Talent investor, Entrepreneur First announces high profile appointments- Tempemail – Blog – 10 minute

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Entrepreneur First (EF), a global talent investor, has appointed Venkat Raju as Venture Partner in India and Benedict Evans as a global Venture Partner. These appointments further strengthen the global team – giving its cohorts, portfolio, and investors access to world-class expertise in tech and company building.
Venkat is an active Angel Investor and Advisor with a portfolio of over 45 start-ups that he advises. These startups span multiple deep tech fields including AI, Blockchain, AR/VR, IoT, SaaS, Cyber & Data Security, EV & Mobility, Big Data & Analytics and verticals such as FinTech, HealthTech, Retail, etc. He has more than three decades of experience in strong business, technology and general management. Most recently he served as the CEO of Kyron Global, India’s largest Corporate Accelerator that supported startup-led Digital Transformation & Innovation programs for multinational corporations. Venkat has worked in large corporates such as Merrill Lynch, Morgan Stanley and Deutsche Bank in Wall St and British Telecom in London.
Venkat will work closely with the Entrepreneur First startups in India across areas such as technology, business model and go to market strategies. His expertise will help the Entrepreneur First start-up ecosystem build on its foundation in India.
Benedict has over 15 years’ experience in the tech and media industries. He comes on board as an advisor to EF’s global portfolio and will be supporting the current and upcoming cohorts at the Investment Committee. Additionally, he will be working with the Executive Committee on strategy and portfolio composition direction. A world-class tech analyst, Evans will be providing game changing analysis, insight and recommendations for new technologies and markets that offer opportunities for the EF model and future cohorts.
Evans has spent 20 years analysing mobile, digital media and technology, and has worked in investment banking, industry, consulting and venture capital. For the last six years, he was based in San Francisco where he was a partner at Andreessen Horowitz, one of the world’s leading venture funds. Upon leaving Andreessen Horowitz, he returned to London as an independent analyst.
Esha Tiwary – General Manager, India at Entrepreneur First said, “We are delighted to have Venkat and Benedict join EF as Venture Partners. Venkat has been a part of the startup ecosystem in India and abroad and is recognized as an expert in the industry. His close mentorship of the EF India companies will be invaluable in helping them rapidly build their businesses. Benedict is a well-respected influencer in the global tech ecosystem, and in his role as a global advisor at EF, he has already been a part of the investment committee meetings of our recent cohort of Indian companies. EF thus continues to help smart, ambitious founders from India have access to such global expertise.”
“The new constraints brought about by the global pandemic are unsettling, but the world needs entrepreneurship now more than ever. By joining hands with such credible global experts, we continue to enable the world’s most ambitious people to start globally impactful companies, right here in India,” Esha added.
Matt Clifford, CEO and co-founder, Entrepreneur First comments: “The expertise we have brought on the team in the last 12 months marks another key milestone for us as a company, and will enable us to continue attracting the world’s top talent both onto our cohorts and in the wider team. Benedict and Venkat bring with them world-class experience that our entire community will benefit from, and they join a list of industry experts that we have welcomed to the team recently, all of whom will play a pivotal role as we continue our journey.”
Matt further added, “Under the current circumstances, it matters more than ever what the most ambitious individuals do with their lives. The steps we’ve taken recently, such as bringing exceptional new talent on board and evolving our programme to operate remotely, have been done to ensure the next generation of talent can access to the opportunities and support they need to found companies that could have lasting impact and change lives. As we collectively look towards recovery, this will be paramount.”
Venkat Raju, Venture Partner, India at Entrepreneur First said, “I enjoy spending time with founders and help them grow into successful entrepreneurs. EF is a great platform to nourish founders focused on deep tech innovation. I am delighted to join the EF family to mentor such talent and equally learn from them.”

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AIA, David Beckham & local talent get Singaporeans embracing new norms- Tempemail – Blog – 10 minute

AIA has launched a social media campaign aimed at getting Singaporeans to stay healthy while embracing the restrictions on movement during the coronavirus circuit breaker enforcements.
The campaign sees David Beckham start a chain of messages on social media about finding new ways to keep active indoors. Beckham is seen playing with ping pong balls and coffee mugs in his home, thanking people for suggestions on how to keep active.
The post then tags influencer Andie Chen and footballer Hassan Sunny to use the hashtag #EmbracingNew Norms. People can keep suggesting creative ways to stay active using the hashtag as part of the contest until 10 May.
These tags then spark a few more posts, with Chen’s post then tagging Amanda Chang (TV host), who will in turn tag Andrew Marko (actor/musician), who will in turn tag Nathan Hartono (musician). Sunny’s post will lead to a chain of sports stars, by tagging SPL footballers Darren Teh, Madhu Mohana, Zachary Anderson, Harhys Stewart, and Marc Ryan Tan on Facebook and Instagram.
Ho Lee Yen, chief customer and marketing officer, AIA Singapore, said, “We are committed to standing by our customers, enabling healthier, longer, better lives, no matter the circumstances. Embracing the new normal during the circuit breaker period also means taking the time to focus on individual health and wellness whether it is by connecting with loved ones or finding new ways to keep active indoors. Our #EmbracingNewNorms social campaign is just one of the many ways AIA Singapore is supporting Singaporeans in maintaining their health and well-being.”

She adds: “Leveraging Singaporeans’ passion for football gives us an avenue to reach a wider community, allowing us to encourage healthy living practices amongst our community. We partnered with the Football Association of Singapore (FAS) and players from the Singapore Premier League (SPL), as we believe the beautiful game encompasses the positive values of teamwork, discipline, and sportsmanship, inspiring people to keep active. We are heartened to have the support of the SPL clubs, who have put up two jerseys each as prizes and look forward to building on the partnership.”
The campaign, created by DSTNCT and Ogilvy PR & Influence, Social, taps into AIA’s brand promise and previous campaign messaging around helping people live ‘healthier, longer, better’ lives.

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The tech v creativity debate: agencies need to create ‘ideal conditions’ for talent- Tempemail – Blog – 10 minute

Is the technology marketers now have at their fingertips making them more creative, or is data making advertising dull: that was one of the many big questions posed to marketers at Tempemail’s ongoing Digital Transformation Festival this week.
“I’ve always seen technology as an enabler rather than the answer,” mused David Alberts, ex-Grey veteran and chairman and co-founder at Been There Done That, explained during a no-holds-barred panel discussion on the subject.
“Technology removes friction, allowing information to get to creative thinkers as quickly and as simple as possible.”
Charlotte Willcocks, creative strategist at Impero — which works with brands like Beefeater Gin and Primark — said she always thinks of technology as something that opens up the creative process.
“You are at the mercy of instant feedback,” she said. “It’s made [agencies] work harder to make better creative decisions in everyday life, snapping people out of their advertising bubble.”
While the debate between data versus creativity has long moved away from being binary in nature, the experts agreed that the recent coronavirus outbreak is forcing adland to embrace tech a little more.
Spurred on by the belief that agency models no longer met client creative needs, Alberts set up Been There Done That in 2014. A community of 180 chief strategic and chief creative officers, it was designed to help marketers deliver solutions through the collective expertise, experience and intuition provided by the community.
“In regard to ‘technology as kit’ we’ve been working for the last five years, we’ve been working with these experts -remotely anyway – that’s our business model,” said Alberts. “Our whole [proposition] is about creating the ideal conditions for great thinkers to work and technology has enabled them to work wherever they want to whenever they want to.”
In light of recent weeks, he said “people have actually realised the potential of technology and remote working, rather than seeing either as a ‘nice to have.’
“For the way we work, the need to travel, the need to have time to think on your own, rather than groupthink, where everyone comes round together. So I think this is one of the positive step changes that’s going to happen as a result of what we see in the world today,” he said.
For those born out of the digital era, these kinds of conversations are superfluous. “I find the sheer panic quite amusing,” admitted Willcocks. “For those of us who grew up on MSN, this is just how we’ve lived our lives. We’ve always been in front of a screen. Digital natives make up quite a lot of the workforce.”
While ten years ago, most traditional ad agencies would have cited creativity as their “superpower,” the panel agreed that many agencies and creative strategists were now billing themselves based on their tech skills.
“We are started to move towards that kind of side of things,” Willcocks said of Impero.
“To me, data can be really exciting. We are trying to move towards a space where we have our own IP around research and the kind of thinking about what does the data mean? It’s not just a number, but where does that sit in culture. And a lot of our work is surrounded by kind of relevancy within culture.”

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Gartner Says Strongest Demand for AI Talent Comes from Non-IT Departments- Tempemail – Blog – 10 minute

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For the past four years, the strongest demand for talent with artificial intelligence (AI) skills has not come from the IT department, but rather, from other business units in the organization, according to Gartner, Inc.
Gartner Talent Neuron data shows that although the IT department’s need for AI talent has tripled between 2015 and 2019, the number of AI jobs posted by IT is still less than half of that stemming from other business units
“High demand and tight labor markets have made candidates with AI skills highly competitive, but hiring techniques and strategies have not kept up,” said Peter Krensky, research director at Gartner. “In the recent Gartner AI and Machine Learning Development Strategies Study, respondents ranked “skills of staff” as the No. 1 challenge or barrier to the adoption of AI and machine learning (ML).”
Departments recruiting AI talent in high volumes include marketing, sales, customer service, finance, and research and development. These business units are using AI talent for customer churn modeling, customer profitability analysis, customer segmentation, cross-sell and upsell recommendations, demand planning, and risk management.
A significant portion of AI use cases are reported from asset-centric industries supporting projects such as predictive maintenance, workflow and production optimization, quality control and supply chain optimization. AI talent is often hired directly into these departments with clear use cases in mind so that data scientists and others can learn the intricacies of the specific business area and remain close to the deployment and consumption of their work.
“Given the complexity, novelty, multidisciplinary nature and potentially profound impact of AI, CIOs are well-placed to help HR in the hiring of AI talent in all business units,” said Mr. Krensky. “Together, CIOs and HR leaders should rethink what skills are truly necessary for an AI-focused employee to have on Day 1 and explore candidate criteria adjacent to hiring specifications. CIOs should also think creatively about IT’s role in governing and supporting diverse AI initiatives and the evolving teams driving this activity.”

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NAB’s McEwan raids Westpac ranks for digital talent – Finance – Strategy – Cloud – Hardware – Software- Tempemail – Blog – 10 minute

Tempemail Australia Bank chief executive Ross McEwan has wasted little time raiding his rivals for talent to bolster the institution’s senior tech ranks, luring the digital lead of Westpac’s business bank, Quentin Boyes as a raft of IT leadership positions open up across the financial sector.
While an official announcement of Boyes’ hiring is yet to be made, it is understood McEwan has been scouting for new talent to re-energise the NAB’s technology transformation and boost its online reliability as rivals muscle in its substantial business banking patch.
NAB on Friday was beset by another outage, this time hitting its business banking facility NAB Connect, stranding some businesses attempting to push through end of month transactions.
The incidence of outages has become a matter of keen interest for the Reserve Bank of Australia which has said it will soon publicly list  not just the level and severity of outages, but attribute them to institutions.
The central bank and payments system watchdog has become increasingly concerned about the general state of resilience of banking IT systems that underpin payments because of the increasing dominance of digital and electronic channels.
Westpac and NAB have for years been fierce rivals in business banking services which stretch across payments processing and transactional accounts for merchants and government agencies.
However over the last two years the Commonwealth Bank has adopted a decidedly more assertive posture in business services by seeking to use its real-time core to snap-up business keen on faster settlements and cash flow.
Like McEwan – who was the head of CBA’s retail bank before departing to helm the Royal Bank of Scotland after Ian Narev was appointed CBA’s CEO – Boyes is also a CBA veteran putting in 12 years there until he headed to Westpac in 2016.
Boyes’ current role is as general manager for service and digital transformation at Westpac’s business bank.
McEwan’s poaching of Boyes has fuelled speculation that NAB will soon recalibrate its overall tech strategy to more closely reflect the priorities of the recently appointed CEO.
In September last year NAB lost its outspoken chief cloud evangelist and executive general manager for business enabling technology, Yuri Misnik.
Since then the institution has declared it intends to be “100 percent in the cloud”.
Boyes’ move comes amidst a raft of other senior technologist job changes that will have executive head hunters licking their lips.
Last week the CBA lost its chief digital officer, and veteran journeyman Pete Steel. Also on the move is highly regarded former RBA CIO Sarv Girn who last week left life insurer MLC Life.
Meanwhile Westpac currently has a role open for a “Head of Group Technology Enablement” it says is needed to help standardise the bank’s approach to IT product and services including setting up a “a one-stop-shop for Group Technology end users”.

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As TikTok looms, YouTube plans to remain the ‘clear founding ground’ of British talent- Tempemail – Blog – 10 minute

YouTube’s UK boss says its role as the launchpad for the careers of successful British musicians, actors, comedians and producers is finally being recognised. Now, in the face of rising competition from the likes of TikTok, its 2020 mission is to attract and develop more creators.
“We sometimes talk down our potential,” says Ben McOwen Wilson, who is returning to focus on YouTube’s UK business as managing director after a nine-year stint overseeing it in Europe. 2019, he says, was pivotal in proving the business’ value to marketers, agencies and the British creators.
Advertisers, for example, were able to finally see how it stacked up against other mediums. The Ofcom Media Nations report gave a single view of YouTube’s performance relative to TV and on-demand video. It ranked YouTube as the second-largest commercial channel, third overall behind the BBC and ITV.
“That was pretty mind-blowing to us. Because we knew were quite big but I don’t think we had a real sense that we were that big. And then the second thing Ofcom did was cut it by demographic,” he adds.
“In the 18 to 34-year-old audience, YouTube captured an hour and four minutes per day viewership. Even if you added up BBC One, Two, Three and Four, they still didn’t reach our level. That was a real eye-opener for us.”
Other media groups, by extension, started investing more in YouTube. ITV began creating special edits of flagship programmes like Good Morning Britain, This Morning and Love Island in an effort to get in front of these younger-skewing audiences.
“My big area of focus for 2020 is, having seen some of the success that we had in 2019, is making sure that consumers, brands and our creators really understand what the opportunity for YouTube is right now,” McOwen Wilson continues.
Wooing British talent
To hold its position, McOwen Wilson wants to ramp up the number of British creators on the site.
Artists like Stormzy, Conor Maynard, Dave (the rapper), actors and filmmakers like Asim Chaudry – the star of ‘People Just Do Nothing’ (pictured) – began their careers on YouTube, finding small audiences before being snapped up by the traditional players in the industry.
YouTube said it had directly worked with over 70% of the artists listed for The Brit Awards in 2019, serving as “a real reminder” of what this platform can do for British talent.
“YouTube is this clear founding ground for British talent to cut their teeth,” says McOwen Wilson.
“It was amazing to be recognised by more of the traditional media players – whether that’s the music labels, the broadcasters or studios – for the potential that we’ve got for onboarding talent from every walk of life.”
But this is getting harder. Since McOwen Wilson last managed the company in the UK in 2011, there has been a spike in the number of YouTube-alternatives for these young artists to take their work.
Facebook Watch is not a massive concern, “I’ve not really seen it take off”, he shrugs, but on the topic of TikTok there’s a pause.
The four year-old video-sharing platform, owned by Chinese company Bytedance, has surpassed a billion downloads and has 500 million active users, according to GlobalWebIndex. In 2018, its arrival in the UK came with a big marketing spend and it has since continued to grow its own operations, and users, in EMEA. Last October, in a concerted effort to target musicians, it forged a partnership with Youth Music to launch its first Awards to give exposure to emerging musical talent.
“What we’ve learned, and what has always been true for YouTube, is provided you remain true to the core proposition which is that if somebody who has got an incredible creative idea, we can find you the audience – and for all the other noise that’s around us, that is out point of difference. That’s it,” says McOwen Wilson on the competition.
“Everything else is just noise. As long as we are the best place for somebody with a creative idea that can be expressed in video that is what will sustain us. There are already plenty of competitors around us who have built specialisms in different areas, with different funding models, different lengths of content and specific genres of content. You can learn from all of them and they always help you raise your game, but fundamentally, is YouTube still the best place for somebody who’s got brilliant creative idea? Because if we are, that means the best creatives will come to us. Then consumers will spend their time with us. And then for sure it’s where brands should want to be.”
But for his grand plan of ensuring it’s prime consideration for this emerging talent and keeping its promise of “growing and sustaining them”, it needs to work out a commercial arrangement that benefits everyone. Artists have, in the past, complained that YouTube’s revenue share model is unfair. In 2017, over 1,000 musicians including Coldplay, Kasabian and Sting complained to the European Commission on why YouTube’s approach, and that of other online platforms, denies them income.
“We need brands and advertisers to get behind the viewership that is on it to make sure that that talent can grow,” says McOwens Wilson. “And if the next Stormzy is going to be unsigned for eight years, where their only source of income is that ad revenue, then YouTube has to be a platform that can sustain them.”
You can read part one of Tempemail’s interview with YouTube managing director Ben McOwen Wilson on the challenges the platform is facing with Climate Denial Content and how it’s planning to tackle the issue in 2020 as advertiser concern mounts.

Tempemail , Tempmail Temp email addressess (10 minutes emails)– When you want to create account on some forum or social media, like Facebook, Reddit, Twitter, TikTok you have to enter information about your e-mail box to get an activation link. Unfortunately, after registration, this social media sends you dozens of messages with useless information, which you are not interested in. To avoid that, visit this Temp mail generator: tempemail.co and you will have a Temp mail disposable address and end up on a bunch of spam lists. This email will expire after 10 minute so you can call this Temp mail 10 minute email. Our service is free! Let’s enjoy!

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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What is Andela, the Africa tech talent accelerator? – gpgmail


As someone who covers Africa’s tech scene, I’m frequently asked about Andela. That’s not surprising, given the venture gets more global press (arguably) than any startup in Africa.

I’ve found many Silicon Valley investors have heard of Andela but aren’t exactly sure what it does.

In a bite, Andela is Series D stage startup―backed by $180 million in VC―that trains and connects African software developers to global companies for a fee.

The revenue-focused venture is often misread as a charity. In 2017, Andela CEO Jeremy Johnson described the organization as “a mission-driven for-profit company” ― a model for the concept “that you can actually build businesses that create real impact.”

I asked Johnson recently to clarify the objective behind Andela’s drive. “It’s the exact same mission as when we started, based around our founding principle… that brilliance and talent are distributed equally around the world, but opportunity is not,” he said.

“We’re about breaking down the walls that prevent brilliance and opportunity from connecting to each other.”

A major barrier for Africa’s software engineers, according to Johnson, is simply the fact that the continent has been totally off the network that companies look to for developer talent.


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