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Oil and gas giants Chevron and Occidental are backing tech to combat carbon emissions

Carbon Engineering, a Canadian company developing technology to remove carbon dioxide from the atmosphere and process it for use in enhanced oil recovery or in the creation of new synthetic fuels, has locked in financing from two big industry backers — Chevron and Occidental Petroleum — to bring its products to market.

The undisclosed amount of capital Carbon Engineering raised from the investment arms of two of the world’s largest oil and gas companies — Oxy Low Carbon Ventures and Chevron Technology Ventures — will be used to commercialize its technology at a time when legislation in California and British Columbia are making low-carbon fuels more economically viable, according to a statement from the company’s chief executive, Steve Oldham. The company had already managed to nab Microsoft co-founder Bill Gates as an investor.

Gates is one of several big-name backers to be drawn to renewable energy technologies in the face of a steadily warming planet that’s rapidly approaching a tipping point of no return when it comes to global climate change. Together with a group of other multi-billionaires, including Marc Benioff, Jeff Bezos, Michael Bloomberg, Richard Branson, Jack Ma, Masayoshi Son and Meg Whitman, Gates launched a $1 billion fund called Breakthrough Energy Ventures last year to back companies that are developing things like new energy storage and water production technologies.

The Squamish, B.C.-based Carbon Engineering isn’t in the Breakthrough portfolio, but is one of several companies working on making economically viable a technology called “direct air capture” of carbon dioxide.

At the company’s pilot plant in Squamish, air gets hoovered up by giant fans into a processing facility where it is treated with potassium hydroxide, which captures and holds the carbon dioxide. Then more chemicals and heat are added to the mix to create millions of small white pellets — which contain higher concentrations of the carbon dioxide.

After that, the pellets are heated again to create a gas that is almost pure carbon dioxide. That gas can be either sequestered underground (a proposition with no economic benefit for Carbon Engineering at the moment) or converted back into fuels or chemicals, or used in enhanced oil recovery.

Carbon Engineering and competitors like ClimeWorks or Global Thermostat claim they can remove carbon dioxide from the atmosphere for roughly $100 per ton, or a bit less once they can get to scale. To make money though, they’ll need to refine that carbon dioxide into some sort of product — likely a fuel, which will return that carbon to the atmosphere.

Other companies tackling carbon capture, like Newlight Technologies and Opus12, convert the carbon into plastics or chemicals, while companies like CarbonCure aim to turn the captured carbon into a cement replacement.

While these products from carbon emissions are available, they’re not yet commercially viable at a significant scale. Oldham told National Public Radio that the fuel Carbon Engineering manufactures is roughly 20 percent more expensive than regular gasoline.

That’s why states like California are putting incentives in place to offset the added costs of using these low-carbon products.

Carbon Engineering has already spent $30 million to develop its process, while Climeworks raised $31 million last year to develop its own version of this carbon capture technology.

Not all climate watchers are convinced that these kinds of negative emission technologies are the answer. They argue that it’s less expensive to use renewable energy and other carbon-free energy sources than to take carbon dioxide out of the air.

At this point, though, emission reductions may not be enough. Given the dire reports coming out of the Trump administration and the Intergovernmental Panel on Climate Change, it’s going to take pretty much a combination of everything that humanity’s got to avoid a pretty catastrophic fate for a pretty large portion of the world’s population.

Even the companies that have been notorious for their contributions to the climate crisis that the world faces are waking up to the need for decarbonization (even if it’s an open question of whether they’re being dragged to the table or sitting down of their own free will).

Oxy Low Carbon Ventures is a good example. Reading the writing on the wall, the firm has invested not just in Carbon Engineering, but another company called NET Power, which purports to have developed a power plant with zero emissions.

“It is a very important time for the air capture field right now,” said Oldham in a statement. “We’re seeing leading jurisdictions, like California and British Columbia, creating markets for low carbon fuels and technologies like DAC, through effective climate policy. These efficient market-based regulations, and action from energy industry leaders like Occidental and Chevron, show the power of policy in driving innovation and achieving emissions reductions while delivering reliable and affordable energy.”

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The cost of energy storage has stalled adoption of renewable power. Energy Vault has a solution.

Because solar and wind power are now cheaper to produce than energy from fossil fuels, the only obstacle that remains to the mass adoption of renewable power is the amount of money utilities need to spend to store the energy those systems produce.

Right now, storing 100 megawatts of renewable energy (enough to power roughly 600,000 homes) means spending roughly $65.6 million on massive batteries like the kind made by Tesla, or relying on huge pumped hydro-electric storage projects that essentially create man-made dams where the release of water spins turbines to generate energy (those projects are typically far larger than 100 megawatts).

A new company called Energy Vault, launched from Bill Gross’ Idealab incubator in Pasadena, Calif., has developed a technology, based on the principles of pumped hydro storage, that it claims can slash the cost of energy storage to a fraction of the current price and make renewable energy cost-effective all day, every day. 

As climate change worries mount, finding a solution that can make renewables even more compelling and cost-effective isn’t just a good business — it’s a global priority.

Energy Vault’s technology consists of a 33-story-high, six-armed crane with booms extending to nearly the length of a football field (about 87 yards). That crane is surrounded by 5,000 huge concrete blocks weighing roughly 35 metric tons altogether (or around 172,000 pounds).

“These would typically be built out near wind farms or solar plants,” said Robert Piconi, the chief executive of Energy Vault. “This is not something that you’d drop in the middle of the city.”

The cranes are controlled by a software system that manages the movement of the cement blocks to either store the energy generated by solar or wind farms, or discharge that energy onto the power grid.

According to Piconi, each of the company’s systems will have 35 megawatt hours of nominal energy capacity and 4 megawatts of peak power capacity. Ramp times occur in as little as a millisecond with 100 percent power achieved in 2.9 seconds.

The systems have roundtrip efficiencies of roughly 90 percent and there’s no energy loss, as the technology relies on mechanical energy from incredibly durable materials that have a roughly 30-year lifetime.

And all of this at a price tag of around $7 million to $8 million per system, according to Piconi. What makes the system even more sustainable, according to Piconi, is the use of recycled concrete that was only going to be landfilled — instead of new cement construction.

Energy Vault has already set up a demonstration system in Biasca, Switzerland, next to the company’s Lugarno headquarters. That demonstration plant likely had a role in the company’s ability to sign up a clutch of initial customers, including The Tata Power Company Limited, India’s largest integrated power company, to deploy an initial 35 MWh Energy Vault system by 2019. 

“Innovation in energy storage represents the largest and most near-term opportunity to accelerate renewable deployments and bring us closer to replacing fossil fuels as the primary source to meet the world’s continual growth in energy demand,” said Bill Gross, co-founder, Energy Vault and founder of Idealab. “We’re excited to support Energy Vault in bringing this groundbreaking technology to the market.”

Indeed, over the next two years, Energy Vault expects customers to build between 500 megawatts and one gigawatt of storage capacity using its systems, according to Piconi.

“We have customers on every continent to build these units,” he said. 

Piconi, a former Danaher executive, met Gross 12 years ago as the Idealab founder was beginning his push into renewable energy technologies. The two men stayed in touch and began seriously contemplating the creation of Energy Vault after nearly a decade of collaboration and contact.

It was back in 2017 that Piconi, Gross and fellow co-founder and chief technical officer Andrea Pedretti hit upon the idea for Energy Vault’s novel approach to energy storage.

“It became clear to him a few years ago how important storage was going to be,” said Piconi. 

The three men started looking at the efficiencies available through pumped hydroelectric storage, and began brainstorming ways to mimic that process using mechanical energy. “We looked at a steel tower first, but that was too expensive. We thought about water in a tower pumped up, but there were efficiency issues there,” Piconi said. “Then we got to the concrete bricks and the crane.”

The concrete was important for the cost of materials, and because of the energy intensity and pollution that’s involved with manufacturing cement, the team decided to use recycled cement to make the blocks that its energy storage system would use.

Enter, Cemex, one of the largest cement manufacturers in the world, which has joined with Energy Vault as a partner.

Energy Vault has already raised capital through several “seed” rounds to develop its technology and get the prototype in Switzerland up and running.

“Energy Vault’s team has developed a disruptive platform, and we are enthusiastic to work with their team to deploy an environmentally efficient and cost-effective energy storage solution that is highly viable,” said Dr. Davide Zampini, head of Cemex Global R&D and IP. “We share a common commitment to enable a future where resources are used responsibly, which is paramount to Cemex’s strategy for sustainable development.”

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The Wing, a co-working space for women, opens its doors in San Francisco

Women-focused co-working space The Wing has made its way to California, opening its first of two planned locations in the state this morning.

On Sansome Street in San Francisco’s Financial District, The Wing hopes to attract professional women able to shell out $215 per month for access to its 8,000-square-foot workspace, which is complete with conference rooms, a cafe, a library stocked with books on feminist theory, a lactation room and more.

In addition to its chic decor and feminist messaging, The Wing is also known for its programming. Headquartered in New York City, where the company operates three of its four existing spaces, The Wing has hosted events with former Secretary of State Hillary Clinton, actress Jennifer Lawrence and New York Senator Kirsten Gillibrand, to name a few. The San Francisco location will be no different.

A spokesperson for The Wing tells me they have a fully booked calendar of politics, tech, entertainment and lifestyle-focused events prepped for members. In the first month, San Francisco Mayor London Breed will stop by, as will Democratic House Minority Leader Nancy Pelosi and Oakland Mayor Libby Schaaf.

As a brand founded by women — Audrey Gelman and Lauren Kassan — and inspired by the women’s club movement of the 19th century, The Wing and its majority female staff very carefully and skillfully practice what they preach. In building their spaces, for example, they hire female architects to design and perfect the location. Their conference rooms are named for notable women. One, in particular, named for Dr. Christine Blasey Ford, stands out.

The dozens of art pieces scattered throughout The Wing are by female artists. The menu at The Wing’s cafe, which has a sign above it that reads “I’ll have what she’s having,” showcases women of the Bay Area’s food and beverage industries. Even the wines served at The Wing are made by female wine makers in California.

If there’s on thing about The Wing that stands out, it’s the startup’s attention to detail.

Founded in 2016, The Wing plans to open its next location, in West Hollywood, in early 2019.

The Wing is backed by venture capital firms NEA, Kleiner Perkins and BBG Ventures, as well as co-working unicorn WeWork. It has raised just over $40 million to date to expand its co-working spaces throughout the U.S. and beyond.

“The Wing answers a desire by women to connect with each other in an environment that aims to promote learning and camaraderie,” Forerunner Ventures’ Kirsten Green told TechCrunch. “It’s both a timely and timeless need. With so much focus on entrepreneurship and start-ups here in the Bay Area, The Wing offers the community that many independent women are looking for and can benefit from.”

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Lime is pissed at San Francisco for denying it an e-scooter permit, claims ‘unlawful bias’

Lime is waging a war against the San Francisco Municipal Transporation Agency (SFMTA), claiming that the organization acted with “unlawful bias” and “sought to punish Lime” when it chose not to award the e-scooter and dockless bike startup a permit to operate in San Francisco last month.

Lime has sent an appeal to the SFMTA, requesting an “unbiased hearing officer” reevaluate its application to participate in the city’s 12-month pilot program for e-scooter providers. The SFMTA, however, says they are “confident” they picked the right companies in Scoot and Skip.

“After a thorough, fair and transparent review process, we are confident we selected the strongest applicants to participate in the one-year scooter pilot,” a spokesperson for SFMTA said in a statement provided to TechCrunch. “Scoot and Skip demonstrated the highest level of commitment to our city’s values of prioritizing public safety, promoting equity and ensuring accountability. Lime’s appeal will go to an independent hearing officer for further consideration.”

San Francisco’s permit process came as a result of Lime and its competitors, Bird and Spin, deploying their scooters without permission in the city this March. As part of a new city law, which went into effect in June, scooter startups are not able to operate in San Francisco without a permit.

Lyft, Skip, Spin, Lime, Scoot, ofo, Razor, CycleHop, USSCooter and Ridecell all applied for said permit in June.

Lime thinks the selection process was unfair and that because it deployed scooters in the city without asking permission — the Uber model of expansion — SFMTA intentionally rejected its application despite its qualifications.

“The SFMTA ignored the fact that Scoot’s price is twice that of other applicants, including Lime, and that Scoot declined to offer any discounted cash payment option to low-income users, as required by law,” Lime wrote in a statement today. “SFMTA inexplicably avoided inclusion of these factors as evaluation criteria and instead deemed Scoot “satisfactory” because they ‘agreed to comply.’”

When Lime learned of its rejection on Aug. 30, CEO Toby Sun said he was disappointed and planned to appeal the decision.

San Franciscans deserve an equitable and transparent process when it comes to transportation and mobility. Instead, the SFMTA has selected inexperienced scooter operators that plan to learn on the job, at the expense of the public good … The SFMTA’s handling of the dockless bike and scooter share programs has lacked transparency from the beginning. We call on the Mayor’s Office and Board of Supervisors to hold the SFMTA accountable for a flawed permitting process. As a San Francisco-based company, this is where we live and work. We want to serve this community.”

Though Lime wasn’t able to successfully sway San Francisco authorities, it was given permission to operate in Santa Monica last month alongside Bird, Lyft and JUMP Bikes.

E-scooters are expected to return to the streets of San Francisco on Oct. 15.

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Spire Health Tags are now on Apple’s shelves

Spire’s Health Tags, the dark and tiny devices you stick on your clothes to gather all sorts of health data from your steps, heartbeat and stress levels is now available at your local Apple Store.

The company started out with a breath tracking device to detect when you are feeling tense and help calm you down. But four years in and its now all about the wearable “tags” you stick on items of clothing like your pants or sports bra.

Yes, yes, there are lots of gadgets out there to gather similar information — the Apple Watch will now even detect if you have a fall or if something is wrong with your heart — but the Spire health tag is nothing like a Fitbit or Apple Watch, according to the company. For one, there’s zero need to charge the device. One tag’s battery will last a year and a half before dying out. They’re also machine washable. You just pick a few outfits and stick a tag on each of them.

Of course a few other startups out there are working on making smart, washable, data-gathering clothes. Enflux makes the clothing and then sews in the motion sensor to tell you if you are lifting correctly. Vitali is a “smart” bra with a built-in sensor to detect stress. Then there’s OmSignal, which makes body-hugging workout clothes that gather “medical-grade biometric data to achieve optimal health.” But these tiny health tags are different in that they allow you to choose the clothes you want to adhere the monitor to.

Like Spire’s first product, the Stone, which earned more than $8 million in sales, according to the company, the tags will also pick up on times of stress and help calm you down through a series of breaths and focus on the app.

“Continuous health data will revolutionize health and wellness globally, but early incarnations have been hampered by poor user experiences and a focus on the hardware over the outcomes that the hardware can create,” Spire’s founder Jonathan Palley said. “By making the device ‘disappear’, we believe Health Tag is the first product to unlock the potential.”

Spire’s Health Tags will be sold in Apple Stores as a three-pack for $130, six-pack for $230 and an eight-pack for $300, with additional pack sizes available on the company’s website.

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Apple is rebuilding Maps from the ground up

I’m not sure if you’re aware, but the launch of Apple Maps went poorly. After a rough first impression, an apology from the CEO, several years of patching holes with data partnerships and some glimmers of light with long-awaited transit directions and improvements in business, parking and place data, Apple Maps is still not where it needs to be to be considered a world-class service.

Maps needs fixing.

Apple, it turns out, is aware of this, so it’s re-building the maps part of Maps.

It’s doing this by using first-party data gathered by iPhones with a privacy-first methodology and its own fleet of cars packed with sensors and cameras. The new product will launch in San Francisco and the Bay Area with the next iOS 12 beta and will cover Northern California by fall.

Every version of iOS will get the updated maps eventually, and they will be more responsive to changes in roadways and construction, more visually rich depending on the specific context they’re viewed in and feature more detailed ground cover, foliage, pools, pedestrian pathways and more.

This is nothing less than a full re-set of Maps and it’s been four years in the making, which is when Apple began to develop its new data-gathering systems. Eventually, Apple will no longer rely on third-party data to provide the basis for its maps, which has been one of its major pitfalls from the beginning.

“Since we introduced this six years ago — we won’t rehash all the issues we’ve had when we introduced it — we’ve done a huge investment in getting the map up to par,” says Apple SVP Eddy Cue, who now owns Maps, in an interview last week. “When we launched, a lot of it was all about directions and getting to a certain place. Finding the place and getting directions to that place. We’ve done a huge investment of making millions of changes, adding millions of locations, updating the map and changing the map more frequently. All of those things over the past six years.”

But, Cue says, Apple has room to improve on the quality of Maps, something that most users would agree on, even with recent advancements.

“We wanted to take this to the next level,” says Cue. “We have been working on trying to create what we hope is going to be the best map app in the world, taking it to the next step. That is building all of our own map data from the ground up.”

In addition to Cue, I spoke to Apple VP Patrice Gautier and more than a dozen Apple Maps team members at its mapping headquarters in California this week about its efforts to re-build Maps, and to do it in a way that aligned with Apple’s very public stance on user privacy.

If, like me, you’re wondering whether Apple thought of building its own maps from scratch before it launched Maps, the answer is yes. At the time, there was a choice to be made about whether or not it wanted to be in the business of maps at all. Given that the future of mobile devices was becoming very clear, it knew that mapping would be at the core of nearly every aspect of its devices, from photos to directions to location services provided to apps. Decision made, Apple plowed ahead, building a product that relied on a patchwork of data from partners like TomTom, OpenStreetMap and other geo data brokers. The result was underwhelming.

Almost immediately after Apple launched Maps, it realized that it was going to need help and it signed on a bunch of additional data providers to fill the gaps in location, base map, point-of-interest and business data.

It wasn’t enough.

“We decided to do this just over four years ago. We said, ‘Where do we want to take Maps? What are the things that we want to do in Maps?’ We realized that, given what we wanted to do and where we wanted to take it, we needed to do this ourselves,” says Cue.

Because Maps are so core to so many functions, success wasn’t tied to just one function. Maps needed to be great at transit, driving and walking — but also as a utility used by apps for location services and other functions.

Cue says that Apple needed to own all of the data that goes into making a map, and to control it from a quality as well as a privacy perspective.

There’s also the matter of corrections, updates and changes entering a long loop of submission to validation to update when you’re dealing with external partners. The Maps team would have to be able to correct roads, pathways and other updating features in days or less, not months. Not to mention the potential competitive advantages it could gain from building and updating traffic data from hundreds of millions of iPhones, rather than relying on partner data.

Cue points to the proliferation of devices running iOS, now over a billion, as a deciding factor to shift its process.

“We felt like because the shift to devices had happened — building a map today in the way that we were traditionally doing it, the way that it was being done — we could improve things significantly, and improve them in different ways,” he says. “One is more accuracy. Two is being able to update the map faster based on the data and the things that we’re seeing, as opposed to driving again or getting the information where the customer’s proactively telling us. What if we could actually see it before all of those things?”

I query him on the rapidity of Maps updates, and whether this new map philosophy means faster changes for users.

“The truth is that Maps needs to be [updated more], and even are today,” says Cue. “We’ll be doing this even more with our new maps, [with] the ability to change the map in real time and often. We do that every day today. This is expanding us to allow us to do it across everything in the map. Today, there’s certain things that take longer to change.

“For example, a road network is something that takes a much longer time to change currently. In the new map infrastructure, we can change that relatively quickly. If a new road opens up, immediately we can see that and make that change very, very quickly around it. It’s much, much more rapid to do changes in the new map environment.”

So a new effort was created to begin generating its own base maps, the very lowest building block of any really good mapping system. After that, Apple would begin layering on living location data, high-resolution satellite imagery and brand new intensely high-resolution image data gathered from its ground cars until it had what it felt was a “best in class” mapping product.

There is only really one big company on earth that owns an entire map stack from the ground up: Google .

Apple knew it needed to be the other one. Enter the vans.

Apple vans spotted

Though the overall project started earlier, the first glimpse most folks had of Apple’s renewed efforts to build the best Maps product was the vans that started appearing on the roads in 2015 with “Apple Maps” signs on the side. Capped with sensors and cameras, these vans popped up in various cities and sparked rampant discussion and speculation.

The new Apple Maps will be the first time the data collected by these vans is actually used to construct and inform its maps. This is their coming out party.

Some people have commented that Apple’s rigs look more robust than the simple GPS + Camera arrangements on other mapping vehicles — going so far as to say they look more along the lines of something that could be used in autonomous vehicle training.

Apple isn’t commenting on autonomous vehicles, but there’s a reason the arrays look more advanced: they are.

Earlier this week I took a ride in one of the vans as it ran a sample route to gather the kind of data that would go into building the new maps. Here’s what’s inside.

In addition to a beefed-up GPS rig on the roof, four LiDAR arrays mounted at the corners and eight cameras shooting overlapping high-resolution images, there’s also the standard physical measuring tool attached to a rear wheel that allows for precise tracking of distance and image capture. In the rear there is a surprising lack of bulky equipment. Instead, it’s a straightforward Mac Pro bolted to the floor, attached to an array of solid state drives for storage. A single USB cable routes up to the dashboard where the actual mapping-capture software runs on an iPad.

While mapping, a driver…drives, while an operator takes care of the route, ensuring that a coverage area that has been assigned is fully driven, as well as monitoring image capture. Each drive captures thousands of images as well as a full point cloud (a 3D map of space defined by dots that represent surfaces) and GPS data. I later got to view the raw data presented in 3D and it absolutely looks like the quality of data you would need to begin training autonomous vehicles.

More on why Apple needs this level of data detail later.

When the images and data are captured, they are then encrypted on the fly and recorded on to the SSDs. Once full, the SSDs are pulled out, replaced and packed into a case, which is delivered to Apple’s data center, where a suite of software eliminates from the images private information like faces, license plates and other info. From the moment of capture to the moment they’re sanitized, they are encrypted with one key in the van and the other key in the data center. Technicians and software that are part of its mapping efforts down the pipeline from there never see unsanitized data.

This is just one element of Apple’s focus on the privacy of the data it is utilizing in New Maps.

Probe data and privacy

Throughout every conversation I have with any member of the team throughout the day, privacy is brought up, emphasized. This is obviously by design, as Apple wants to impress upon me as a journalist that it’s taking this very seriously indeed, but it doesn’t change the fact that it’s evidently built in from the ground up and I could not find a false note in any of the technical claims or the conversations I had.

Indeed, from the data security folks to the people whose job it is to actually make the maps work well, the constant refrain is that Apple does not feel that it is being held back in any way by not hoovering every piece of customer-rich data it can, storing and parsing it.

The consistent message is that the team feels it can deliver a high-quality navigation, location and mapping product without the directly personal data used by other platforms.

“We specifically don’t collect data, even from point A to point B,” notes Cue. “We collect data — when we do it — in an anonymous fashion, in subsections of the whole, so we couldn’t even say that there is a person that went from point A to point B. We’re collecting the segments of it. As you can imagine, that’s always been a key part of doing this. Honestly, we don’t think it buys us anything [to collect more]. We’re not losing any features or capabilities by doing this.”

The segments that he is referring to are sliced out of any given person’s navigation session. Neither the beginning or the end of any trip is ever transmitted to Apple. Rotating identifiers, not personal information, are assigned to any data or requests sent to Apple and it augments the “ground truth” data provided by its own mapping vehicles with this “probe data” sent back from iPhones.

Because only random segments of any person’s drive is ever sent and that data is completely anonymized, there is never a way to tell if any trip was ever a single individual. The local system signs the IDs and only it knows to whom that ID refers. Apple is working very hard here to not know anything about its users. This kind of privacy can’t be added on at the end, it has to be woven in at the ground level.

Because Apple’s business model does not rely on it serving to you, say, an ad for a Chevron on your route, it doesn’t need to even tie advertising identifiers to users.

Any personalization or Siri requests are all handled on-board by the iOS device’s processor. So if you get a drive notification that tells you it’s time to leave for your commute, that’s learned, remembered and delivered locally, not from Apple’s servers.

That’s not new, but it’s important to note given the new thing to take away here: Apple is flipping on the power of having millions of iPhones passively and actively improving their mapping data in real time.

In short: Traffic, real-time road conditions, road systems, new construction and changes in pedestrian walkways are about to get a lot better in Apple Maps.

The secret sauce here is what Apple calls probe data. Essentially little slices of vector data that represent direction and speed transmitted back to Apple completely anonymized with no way to tie it to a specific user or even any given trip. It’s reaching in and sipping a tiny amount of data from millions of users instead, giving it a holistic, real-time picture without compromising user privacy.

If you’re driving, walking or cycling, your iPhone can already tell this. Now if it knows you’re driving, it also can send relevant traffic and routing data in these anonymous slivers to improve the entire service. This only happens if your Maps app has been active, say you check the map, look for directions, etc. If you’re actively using your GPS for walking or driving, then the updates are more precise and can help with walking improvements like charting new pedestrian paths through parks — building out the map’s overall quality.

All of this, of course, is governed by whether you opted into location services, and can be toggled off using the maps location toggle in the Privacy section of settings.

Apple says that this will have a near zero effect on battery life or data usage, because you’re already using the ‘maps’ features when any probe data is shared and it’s a fraction of what power is being drawn by those activities.

From the point cloud on up

But maps cannot live on ground truth and mobile data alone. Apple is also gathering new high-resolution satellite data to combine with its ground truth data for a solid base map. It’s then layering satellite imagery on top of that to better determine foliage, pathways, sports facilities, building shapes and pathways.

After the downstream data has been cleaned up of license plates and faces, it gets run through a bunch of computer vision programming to pull out addresses, street signs and other points of interest. These are cross referenced to publicly available data like addresses held by the city and new construction of neighborhoods or roadways that comes from city planning departments.

But one of the special sauce bits that Apple is adding to the mix of mapping tools is a full-on point cloud that maps in 3D the world around the mapping van. This allows them all kinds of opportunities to better understand what items are street signs (retro-reflective rectangular object about 15 feet off the ground? Probably a street sign) or stop signs or speed limit signs.

It seems like it also could enable positioning of navigation arrows in 3D space for AR navigation, but Apple declined to comment on “any future plans” for such things.

Apple also uses semantic segmentation and Deep Lambertian Networks to analyze the point cloud coupled with the image data captured by the car and from high-resolution satellites in sync. This allows 3D identification of objects, signs, lanes of traffic and buildings and separation into categories that can be highlighted for easy discovery.

The coupling of high-resolution image data from car and satellite, plus a 3D point cloud, results in Apple now being able to produce full orthogonal reconstructions of city streets with textures in place. This is massively higher-resolution and easier to see, visually. And it’s synchronized with the “panoramic” images from the car, the satellite view and the raw data. These techniques are used in self-driving applications because they provide a really holistic view of what’s going on around the car. But the ortho view can do even more for human viewers of the data by allowing them to “see” through brush or tree cover that would normally obscure roads, buildings and addresses.

This is hugely important when it comes to the next step in Apple’s battle for supremely accurate and useful Maps: human editors.

Apple has had a team of tool builders working specifically on a toolkit that can be used by human editors to vet and parse data, street by street. The editor’s suite includes tools that allow human editors to assign specific geometries to flyover buildings (think Salesforce tower’s unique ridged dome) that allow them to be instantly recognizable. It lets editors look at real images of street signs shot by the car right next to 3D reconstructions of the scene and computer vision detection of the same signs, instantly recognizing them as accurate or not.

Another tool corrects addresses, letting an editor quickly move an address to the center of a building, determine whether they’re misplaced and shift them around. It also allows for access points to be set, making Apple Maps smarter about the “last 50 feet” of your journey. You’ve made it to the building, but what street is the entrance actually on? And how do you get into the driveway? With a couple of clicks, an editor can make that permanently visible.

“When we take you to a business and that business exists, we think the precision of where we’re taking you to, from being in the right building,” says Cue. “When you look at places like San Francisco or big cities from that standpoint, you have addresses where the address name is a certain street, but really, the entrance in the building is on another street. They’ve done that because they want the better street name. Those are the kinds of things that our new Maps really is going to shine on. We’re going to make sure that we’re taking you to exactly the right place, not a place that might be really close by.”

Water, swimming pools (new to Maps entirely), sporting areas and vegetation are now more prominent and fleshed out thanks to new computer vision and satellite imagery applications. So Apple had to build editing tools for those, as well.

Many hundreds of editors will be using these tools, in addition to the thousands of employees Apple already has working on maps, but the tools had to be built first, now that Apple is no longer relying on third parties to vet and correct issues.

And the team also had to build computer vision and machine learning tools that allow it to determine whether there are issues to be found at all.

Anonymous probe data from iPhones, visualized, looks like thousands of dots, ebbing and flowing across a web of streets and walkways, like a luminescent web of color. At first, chaos. Then, patterns emerge. A street opens for business, and nearby vessels pump orange blood into the new artery. A flag is triggered and an editor looks to see if a new road needs a name assigned.

A new intersection is added to the web and an editor is flagged to make sure that the left turn lanes connect correctly across the overlapping layers of directional traffic. This has the added benefit of massively improved lane guidance in the new Apple Maps.

Apple is counting on this combination of human and AI flagging to allow editors to first craft base maps and then also maintain them as the ever-changing biomass wreaks havoc on roadways, addresses and the occasional park.

Here there be Helvetica

Apple’s new Maps, like many other digital maps, display vastly differently depending on scale. If you’re zoomed out, you get less detail. If you zoom in, you get more. But Apple has a team of cartographers on staff that work on more cultural, regional and artistic levels to ensure that its Maps are readable, recognizable and useful.

These teams have goals that are at once concrete and a bit out there — in the best traditions of Apple pursuits that intersect the technical with the artistic.

The maps need to be usable, but they also need to fulfill cognitive goals on cultural levels that go beyond what any given user might know they need. For instance, in the U.S., it is very common to have maps that have a relatively low level of detail even at a medium zoom. In Japan, however, the maps are absolutely packed with details at the same zoom, because that increased information density is what is expected by users.

This is the department of details. They’ve reconstructed replicas of hundreds of actual road signs to make sure that the shield on your navigation screen matches the one you’re seeing on the highway road sign. When it comes to public transport, Apple licensed all of the type faces that you see on your favorite subway systems, like Helvetica for NYC. And the line numbers are in the exact same order that you’re going to see them on the platform signs.

It’s all about reducing the cognitive load that it takes to translate the physical world you have to navigate into the digital world represented by Maps.

Bottom line

The new version of Apple Maps will be in preview next week with just the Bay Area of California going live. It will be stitched seamlessly into the “current” version of Maps, but the difference in quality level should be immediately visible based on what I’ve seen so far.

Better road networks, more pedestrian information, sports areas like baseball diamonds and basketball courts, more land cover, including grass and trees, represented on the map, as well as buildings, building shapes and sizes that are more accurate. A map that feels more like the real world you’re actually traveling through.

Search is also being revamped to make sure that you get more relevant results (on the correct continents) than ever before. Navigation, especially pedestrian guidance, also gets a big boost. Parking areas and building details to get you the last few feet to your destination are included, as well.

What you won’t see, for now, is a full visual redesign.

“You’re not going to see huge design changes on the maps,” says Cue. “We don’t want to combine those two things at the same time because it would cause a lot of confusion.”

Apple Maps is getting the long-awaited attention it really deserves. By taking ownership of the project fully, Apple is committing itself to actually creating the map that users expected of it from the beginning. It’s been a lingering shadow on iPhones, especially, where alternatives like Google Maps have offered more robust feature sets that are so easy to compare against the native app but impossible to access at the deep system level.

The argument has been made ad nauseam, but it’s worth saying again that if Apple thinks that mapping is important enough to own, it should own it. And that’s what it’s trying to do now.

“We don’t think there’s anybody doing this level of work that we’re doing,” adds Cue. “We haven’t announced this. We haven’t told anybody about this. It’s one of those things that we’ve been able to keep pretty much a secret. Nobody really knows about it. We’re excited to get it out there. Over the next year, we’ll be rolling it out, section by section in the U.S.”

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Aclima sucks in $24M to scale its air quality mapping platform

Aclima, a San Francisco-based company which builds Internet-connected air quality sensors and runs a software platform to analyze the extracted intel, has closed a $24 million Series A to grow the business including by expanding its headcount and securing more fleet partnerships to build out the reach and depth of its pollution maps.

The Series A is led by Social Capital which is joining the board. Also participating in the round: The Schmidt Family Foundation, Emerson Collective, Radicle Impact, Rethink Impact, Plum Alley, Kapor Capital and First Philippine Holdings.

Three years ago Aclima came out of stealth, detailing a collaboration with Google on mapping air quality in its offices and also outdoors, by putting sensors on StreetView cars.

Though it has actually been working on the core problem of environmental sensing and intelligence for about a decade at this point, according to co-founder Davida Herzl.

“What we’ve really been doing over the course of the last few years is solving the really difficult technical challenges in generating this kind of data. Which is a revolution of air quality and climate change emissions data that hasn’t existed before,” she tells TechCrunch.

“Last year we announced the results of our state-wide demonstration project in California where we mapped the Bay Area, the Central Valley, Los Angeles. And really demonstrated the power of the data to drive new science, decision making across the private and public sector.”

Also last year it published a study in collaboration with the University of Texas showing that pollution is hyperlocal — thereby supporting its thesis that effective air quality mapping requires dense networks of sensors if you’re going to truly reflect the variable reality on the ground.

“You can have the best air quality and the worst air quality on the same street,” says Herzl. “And that really gives us a new view — a new understanding of emissions but actually demonstrated the need for hyperlocal measurement to protect human health but also to manage those emissions.

“That data set has been applied across a variety of scientific research including studies that really showed the linkages between hyperlocal data and cardiovascular risk. In LA our black carbon data was used to support increased filtration in schools to protect school children.”

“Our technology is really a proof point for emerging and new legislation in California that’s going to require community based monitoring across the entire state,” she adds. “So all of that work in California has really demonstrated the power of our platform — and that has really set us up to scale, and the funding round is going to enable us to take this to a lot more cities and regions and users.”

Asked about potential international expansion — given the presence of strategic investors from southeast Asia backing the round — Herzl says Aclima has had a “global view” for the business from the beginning, even while much of its early work has focused on California, adding: “We definitely have global ambitions and we will be making more announcements about that soon.”

Its strategy for growing the reach and depth of its air quality maps is focused on increasing its partnerships with fleets — so there’s a slight irony there given the vehicles being repurposed as air quality sensing nodes might themselves be contributing to the problem (Herzl sidestepped a question of whether Uber might be an interesting fleet partner for it, given the company’s current attempts to reinvent itself as a socially responsible corporate — including encouraging its drivers to go electric).

“Our mapping capabilities are amplified through our partnerships with fleets,” she says, pointing to Google’s StreetView cars as one current example (though this is not an exclusive partnership arrangement; a London air quality mapping project involving StreetView cars which was announced earlier this month is using hardware from a rival UK air quality sensor company, called Air Monitors, for example).

But flush with fresh Series A funding Aclima will be working on getting its kit on board more fleets — relying on third parties to build out the utility of its software platform for policymakers and communities.

“There’s a number of fleets that we are going to be speaking about our partnerships with but our platform can be integrated with any fleet type and we believe that is an incredible advantage and position for the company in really achieving our vision of creating a global platform for environmental intelligence to help cities and entire countries really manage climate risk at a scale that really hasn’t been possible before,” she adds.

“Our technology provides 100,000x greater spacial resolution than existing approaches and we do it at 100-1,000x cost reduction so our vision is to be the GPS of the environment — a new layer of environmental awareness and intelligence that really informs day-to-day decisions.

“We’re really excited because it’s taken really years of work. I incorporated Aclima 10 years ago and started really working on the technology around 2010. So this has taken… a tremendous amount of technical development and scientific rigor with partners… to really have the technology at a place where it’s really set up to scale.”

It finances (or part finances) the deployment of its sensors on the vehicles of fleet partners — with Aclima’s business model focused on monetizing the interpretation of the data provided by its SaaS platform. So a chunk of the Series A will be going to help pay for more sensor rollouts.

In terms of what fleet partners get back from agreeing for their vehicles to become mobile air quality sensing nodes, Herzl says it’s dependent on the partner. And Aclima’s isn’t naming any additional names on that front yet.

“It’s specific to each fleet. But I can say that in the case of Google we’re working with Google Earth outreach and the team at StreetView… to really reflect their commitment to sustainability but also to expand access to this kind of information,” she says of the perks for fleets, adding: “We’ll be talking more about that as we make announcement about our other partners.”

The Series A financing will also go on funding continued product development, with Aclima hoping to keep adding to the tally of pollutants it can identify and map — building on a list which includes the likes of CO2, methane and particulate matter.

“We have a very ambitious roadmap. And our roadmap is expansive — ultimately our vision is to make the invisible visible, across all of the pollutants and factors in the invisible layer of air that supports life. We want to make all of that visible — that’s our long term vision,” she says.

“Today we’re measuring all of the core gaseous pollutants that are regulated as well as the core climate change gases… We are not only deploying and expanding our platform’s availability but in our R&D efforts investing in next generation sensing technologies, whether it’s the tiniest PM2.5 sensor in the world to on our roadmap really having the ability to speciate COC [chlorinated organic compounds].

“We can’t do that today but are working on it and that is an area that is really important for specific communities but for industry and for policy makers as well.”

A key part of its ongoing engineering work is focused on shrinking certain sensing technologies — both in size and cost. As that’s the key to the sought for ubiquity, says Herzl.

“There’s a lot of hard work happening there to shrink [sensors],” she notes. “We’re talking about sensors that are the size of a thumb tack. Traditional technologies for this are very large, very difficult to deploy… so it’s not that capabilities don’t exist today but we’re working on shrinking those capabilities down into really, really tiny components so that we can achieve ubiquity… You have to shrink down the size but also reduce the cost so that you can deploy thousands, millions of these things.”

Commenting on the funding round in a supporting statement, Jay Zaveri, partner at Social Capital, added: “Aclima has successfully opened up an entirely new market domain with their innovative approach, tackling one of the biggest global challenges of our time. With a proven ability to quantify emissions and human exposure to pollution at global resolutions previously impossible, Aclima creates enormous opportunities for industry, cities and society.”

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Does Google’s Duplex violate two-party consent laws?

Google’s Duplex, which calls businesses on your behalf and imitates a real human, ums and ahs included, has sparked a bit of controversy among privacy advocates. Doesn’t Google recording a person’s voice and sending it to a data center for analysis violate two-party consent law, which requires everyone in a conversation to agree to being recorded? The answer isn’t immediately clear, and Google’s silence isn’t helping.

Let’s take California’s law as the example, since that’s the state where Google is based and where it used the system. Penal Code section 632 forbids recording any “confidential communication” (defined more or less as any non-public conversation) without the consent of all parties. (The Reporters Committee for the Freedom of the Press has a good state-by-state guide to these laws.)

Google has provided very little in the way of details about how Duplex actually works, so attempting to answer this question involves a certain amount of informed speculation.

To begin with I’m going to consider all phone calls as “confidential” for the purposes of the law. What constitutes a reasonable expectation of privacy is far from settled, and some will have it that you there isn’t such an expectation when making an appointment with a salon. But what about a doctor’s office, or if you need to give personal details over the phone? Though some edge cases may qualify as public, it’s simpler and safer (for us and for Google) to treat all phone conversations as confidential.

As a second assumption, it seems clear that, like most Google services, Duplex’s work takes place in a data center somewhere, not locally on your device. So fundamentally there is a requirement in the system that the other party’s audio will be recorded and sent in some form to that data center for processing, at which point a response is formulated and spoken.

On its face it sounds bad for Google. There’s no way the system is getting consent from whomever picks up the phone. That would spoil the whole interaction — “This call is being conducted by a Google system using speech recognition and synthesis; your voice will be analyzed at Google data centers. Press 1 or say ‘I consent’ to consent.” I would have hung up after about two words. The whole idea is to mask the fact that it’s an AI system at all, so getting consent that way won’t work.

But there’s wiggle room as far as the consent requirement in how the audio is recorded, transmitted and stored. After all, there are systems out there that may have to temporarily store a recording of a person’s voice without their consent — think of a VoIP call that caches audio for a fraction of a second in case of packet loss. There’s even a specific cutout in the law for hearing aids, which if you think about it do in fact do “record” private conversations. Temporary copies produced as part of a legal, beneficial service aren’t the target of this law.

This is partly because the law is about preventing eavesdropping and wiretapping, not preventing any recorded representation of conversation whatsoever that isn’t explicitly authorized. Legislative intent is important.

“There’s a little legal uncertainty there, in the sense of what degree of permanence is required to constitute eavesdropping,” said Mason Kortz, of Harvard’s Berkman Klein Center for Internet & Society. “The big question is what is being sent to the data center and how is it being retained. If it’s retained in the condition that the original conversation is understandable, that’s a violation.”

For instance, Google could conceivably keep a recording of the call, perhaps for AI training purposes, perhaps for quality assurance, perhaps for users’ own records (in case of time slot dispute at the salon, for example). They do retain other data along these lines.

But it would be foolish. Google has an army of lawyers and consent would have been one of the first things they tackled in the deployment of Duplex. For the onstage demos it would be simple enough to collect proactive consent from the businesses they were going to contact. But for actual use by consumers the system needs to engineered with the law in mind.

What would a functioning but legal Duplex look like? The conversation would likely have to be deconstructed and permanently discarded immediately after intake, the way audio is cached in a device like a hearing aid or a service like digital voice transmission.

A closer example of this is Amazon, which might have found itself in violation of COPPA, a law protecting children’s data, whenever a kid asked an Echo to play a Raffi song or do long division. The FTC decided that as long as Amazon and companies in that position immediately turn the data into text and then delete it afterwards, no harm and, therefore, no violation. That’s not an exact analogue to Google’s system, but it is nonetheless instructive.

“It may be possible with careful design to extract the features you need without keeping the original, in a way where it’s mathematically impossible to recreate the recording,” Kortz said.

If that process is verifiable and there’s no possibility of eavesdropping — no chance any Google employee, law enforcement officer or hacker could get into the system and intercept or collect that data — then potentially Duplex could be deemed benign, transitory recording in the eye of the law.

That assumes a lot, though. Frustratingly, Google could clear this up with a sentence or two. It’s suspicious that the company didn’t address this obvious question with even a single phrase, like Sundar Pichai adding during the presentation that “yes, we are compliant with recording consent laws.” Instead of people wondering if, they’d be wondering how. And of course we’d all still be wondering why.

We’ve reached out to Google multiple times on various aspects of this story, but for a company with such talkative products, they sure clammed up fast.

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Esports Overwatch League heads to hipster Brooklyn for its finals

What could be more perfect than moving the inaugural championship finals for an esports league from its Los Angeles home to Brooklyn?

For Overwatch League, the esports conference created by fiat from Activision Blizzard, the move is the first step in its plans for housing esports teams in cities around the country.

Heading from sunny Burbank, Calif. to the hipster heartland of Brooklyn conjures up echoes of the famed Dodger franchise move (in reverse) while tapping into one of the few other markets in the U.S. that might rival LA for esports popularity.

When the Overwatch regular season ends on Sunday, June 17th, six teams will face off in the league’s first post-season playoffs. Those games are set to begin July 11th and will take place in Burbank at the company’s “Blizzard Arena Los Angeles.”

After the playoffs, the final teams will fly to New York to compete for the largest share of a $1.4 million prize pool and the first Overwatch League trophy. The games are slated to begin Friday, July 27th and continue on the 28th.

“The Overwatch League Grand Finals will be an epic experience for fans and viewers,” said Overwatch League commissioner Nate Nanzer in a statement. “We want this to be the pinnacle of esports, and holding it at a world-class venue like Barclays Center, in a global capital like New York, will help us celebrate not only the league’s two best teams, but the fans, partners, and players who have joined us on this incredible journey.”

Overwatch is taking a geographic approach to its franchises with teams sponsored by cities in the U.S. and major esports hubs around the world like London, Shanghai and Seoul.

Eventually the league is looking to set up stadiums in locations outside of Burbank. With league play requiring teams to travel — like a traditional sports league.

The move to Brooklyn could be a test of how well the Overwatch experience travels and a precursor to the league starting to take its show on the road in earnest.

Tickets go on sale on Friday, May 18th, at 10 a.m. EDT, and can be bought on ticketmaster.com and barclayscenter.com, while tickets to the first two rounds of the Overwatch League postseason at Blizzard Arena Los Angeles go on sale Thursday, May 10th, at 9 a.m. PDT via AXS.com.

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The formula behind San Francisco’s startup success

Why has San Francisco’s startup scene generated so many hugely valuable companies over the past decade?

That’s the question we asked over the past few weeks while analyzing San Francisco startup funding, exit, and unicorn creation data. After all, it’s not as if founders of Uber, Airbnb, Lyft, Dropbox and Twitter had to get office space within a couple of miles of each other.

We hadn’t thought our data-centric approach would yield a clear recipe for success. San Francisco private and newly public unicorns are a diverse bunch, numbering more than 30, in areas ranging from ridesharing to online lending. Surely the path to billion-plus valuations would be equally varied.

But surprisingly, many of their secrets to success seem formulaic. The most valuable San Francisco companies to arise in the era of the smartphone have a number of shared traits, including a willingness and ability to post massive, sustained losses; high-powered investors; and a preponderance of easy-to-explain business models.

No, it’s not a recipe that’s likely replicable without talent, drive, connections and timing. But if you’ve got those ingredients, following the principles below might provide a good shot at unicorn status.

First you conquer, then you earn

Losing money is not a bug. It’s a feature.

First, lose money until you’ve left your rivals in the dust. This is the most important rule. It is the collective glue that holds the narratives of San Francisco startup success stories together. And while companies in other places have thrived with the same practice, arguably San Franciscans do it best.

It’s no secret that a majority of the most valuable internet and technology companies citywide lose gobs of money or post tiny profits relative to valuations. Uber, called the world’s most valuable startup, reportedly lost $4.5 billion last year. Dropbox lost more than $100 million after losing more than $200 million the year before and more than $300 million the year before that. Even Airbnb, whose model of taking a share of homestay revenues sounds like an easy recipe for returns, took nine years to post its first annual profit.

Not making money can be the ultimate competitive advantage, if you can afford it.

Industry stalwarts lose money, too. Salesforce, with a market cap of $88 billion, has posted losses for the vast majority of its operating history. Square, valued at nearly $20 billion, has never been profitable on a GAAP basis. DocuSign, the 15-year-old newly public company that dominates the e-signature space, lost more than $50 million in its last fiscal year (and more than $100 million in each of the two preceding years). Of course, these companies, like their unicorn brethren, invest heavily in growing revenues, attracting investors who value this approach.

We could go on. But the basic takeaway is this: Losing money is not a bug. It’s a feature. One might even argue that entrepreneurs in metro areas with a more fiscally restrained investment culture are missing out.

What’s also noteworthy is the propensity of so many city startups to wreak havoc on existing, profitable industries without generating big profits themselves. Craigslist, a San Francisco nonprofit, may have started the trend in the 1990s by blowing up the newspaper classified business. Today, Uber and Lyft have decimated the value of taxi medallions.

Not making money can be the ultimate competitive advantage, if you can afford it, as it prevents others from entering the space or catching up as your startup gobbles up greater and greater market share. Then, when rivals are out of the picture, it’s possible to raise prices and start focusing on operating in the black.

Raise money from investors who’ve done this before

You can’t lose money on your own. And you can’t lose any old money, either. To succeed as a San Francisco unicorn, it helps to lose money provided by one of a short list of prestigious investors who have previously backed valuable, unprofitable Northern California startups.

It’s not a mysterious list. Most of the names are well-known venture and seed investors who’ve been actively investing in local startups for many years and commonly feature on rankings like the Midas List. We’ve put together a few names here.

You might wonder why it’s so much better to lose money provided by Sequoia Capital than, say, a lower-profile but still wealthy investor. We could speculate that the following factors are at play: a firm’s reputation for selecting winning startups, a willingness of later investors to follow these VCs at higher valuations and these firms’ skill in shepherding portfolio companies through rapid growth cycles to an eventual exit.

Whatever the exact connection, the data speaks for itself. The vast majority of San Francisco’s most valuable private and recently public internet and technology companies have backing from investors on the short list, commonly beginning with early-stage rounds.

Pick a business model that relatives understand

Generally speaking, you don’t need to know a lot about semiconductor technology or networking infrastructure to explain what a high-valuation San Francisco company does. Instead, it’s more along the lines of: “They have an app for getting rides from strangers,” or “They have an app for renting rooms in your house to strangers.” It may sound strange at first, but pretty soon it’s something everyone seems to be doing.

It’s not a recipe that’s likely replicable without talent, drive, connections and timing. 

list of 32 San Francisco-based unicorns and near-unicorns is populated mostly with companies that have widely understood brands, including Pinterest, Instacart and Slack, along with Uber, Lyft and Airbnb. While there are some lesser-known enterprise software names, they’re not among the largest investment recipients.

Part of the consumer-facing, high brand recognition qualities of San Francisco startups may be tied to the decision to locate in an urban center. If you were planning to manufacture semiconductor components, for instance, you would probably set up headquarters in a less space-constrained suburban setting.

Reading between the lines of red ink

While it can be frustrating to watch a company lurch from quarter to quarter without a profit in sight, there is ample evidence the approach can be wildly successful over time.

Seattle’s Amazon is probably the poster child for this strategy. Jeff Bezos, recently declared the world’s richest man, led the company for more than a decade before reporting the first annual profit.

These days, San Francisco seems to be ground central for this company-building technique. While it’s certainly not necessary to locate here, it does seem to be the single urban location most closely associated with massively scalable, money-losing consumer-facing startups.

Perhaps it’s just one of those things that after a while becomes status quo. If you want to be a movie star, you go to Hollywood. And if you want to make it on Wall Street, you go to Wall Street. Likewise, if you want to make it by launching an industry-altering business with a good shot at a multi-billion-dollar valuation, all while losing eye-popping sums of money, then you go to San Francisco.

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