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Opaque raises $9.5M seed to secure sensitive data in the cloud
Opaque, a new startup born out of Berkeley’s RISELab, announced a $9.5 million seed round today to build a solution to access and work with sensitive data in the cloud in a secure way, even with multiple organizations involved. Intel Capital led today’s investment with participation by Race Capital, The House Fund and FactoryHQ.
The company helps customers work with secure data in the cloud while making sure the data they are working on is not being exposed to cloud providers, other research participants or anyone else, says company president Raluca Ada Popa.
“What we do is we use this very exciting hardware mechanism called Enclave, which [operates] deep down in the processor — it’s a physical black box — and only gets decrypted there. […] So even if somebody has administrative privileges in the cloud, they can only see encrypted data,” she explained.
Company co-founder Ion Stoica, who was a co-founder at Databricks, says the startup’s solution helps resolve two conflicting trends. On one hand, businesses increasingly want to make use of data, but at the same time are seeing a growing trend toward privacy. Opaque is designed to resolve this by giving customers access to their data in a safe and fully encrypted way.
The company describes the solution as “a novel combination of two key technologies layered on top of state-of-the-art cloud security—secure hardware enclaves and cryptographic fortification.” This enables customers to work with data — for example to build machine learning models — without exposing the data to others, yet while generating meaningful results.
Popa says this could be helpful for hospitals working together on cancer research, who want to find better treatment options without exposing a given hospital’s patient data to other hospitals, or banks looking for money laundering without exposing customer data to other banks, as a couple of examples.
Investors were likely attracted to the pedigree of Popa, a computer security and applied crypto professor at UC Berkeley and Stoica, who is also a Berkeley professor and co-founded Databricks. Both helped found RISELabs at Berkeley where they developed the solution and spun it out as a company.
Mark Rostick, vice president and senior managing director at lead investor Intel Capital says his firm has been working with the founders since the startup’s earliest days, recognizing the potential of this solution to help companies find complex solutions even when there are multiple organizations involved sharing sensitive data.
“Enterprises struggle to find value in data across silos due to confidentiality and other concerns. Confidential computing unlocks the full potential of data by allowing organizations to extract insights from sensitive data while also seamlessly moving data to the cloud without compromising security or privacy,” Rostick said in a statement
He added, “Opaque bridges the gap between data security and cloud scale and economics, thus enabling inter-organizational and intra-organizational collaboration.”
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Nobody wins as DoD finally pulls the plug on controversial $10B JEDI contract
After several years of fighting and jockeying for position by the biggest cloud infrastructure companies in the world, the Pentagon finally pulled the plug on the controversial winner-take-all, $10 billion JEDI contract today. In the end, nobody won.
“With the shifting technology environment, it has become clear that the JEDI cloud contract, which has long been delayed, no longer meets the requirements to fill the DoD’s capability gaps,” a Pentagon spokesperson stated.
The contract procurement process began in 2018 with a call for RFPs for a $10 billion, decade-long contract to handle the cloud infrastructure strategy for The Pentagon. Pentagon spokesperson Heather Babb told TechCrunch why they were going with the. single-winner approach: “Single award is advantageous because, among other things, it improves security, improves data accessibility and simplifies the Department’s ability to adopt and use cloud services,” she said at the time.
From the start though, companies objected to the single-winner approach, believing that the Pentagon would be better served with a multi-vendor approach. Some companies, particularly Oracle believed the procurement process was designed to favor Amazon.
In the end it came down to a pair of finalists — Amazon and Microsoft — and in the end Microsoft won. But Amazon believed that it had superior technology and only lost the deal because of direct interference by the previous president who had open disdain for then-CEO Jeff Bezos (who is also the owner of the Washington Post newspaper).
Amazon decided to fight the decision in court, and after months of delay, the Pentagon made the decision that it was time to move on. In a blog post, Microsoft took a swipe at Amazon for precipitating the delay.
“The 20 months since DoD selected Microsoft as its JEDI partner highlights issues that warrant the attention of policymakers: When one company can delay, for years, critical technology upgrades for those who defend our nation, the protest process needs reform. Amazon filed its protest in November 2019 and its case was expected to take at least another year to litigate and yield a decision, with potential appeals afterward,” Microsoft wrote in its blog post about the end of the deal.
But in a statement of its own, Amazon reiterated its belief that the process was not fairly executed. “We understand and agree with the DoD’s decision. Unfortunately, the contract award was not based on the merits of the proposals and instead was the result of outside influence that has no place in government procurement. Our commitment to supporting our nation’s military and ensuring that our warfighters and defense partners have access to the best technology at the best price is stronger than ever. We look forward to continuing to support the DoD’s modernization efforts and building solutions that help accomplish their critical missions,” a company spokesperson said.
It seems like a fitting end to a project that I felt was doomed from the beginning. From the moment the Pentagon announced this contract with the cutesy twist on the Star Wars name, the procurement process has taken more twists and turns than a TV soap.
In the beginning, there was a lot of sound and fury and it led to a lot of nothing. We move onto whatever cloud procurement process happens next.
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Box takes fight with activist investor public in SEC filing
The war between Box’s current leadership and activist shareholder Starboard took a new turn today with a detailed timeline outlining the two groups’ relationship, thanks to an SEC filing and companion press release. Box is pushing back against a slate of board candidates put forth by Starboard, which wants to shake up the company’s leadership and sell it.
The SEC filing details a lengthy series of phone calls, meetings and other communications between the technology company and Starboard, which has held a stake in Box greater than 5% since September of 2019. Since then shares of Box have risen by around $10 per share.
Today’s news is multi-faceted, but we’ve learned more concerning Starboard’s demands that Box sell itself; how strongly the investor wanted co-founder and CEO Aaron Levie to be fired; and that the company’s complaints about a KKR-led investment into Box that it used to repurchase its shares did not match its behavior, in that Starboard asked to participate in the transaction despite its public statements.
Activist investors, a bit like short-sellers, are either groups that you generally like or do not. In this case, however, we can learn quite a lot from the Box filing. Including the sheer amount of time and communication that it takes to manage such an investor from the perspective of one of its public-market investments.
What follows are key excerpts from Box’s SEC filing on the matter, starting with its early stake and early agreement with Starboard:
- On September 3, 2019, representatives of Starboard contacted Mr. Levie to inform Mr. Levie that Starboard would be filing a
- Schedule 13D with the SEC reporting a 7.5% ownership stake in the company.
- On March 9, 2020, Mr. O’Driscoll and Ms. Barsamian had a call with representatives of Starboard to discuss entering into a settlement agreement with Starboard.
- On March 22, 2020, the company and Starboard entered into an agreement[.]
Also on March 23, 2020, Starboard reported beneficial ownership of 7.7% of the outstanding Class A common stock.
Then Box reported earnings, which Starboard appeared to praise:
- On May 27, 2020, the company reported its fiscal first quarter results, noting a 13% increase in year-over-year revenue, a 900 basis point increase in year-over-year GAAP operating margin and a $36.4 million increase in year-over-year cash flow from operations. Peter Feld, a representative of Starboard, and Mr. Levie had an email conversation related to the company’s first quarter results in which Mr. Feld stated “you guys are on a good path…congrats to the team and keep it up.”
- Also on May 29, 2020, Starboard reported that it had decreased its beneficial ownership to 6.0% of the outstanding Class A common stock.
The same pattern repeated during Box’s next earnings report:
- On August 27, 2020, Mr. Levie, Mr. Smith and company IR discussed the company’s earnings release with Starboard. Starboard indicated it was pleased with the rate of margin expansion and where the company was heading. In an email exchange between Mr. Feld and Mr. Levie related to the company’s results, Mr. Feld stated that he was “thrilled to see the company breaking out and performing better both on the top and bottom line. Appreciate you guys working with us and accepting the counsel. Not everyone behaves that way and it is greatly appreciated. Shows your comfort as a leader and a willingness to adapt. Very impressive.”
Then Box reported its next quarter’s results, which was followed by a change in message from Starboard (emphasis TechCrunch):
- On December 1, 2020, the company announced its fiscal third quarter results, noting an 11% increase in year-over-year revenue, an improvement of 2100 basis points in year-over-year GAAP operating margin and a $36 million increase in year-over-year cash flow from operations. The company also provided guidance regarding its fiscal fourth quarter results, noting that its revised revenue guidance was due to “lower professional services bookings than we noted previously, which creates a roughly $2 million headwind” and that the company was being “prudent in our growth expectations given the macroeconomic challenges that our customers are facing.” The revised guidance for revenue was 1.1% below analysts’ consensus estimates of $198.8 million.
- On December 2, 2020, Box’s common stock declined approximately 9% from its prior close of $18.54 to $16.91. On December 2, 2020 and December 4, 2020, Mr. Levie, Mr. Smith and Box IR discussed the company’s earnings release with representatives of Starboard. Despite the prior support Mr. Feld communicated to the company, Starboard reversed course and demanded that the company explore a sale of the entire company or fire the company’s CEO, or otherwise face a proxy contest from Starboard. Mr. Feld further stated that the company should not turn down an offer from a third party to buy the entire company “in the low twenties” and that Starboard would be a seller at such a price.
Recall that Box shares are now in the mid-$26s. At the time, however, Box shares lost value (emphasis: TechCrunch)
- On December 16, 2020, two weeks after earnings, the company’s stock price closed at $18.85, which was above where it was trading immediately prior to the announcement of the company’s fiscal third quarter results on December 1, 2020.
- On January 11, 2021, Starboard disclosed that it had increased its beneficial ownership to 7.9% of the outstanding Class A common stock.
- On January 15, 2021, Mr. Lazar and Ms. Barsamian had a call with representatives from Starboard. Mr. Feld expressed his view that, while the company’s Convertible Senior Notes were executed on favorable terms, he was not supportive of the transaction. He reiterated his demand that the company sell itself and indicated that if the company did not do so then it must replace its CEO or otherwise face a proxy contest from Starboard to replace the CEO.
Over the next few months, Box bought SignRequest, reported earnings, and engaged external parties to try to help it bolster shareholder value. Then the KKR deal came onto the table:
- On March 31, 2021, the Strategy Committee met to discuss the status of the strategic review. At such time, the Strategy Committee was in receipt of a proposal from KKR pursuant to which KKR and certain partners would make an investment in the form of convertible preferred stock at an initial yield of 3%, which had been negotiated down from KKR’s proposal of 7% yield in its preliminary indication of interest in early March.
The deal was unanimously approved by Box’s board, and announced on April 8th, 2021. Starboard was not stoked about the transaction, however:
- Later on April 8, 2021, Ms. Mayer and Mr. Lazar had a call with representatives of Starboard. Mr. Feld expressed Starboard’s strong displeasure with the results of the strategic review. During the conversation, Mr. Feld indicated that he would stop the fight immediately if Mr. Levie were replaced.
- On April 14, 2021, Ms. Mayer, Mr. Lazar and Ms. Barsamian had a call with Mr. Feld. Despite his prior statements, Mr. Feld now indicated that Starboard was not willing to sell its shares of Class A common stock at $21 or $22 per share. Mr. Feld requested that the company release KKR from its obligation to vote in favor of the company as a gesture of good faith. Mr. Feld reiterated Starboard’s desire to replace Mr. Levie as CEO and indicated that he would like to join the Board of Directors if the company did so. Ms. Mayer offered Mr. Feld the opportunity to execute a non-disclosure agreement to receive more information about the strategic review process, which Mr. Feld immediately declined.
Box was like, all right, but Feld doesn’t get to be on the board:
- On April 20, 2021, Ms. Mayer and Mr. Lazar had a call with representatives of Starboard. Mr. Feld stated that Starboard would not move forward with its planned director nominations if Starboard were offered the opportunity to participate in the KKR-Led Transaction and Mr. Feld were appointed to the Board of Directors. Mr. Feld reiterated that he was not willing to sign a non-disclosure agreement.
- On April 27, 2021, Mr. Park had a discussion with Mr. Feld. During this conversation, Mr. Feld reiterated his desire for Starboard to participate as an investor in the KKR-Led Transaction.
- On April 28, 2021, Ms. Mayer and Mr. Lazar informed Mr. Feld that the Board of Directors was amenable to allowing Starboard to participate in the KKR-Led Transaction but would not appoint Mr. Feld as a director. Mr. Feld indicated that there is no path to a settlement that doesn’t include appointing him to the Board of Directors.
And then Starboard initiated a proxy war.
What to make of all of this? That trying to shake up a company from the position of a minority stake is not impossible, with Starboard able to exercise influence on Box despite having a sub-10% ownership position. And that Box was not willing to put a person on the board that wanted to fire its CEO.
What’s slightly silly about all of this is that the fight is coming at a time when Box is doing better than it has in some time. Its profitability has improved greatly, and in its most recent quarter the company topped expectations and raised its forward financial guidance.
There were times in Box’s history when it may have deserved a whacking for poor performance, but now? It’s slightly weird. Also recall that Starboard has already made quite a lot of money on its Box stake, with the company’s value appreciating sharply since the investor bought in.
Most media coverage is surrounding the public criticism by Starboard of the KKR deal and its private demand to be let into the deal. That dynamic is easily explained: Starboard thought that the deal wouldn’t make it money, but later decided that it could. So it changed its tune; if you are expecting an investor to do anything but try to maximize returns, you are setting yourself up for disappointment.
A person close to the company told TechCrunch that the current situation should be a win-win for everyone involved, but Starboard is not seeing it that way. “If you’re a near term shareholder, [like Starboard] then the path Box has taken has already been better. And if you’re a long term shareholder, Box sees significantly more upside. […] So overwhelmingly, the company believes this is the best path for shareholders and it’s already been proven out to be that,” the person said.
Alan Pelz-Sharpe, founder and principal analyst at the Deep Analysis, who has been watching the content management space for many years, says the battle isn’t much of a surprise given that the two have been at odds pretty much from the start of the relationship.
“Like any activist investor Starboard is interested in a quick increase in shareholder values and a flip. Box is in it for the long run. Further, it seems that Starboard may have mistimed or miscalculated their moves, Box clearly was not as weak as they appeared to believe and Box has been doing well over the past year. Bringing in KKR was the start of a big fight back, and the proposed changes couldn’t make it any clearer that they are fed up with Starboard and ready to fight back hard,” Pelz-Sharpe said.
He added that publicly revealing details of the two companies’ interactions is a bit unusual, but he thinks it was appropriate here.
“Actually naming and shaming, detailing Starboard’s moves and seemingly contradictory statements, is unusual but it may be effective. Starboard won’t back down without a fight, but from an investor relations/PR perspective this looks bad for them and it may well be time to walk away. That being said, I wouldn’t bet on Starboard walking away, as Silicon Valley has a habit of moving forward when they should be walking back from increasingly damaging situations”
What comes next is a vote on Box’s board makeup, which should happen later this summer. Let’s see who wins.
It’s worth noting that we attempted to contact Starboard Value, but as of publication they had not gotten back to us. Box indicated that the press release and SEC filing speak for themselves.
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Jim Whitehurst steps down as president at IBM just 14 months after taking role
In a surprise announcement today, IBM announced that Jim Whitehurst, who came over in the Red Hat deal, would be stepping down as company president just 14 months after taking over in that role.
IBM didn’t give a lot of details as to why he was stepping away, but acknowledged his key role in helping bring the 2018 $34 billion Red Hat deal to fruition and helping bring the two companies together after the deal closed. “Jim has been instrumental in articulating IBM’s strategy, but also, in ensuring that IBM and Red Hat work well together and that our technology platforms and innovations provide more value to our clients,” the company stated.
He will stay on as a senior adviser to Krishna, but it begs the question why he is leaving after such a short time in the role, and what he plans to do next. Oftentimes after a deal of this magnitude closes, there is an agreement as to how long key executives will stay. It could be simply that the period has expired and Whitehurst wants to move on, but some saw him as the heir apparent to Krishna and the move comes as a surprise when looked at in that context.
“I am surprised because I always thought Jim would be next in line as IBM CEO. I also liked the pairing between a lifer IBMer and an outsider,” Patrick Moorhead, founder and principal analyst at Moor Insight & Strategies told TechCrunch.
Regardless, it leaves a big hole in Krishna’s leadership team as he works to transform the company into one that is primarily focused on hybrid cloud. Whitehurst was undoubtedly in a position to help drive that change through his depth of industry knowledge and his credibility with the open source community from his time at Red Hat. He is not someone who would be easily replaced and the announcement didn’t mention anyone filling his role.
When IBM bought Red Hat in 2018 for $34 billion, it led to a cascading set of changes at both companies. First Ginni Rometty stepped down as CEO at IBM and Arvind Krishna took over. At the same time, Jim Whitehurst, who had been Red Hat CEO moved to IBM as president and long-time employee Paul Cormier moved into his role.
At the same time, the company also announced some other changes including that long-time IBM executive Bridget van Kralingen announced she too was stepping away, leaving her role as senior vice president of global markets. Rob Thomas, who had been senior vice president of IBM cloud and data platform, will step in to replace Van Kraligen.
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After bootstrapping since 2002, Articulate raises $1.5B on $3.75B valuation
Most companies don’t announce their first venture investment after almost 20 years in the business, nor do they announce that round is the equivalent of a good startup’s entire private fundraising history. But Articulate, a SaaS training and development platform, is not your typical company and today it announced a whopping $1.5 billion investment on a $3.75 billion valuation.
You can call it Series A if you must label it, but whatever it is, it’s a hefty investment by any measure. General Atlantic led the round with participation from Blackstone Growth and Iconiq Growth. GA claims it’s one of the largest A rounds ever, and I’m willing to bet it’s right.
CEO Adam Schwartz founded the company with his life savings in 2002 and hasn’t taken a dime of outside investment since. “Our software enables organizations to develop, deliver, and analyze online training that is engaging and effective for enterprises and SMBs,” Schwartz explained.
He says that the company started back in 2002 as a plug-in for PowerPoint. Today it is a software service with the goal of helping enable everyone to deliver training, even if they aren’t a training professional. Articulate actually has two main products, one is a set of tools for companies building training that connects to an enterprise learning management system or LMS. The other is aimed at SMBs or departments in an enterprise.
Its approach seems to be working with the company reporting it has 106,000 customers across 161 countries including every single one of the Fortune 100. Schwartz was loath to share any additional metrics, but did say they hope to use this money to grow 10x over the next several years.
Company president Lucy Suros, who has been with the organization for a decade, says even with this success, they see plenty of opportunity for growth and they felt taking this capital now would really enable them to accelerate.
“We are the most dominant player by far in course authoring apps, but when you look at that whole ecosystem and you think about where companies are in transforming from instructor-led training to online training, they’re still really in the early innings so there’s a lot of opportunity,” she said.
Anton Levy, co-president and managing director at General Atlantic, who is leading the investment for the firm, says that this is a “big, bold, incredible business” and that’s why they’re making an investment of this size and scope. “The reason we’re stepping up in such a large way, and what’s such a large check for us, is because of the business they’ve built, the team they’ve built, and frankly the market opportunity that they’re playing in and their ambition,” he said.
Today the company has 300 employees and they have been working as a remote company long before COVID. With the new capital, that number could triple over the next several years. Suros says that when she started at the company, there were 50 employees, mostly male engineers and she went to work to make it a more diverse work environment.
“We’ve put emphasis and a lot of just structural things in place to ensure that we are bringing more [diverse] people to the table, and then supporting folks once they’re here,” she said. With the new capital, the company announced a lot of new benefits and she said those were developed with the idea of helping break down barriers for under-represented groups in their ranks including covering gender transition-related costs.
She says that one of the benefits of becoming more visible as a company is being able to talk about and their human-centered organization framework, the set of principles the company put in place to define its values. “[We think about] how that can impact the employees and drive human flourishing for its own sake, and that also happens to lead to better business outcomes. But we’re really also interested in it from [the standpoint that] we want to be good and do good in the world and promote human flourishing at work,” she said.
The company seems to have been doing just fine up until now, but with this kind of capital, it aims to take the business to another level, while trying to be good corporate citizens as they do that.
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Slack’s new voice, video tools should fit nicely on Salesforce platform after deal closes
It’s easy to forget, but Salesforce bought Slack at the end of last year for almost $28 billion, a deal that has yet to close. We don’t know exactly when that will happen, but Slack continues to develop its product roadmap adding new functionality, even while waiting to become part of Salesforce eventually.
Just this morning, the company made official some new tools it had been talking about for some time, including a new voice tool called Slack Huddles, which is available starting today, along with video messaging and a directory service called Slack Atlas.
These tools enhance the functionality of the platform in ways that should prove useful as it becomes part of Salesforce whenever that happens. It’s not hard to envision how integrating Huddles or the video tools (or even Slack Atlas for both internal and external company organizational views) could work when integrated into the Salesforce platform.
Slack CEO Stewart Butterfield says the companies aren’t working together yet because of regulatory limits on communications, but he could definitely see how these tools could work in tandem with Salesforce Service Cloud and Sales Cloud among others and how you can start to merge the data in Salesforce with Slack’s communications capabilities.
“[There’s] this excitement around workflows from the big system of record [in Salesforce] into the communication [in Slack] and having the data show up where the conversations are happening. And I think there’s a lot of potential here for leveraging these indirectly in customer interactions, whether that’s sales, marketing, support or whatever,” he said.
He said that he could also see Salesforce taking advantage of Slack Connect, a capability introduced last year that enables companies to communicate with people outside the company.
“We have all this stuff working inside of Slack Connect, and you get all the same benefits that you would get using Huddles to properly start a conversation, solve some problem or use video as a better way of communicating with [customers],” he said.
These announcements seem to fall into two main categories: the future of work and in the context of the acquisition. Bret Taylor, Salesforce president and COO certainly seemed to recognize that when discussing the deal with TechCrunch when it was announced back in December. He sees the two companies directly addressing the changing face of work:
“When we say we really want Slack to be this next generation interface for Customer 360, what we mean is we’re pulling together all these systems. How do you rally your teams around these systems in this digital work-anywhere world that we’re in right now where these teams are distributed and collaboration is more important than ever,” Taylor said.
Brent Leary, founder and principal analyst at CRM Essentials says that there is clearly a future of work angle at play as the two companies come together. “I think moves like [today’s Slack announcements] are in response to where things are trending with respect to the future of work as we all find ourselves spending an increasing amount of time in front of webcams and microphones in our home offices meeting and collaborating with others,” he said.
Huddles is an example of how the company is trying to fix that screen fatigue from too many meetings or typing our thoughts. “This kind of ‘audio-first’ capability takes the emphasis off trying to type what we mean in the way we think will get the point across to just being able to say it without the additional effort to make it look right,” he said.
Leary added, “And not only will it allow people to just speak, but also allows us to get a better understanding of the sentiment and emotion that also comes with speaking to people and not having to guess what the intent/emotion is behind the text in a chat.”
As Karissa Bell pointed out on Engadget, Huddles also works like Discord’s chat feature in a business context, which could have great utility for Salesforce tools when it’s integrated with the Salesforce platform
While the regulatory machinations grind on, Slack continues to develop its platform and products. It will of course continue to operate as a stand-lone company, even when the mega deal finally closes, but there will certainly be plenty of cross-platform integrations.
Even if executives can’t discuss what those integrations could look like openly, there has to be a lot of excitement at Salesforce and Slack about the possibilities that these new tools bring to the table — and to the future of work in general — whenever the deal crosses the finish line.
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Slack’s new video and voice tools are nod to changing face of work
Slack started talking about a new set of communications tools to enhance the text-based channels at the end of last year. Today the company released a new audio tool called Slack Huddles and gave more details on a couple of other new tools including the ability to leave a video message and an enhanced employee directory, which you can access from inside Slack. All of these appear to have been designed with the changing nature of work in mind.
Let’s start with Slack Huddles, the audio tool that lets you have a real-time conversation with someone in Slack instead of typing out all of your thoughts. This will be much easier for people who find typing challenging, but the company also believes it will allow more spontaneous discussion, which mimics being in the office, at least to some degree.
“Huddles is a light-weight, audio-first way of communicating right in Slack. [It] recreates the spontaneous and serendipitous interactions that happen outside of scheduled meetings,” Tamar Yehoshua, chief product officer at Slack explained in a press briefing yesterday.
As companies continue to introduce more flexible working models, they will have to adjust how they work. Huddles is one way of thinking about that, says Slack CEO Stewart Butterfield.
“Some things can be synchronous, but only take three minutes. Instead of [scheduling a meeting for] next Tuesdays from 11:30 to 12 and [using] the whole half hour because that’s what we scheduled, it’s two or three minutes, right now, And if the conversation fizzles out in the Huddle you leave it open, maybe someone joins later and says something, which you wouldn’t do on a call,” Butterfield said.
And recognizing that not everyone will be able to hear, the new tool includes real-time transcription.
The company has also been talking about providing some kind of video message capability since last year. The idea is almost like a video voicemail or an Instagram Story where you shoot a short video and post it in Slack. “We’ve been thinking about it and we believe that by giving people a way to expressively and asynchronously share and consume information we can enable people to be more flexible in how they work, and reduce the need for video meetings,” Yehoshua said.
The new feature will enable Slack users to play back video, voice and screen recordings natively in Slack. People can record and upload short clips into a channel or DM, “enabling others to watch and respond on their own schedule,” she explained. While this feature isn’t ready to release yet, Yehoshua reported it is being piloted and will be available to paid teams some time in the coming months.
The last piece is based on the Rimeto acquisition, which Slack bought last year with an eye toward upping their corporate directory piece. The Rimeto product has in fact been repurposed as Slack Atlas, a corporate directory that users can access right in Slack, rather than moving to another program to find that information. It’s another way Slack can keep users in Slack to find the information that they need, while avoiding context switching. This is currently in limited customer testing, but should be available some time later this year, according to the company.
Slack first announced these tools last year, initially saying they were experimental, but quickly shifting them to the product road map. Butterfield appeared in a Clubhouse interview in March with former TechCrunch reporter Josh Constine, who is now a SignalFire investor ostensibly to talk about the future of work, but he also went into more detail about these tools for the first time.
It’s hard not to wrap this discussion into the future of work, and indeed Slack’s future as part of Salesforce, which bought the communications tool for $27 billion last year. Work is changing and Slack is looking to be a broader part of that solution, whatever the future holds.
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Device42 introduces multi-cloud migration analysis and recommendation tool
In 2020 lots of workloads shifted to the cloud due to the pandemic, but that doesn’t mean that figuring out how to migrate those workloads got any easier. Device42, a startup that helps companies understand their infrastructure, has a new product that is designed to analyze your infrastructure and make recommendations about the most cost-effective way to migrate to the cloud.
Raj Jalan, CEO and co-founder, says that the tool uses machine learning to help discover the best configuration, and supports four cloud vendors including AWS, Microsoft, Google and Oracle plus VMware running on AWS.
“The [new tool] that’s coming out is a multi-cloud migration and recommendation [engine]. Basically, with machine learning what we have done is in addition to our discovery tool […] is we can constantly update based on your existing utilization of your resources, what it is going to cost you to run these resources across each of these multiple clouds,” Jalan explained.
This capability builds on the company’s core competency, which is providing a map of resources wherever they exist along with the dependencies that exist across the infrastructure, something that’s extremely hard for organizations to understand. “Our focus is on hybrid IT discovery and dependency mapping, [whether the] infrastructure is on prem, in colocation facilities or in the cloud,” he said.
That helps Device42 customers see how all of the different pieces of infrastructure including applications work together. “You can’t find a tool that does everything together, and also gives you a very deep discovery where you can go from the physical layer all the way to the logical layer, and see things like, ‘this is where my storage sits on this web server…’,” Jalan said.
It’s important to note that this isn’t about managing resources or making any changes to allocation. It’s about understanding your entire infrastructure wherever it lives and how the different parts fit together, while the newest piece finds the most cost-effective way to migrate to the cloud it from its current location.
The company has been around since 2012, has around 100 employees. It has raised around $38 million including a $34 million Series A in 2019. It hasn’t required a ton of outside investment as Jalan reports they are cash flow positive with “decent growth.”
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Edge Delta raises $15M Series A to take on Splunk
Seattle-based Edge Delta, a startup that is building a modern distributed monitoring stack that is competing directly with industry heavyweights like Splunk, New Relic and Datadog, today announced that it has raised a $15 million Series A funding round led by Menlo Ventures and Tim Tully, the former CTO of Splunk. Previous investors MaC Venture Capital and Amity Ventures also participated in this round, which brings the company’s total funding to date to $18 million.
“Our thesis is that there’s no way that enterprises today can continue to analyze all their data in real time,” said Edge Delta co-founder and CEO Ozan Unlu, who has worked in the observability space for about 15 years already (including at Microsoft and Sumo Logic). “The way that it was traditionally done with these primitive, centralized models — there’s just too much data. It worked 10 years ago, but gigabytes turned into terabytes and now terabytes are turning into petabytes. That whole model is breaking down.”
Image Credits: Edge Delta
He acknowledges that traditional big data warehousing works quite well for business intelligence and analytics use cases. But that’s not real-time and also involves moving a lot of data from where it’s generated to a centralized warehouse. The promise of Edge Delta is that it can offer all of the capabilities of this centralized model by allowing enterprises to start to analyze their logs, metrics, traces and other telemetry right at the source. This, in turn, also allows them to get visibility into all of the data that’s generated there, instead of many of today’s systems, which only provide insights into a small slice of this information.
While competing services tend to have agents that run on a customer’s machine, but typically only compress the data, encrypt it and then send it on to its final destination, Edge Delta’s agent starts analyzing the data right at the local level. With that, if you want to, for example, graph error rates from your Kubernetes cluster, you wouldn’t have to gather all of this data and send it off to your data warehouse where it has to be indexed before it can be analyzed and graphed.
With Edge Delta, you could instead have every single node draw its own graph, which Edge Delta can then combine later on. With this, Edge Delta argues, its agent is able to offer significant performance benefits, often by orders of magnitude. This also allows businesses to run their machine learning models at the edge, as well.
Image Credits: Edge Delta
“What I saw before I was leaving Splunk was that people were sort of being choosy about where they put workloads for a variety of reasons, including cost control,” said Menlo Ventures’ Tim Tully, who joined the firm only a couple of months ago. “So this idea that you can move some of the compute down to the edge and lower latency and do machine learning at the edge in a distributed way was incredibly fascinating to me.”
Edge Delta is able to offer a significantly cheaper service, in large part because it doesn’t have to run a lot of compute and manage huge storage pools itself since a lot of that is handled at the edge. And while the customers obviously still incur some overhead to provision this compute power, it’s still significantly less than what they would be paying for a comparable service. The company argues that it typically sees about a 90 percent improvement in total cost of ownership compared to traditional centralized services.
Image Credits: Edge Delta
Edge Delta charges based on volume and it is not shy to compare its prices with Splunk’s and does so right on its pricing calculator. Indeed, in talking to Tully and Unlu, Splunk was clearly on everybody’s mind.
“There’s kind of this concept of unbundling of Splunk,” Unlu said. “You have Snowflake and the data warehouse solutions coming in from one side, and they’re saying, ‘hey, if you don’t care about real time, go use us.’ And then we’re the other half of the equation, which is: actually there’s a lot of real-time operational use cases and this model is actually better for those massive stream processing datasets that you required to analyze in real time.”
But despite this competition, Edge Delta can still integrate with Splunk and similar services. Users can still take their data, ingest it through Edge Delta and then pass it on to the likes of Sumo Logic, Splunk, AWS’s S3 and other solutions.
Image Credits: Edge Delta
“If you follow the trajectory of Splunk, we had this whole idea of building this business around IoT and Splunk at the Edge — and we never really quite got there,” Tully said. “I think what we’re winding up seeing collectively is the edge actually means something a little bit different. […] The advances in distributed computing and sophistication of hardware at the edge allows these types of problems to be solved at a lower cost and lower latency.”
The Edge Delta team plans to use the new funding to expand its team and support all of the new customers that have shown interest in the product. For that, it is building out its go-to-market and marketing teams, as well as its customer success and support teams.
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Salesforce, AWS announce extended partnership with further two-way integration
Salesforce and AWS represent the two most successful cloud companies in their respective categories. Over the last few years the two cloud giants have had an evolving partnership. Today they announced plans for a new set of integration capabilities to make it easier to share data and build applications that cross the two platforms.
Patrick Stokes, EVP and GM for Platform at Salesforce, points out that the companies have worked together in the past to provide features like secure sharing between the two services, but they were hearing from customers that they wanted to take it further and today’s announcement is the first step towards making that happen.
“[The initial phases of the partnership] have really been massively successful. We’re learning a lot from each other and from our mutual customers about the types of things that they want to try to accomplish, both within the Salesforce portfolio of products, as well as all the Amazon products, so that the two solutions complement each other really nicely. And customers are asking us for more, and so we’re excited to enter into this next phase of our partnership,” Stokes explained.
He added, “The goal really is to unify our platforms, so bring [together] all the power of the Amazon services with all of the power of the of the Salesforce platform.” These capabilities could be the next step in accomplishing that.
This involves a couple of new features the companies are working on to help developers on both the platform and application side of the equation. For starters that includes enabling developers to virtualize Amazon data inside Salesforce without having to do all the coding to make that happen manually.
“More specifically, we’re going to virtualize Amazon data within the Salesforce platform, so whether you’re working with an S3 bucket, Amazon RDS or whatever it is we’re going to make it so that that the data is virtualized and just appears just like it’s native data on the Salesforce platform,” he said.
Similarly, developers building applications on Amazon will be able to access Salesforce data and have it appear natively in Amazon. This involves providing connectors between the two systems to make the data flow smoothly without a lot of coding to make that happen.
The companies are also announcing event sharing capabilities, which makes it easier for both Amazon and Salesforce customers to build microservices-based applications that cross both platforms.
“You can build microservices-oriented architecture that spans the services of Salesforce and Amazon platforms, again without having to write any code. To do that, [we’re developing] out of the box connectors so you can click and drag the events that you want.”
The companies are also announcing plans to make it easier from an identity and access management perspective to access the platforms with a guided setup. Finally, the companies are working on applications to build Amazon Chime communications tooling into Service Cloud and other Salesforce services to build things like virtual call centers using AWS machine learning technology.
Amazon VP of Global Marketing Rachel Thorton says that having the two cloud giants work together in this way should make it easier for developers to create solutions that span the two platforms. “I just think it unlocks such possibilities for developers, and the faster and more innovative developers can be, it just unlocks opportunities for businesses, and creates better customer experiences,” Thornton said.
It’s worth noting that Salesforce also has extensive partnerships with other cloud providers including Microsoft Azure and Google Cloud Platform.
As is typically the case with Salesforce announcements, while all of these capabilities are being announced today, they are still in the development stage and won’t go into beta testing until later this year with GA expected sometime next year. The companies are expected to release more details about the partnership at Dreamforce and re:Invent, their respective customer conferences later this year.
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