a great response and it’s been adopted by a lot of NHS trusts.”

Branding in a time of tragedy
Though Farewill collaborates with agencies and artists on a project basis, the bulk of its creative work is done in-house – something Elliot has no plans to change. In the past it has invested in TV to build awareness, but for now the majority of its budgets and resource are focused on digital.
Elliot details its current media plan, which is run by a dedicated in-house head of acquisition alongside agency The Specialist Works: “We’re running search ads, insert ads, we’re looking at our CRM and making sure that’s well-framed too.
“We always have to be sensitive about what we’re doing – extra sensitive at the moment,” adds Elliot, detailing how – alongside DTC bedfellows like Bloom & Wild – the brand is part of the ‘Thoughful Marketing Movement’ that lets customers opt-out of communications they may find distressing or triggering.
Though raising brand awareness is Elliot’s key charge, she says that the brand isn’t investing in newspaper or magazine advertising at the moment because it wants to be thoughtful about placement.
“We don’t want to be talking about making wills next to [articles about] death tolls, so we’re forgoing that completely. We’re also reviewing all of our standard communications so they feel appropriately encouraging and show people that we can help. That’s always been our main aim and it’s still the case in light of coronavirus – we’re just motivated by making a terrible experience better.”
Post-pandemic, Elliot believes Farewill will continue to draw interest from consumers looking to say farewell in different ways.
Coronavirus, she argues, is only accelerating a broader behavioural change. The marketer points to the advent of virtual or remote funerals, which are prompting people to join services they previously wouldn’t have because of work or other commitments.
“Technology is making them more accessible,” she explains. “I was speaking to a customer recently whose Rabbi had died and her whole community attended the ceremony. She said it was lovely and probably wouldn’t have happened in a traditional situation because people would have been busy elsewhere.”
Another trend the DTC group has spotted is an increased personalisation and creativity around orders of service, which are becoming “a real physical memorandum” for some.
“This crisis is forcing people to think more deeply about what would be right for them,” says Elliot. “And we can help them make it happen.”

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Brand safety best practices during an evolving news cycle: experts share insights on brand safety measures amid Covid-19 crisis- Tempemail – Blog – 10 minute

Misconceptions about content blocking are making it difficult for brands to engage audiences during this pandemic, according to Tanzil Bukhari, managing director EMEA at DoubleVerify.
He was speaking at a panel session on brand safety best practices during an evolving news cycle for Tempemail’s Digital Transformation Festival. The session looked at how brands should scrutinise and own their brand safety controls. Given an increase in the volume of news and positive/negative sentiment, Bukhari added, “The impact on publishers has been well-documented, and a lot of news publishers are struggling because there is a challenge around monetizing this type of content;.”
Brands and agencies are listening very carefully to understand when it is appropriate to speak and what to say, says Stacy Gratz, global media director at Bacardi. She adds: “We have our insights team set up to listen and identify the signals of when is the right time for us to enter into the market in a meaningful way.”
What does a measured approach to brand safety look like?
According to James Buckle, head of digital services, global business, PHD, uncertainty remains a key theme, but, as the crisis progresses, everyone is learning more. He added: “As we collect more data and analyse that, we improve our understanding and can feed that into our strategies. We are getting more confident about what we can and cannot do.”
This learning is driving closer collaboration between brands and their agency partners, says Gratz, who says it is leaning on its partners more than ever. She adds: “They have helped us understand that we don’t need to block all Covid-19 or coronavirus content.
“We would have taken a really strong approach of just blocking everything, but our partners have come to us and helped us to understand that that isn’t always the right thing to do. It has helped us gain a better perspective of what’s going on.”
Bukhari says this measured and realistic approach helps brands to avoid becoming too overprotective, which is a normal reaction. “The challenge with being overprotective is it minimises scale and minimises a brand’s opportunity to engage consumers.”
He adds that brands can become complacent about brand safety, and this is where problems can creep in. According to Bukhari, there has been a lot of innovation in the tools available to execute strategies. Still, many brands have been slow to adopt these. Prior to the crisis, brands may have been complacent about considering these more precise controls, which may seem like additional work, but the Coronavirus crisis has made brands more sensitive and therefore open to more sophisticated controls as they better enable them to balance protection and reach.
“Over the years, the type of technology and the precision with which you can protect your brand has increased. It’s no longer just about having some very high-level categories that you seek to avoid,” says Bukhari.
What are you willing to risk?
For Buckle, the next challenge lies in helping advertisers to understand that these tools can be used for individual campaigns, rather than taking a blanket approach. “It is moving to understand that there are varying degrees of safety you can apply,” he said.
“You can’t reduce risk overall,” he added. “There will always be issues, as new platforms and new ways of interacting emerge, that we will have to solve in the future.”
Buckle believes a more collaborative approach between brands, agencies and partners will be vital for dealing with new developments and future crises. Media owners can play their part by, for example, putting controls on their websites, particularly around user-generated content.
From a brand perspective, Gatz said working with partners and agencies has helped to elevate the issue of brand safety to become a conversation for all parts of marketing, legal and compliance. “It has forced some conversations that we had not been having as a brand and took for granted.”
The key to getting brand safety right? Build strong consumer engagement
The next stage in the development of brand safety is to challenge the status quo, said Bukhari. “People get used to doing the same thing over and over and think it’s good enough. At DV, our time is spent engaging with brands and crafting the right strategy that is relevant to their brand, and what this crisis has taught us is we should always review what we are doing and understand if that is the right way to do it.”
Brand safety can be so much more than a question of protection and brand hygiene as it can also offer insight into consumer engagement, according to Bukhari.
“There is a lot of data that agencies and brands can use to optimise ahead of the curve. It is about shifting that dynamic and that understanding from protection to how this data can optimise performance.”
Watch the session on demand here.

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