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Higher Ground Labs is betting tech can help sway the 2020 elections for Democrats

When Shomik Dutta and Betsy Hoover first met in 2007, he was coordinating fundraising and get-out-the-vote efforts for Barack Obama’s first presidential campaign and she was a deputy field director for the campaign.

Over the next two election cycles the two would become part of an organizing and fundraising team that transformed the business of politics through its use of technology — supposedly laying the groundwork for years of Democratic dominance in organizing, fundraising, polling and grassroots advocacy.

Then came Donald J. Trump and the 2016 election.

For both Dutta and Hoover, the 2016 outcome was a wake-up call against complacency. What had worked for the Democratic party in 2008 and 2012 wasn’t going to be effective in future election cycles, so they created the investment firm Higher Ground Labs to provide financing and a launching pad for new companies serving Democratic campaigns and progressive organizations.

As the political world shifts from analog to digital, we need a lot more tools to capture that spend,” says Dutta. “Democrats are spending on average 70 cents of every dollar raised on television ads. We are addicted to old ways of campaigning. If we want to activate and engage an enduring majority of voters we have to go where they are (and that’s increasingly online) and we have to adapt to be able to have these conversations wherever they are.”

Social media and the rise of “direct to consumer” politics

While the Obama campaign effectively used the internet as a mobilization tool in its two campaigns, the lessons of social media and mobile technologies that offer a “direct-to-consumer” politics circumventing traditional norms have, in the ensuing years, been harnessed most effectively by conservative organizations, according to some scholars and activists.

“The internet is a tool and in that sense it’s neutral, but just like other communication tools from the past, people with more power, with more resources, with more organization, have been able to take advantage of it,” Jen Schradie, an assistant professor at the Observatoire sociologique du changement at Sciences Po in Paris, told Vox in an interview earlier this month.

Schradie is a scholar whose recent book, “The Revolution That Wasn’t,contends that the internet’s early application as a progressive organizing tool has been overtaken by more conservative elements. “The idea of neutrality seems more true of the internet because the costs of distributing information are dramatically lower than with something like television or radio or other communication tools,” she said. “However, to make full use of the internet, you still need substantial resources and time and motivation. The people who can afford to do this, who can fund the right digital strategy, create a major imbalance in their favor.”

Schradie contends that a web of privately funded think tanks, media organizations, talk radio and — increasingly — mobile applications have woven a conservative stitch into the fabric of social media. The medium’s own tendency to promote polarizing and fringe viewpoints also served to amplify the views of pundits who were previously believed to be political outliers.

Essentially, these sites have enabled commentators and personalities to create a patchwork of “grassroots” organizations and media operations dedicated to reaching an audience receptive to their particular political message that’s funded by billionaire donors and apolitical corporate ad dollars.

Then there’s the technology companies, like Cambridge Analytica, which improperly used access to Facebook data for targeting purposes — also financed by these same billionaires.

“The last six years have witnessed millions and millions of dollars of private Koch money and Mercer money that have gone to pretty sophisticated data and media efforts to advance the Republican agenda,” says Dutta. “I want to even the scale.”

Dutta is referring to Charles and David Koch and Robert Mercer, the scions and founder (respectively) of two family dynasties worth billions. The Koch brothers support a web of political advocacy groups, while Mercer and his daughter were large backers of Breitbart News and Cambridge Analytica, two organizations that arguably provided much of the policy underpinnings and online political machinery for the Trump presidential campaign.

But there’s also the simple fact that Donald Trump’s digital strategy director, Brad Parscale, was able to effectively and inexpensively leverage the social media tools and data troves amassed by the Republican National Committee that were already available to the candidate who won the Republican primary. In fact, in the wake of Romney’s loss, Republicans spent years building up profiles of 200 million Americans for targeted messaging in the 2016 election.

“Who controls Facebook controls the 2016 election,” Parscale said during a speaking engagement at the Romanian Academy of Sciences, according to a report in Forbes.

Parscale, now the campaign manager for the president’s 2020 reelection campaign recalled, “These guys from Facebook walked into my office and said: ‘we have a beta … it’s a new onboarding tool … you can onboard audiences straight into Facebook and we will match them to their Facebook accounts,’ ” according to Forbes .

During the 2016 campaign, Hillary Clinton’s team made 66,000 visual ads, according to Parscale, while the Trump campaign made 5.9 million ads by leveraging social media networks and the language of memes. And in the run-up to the 2020 election, Parscale intends to go back to the same well. The Trump campaign has already spent more than $5 million on Facebook ads in the current election cycle, according to The New York Times outspending every single Democratic candidate in the field and roughly all of the Democrats combined.

Reaching higher ground

Dutta and Hoover are working to offset this movement with investments of their own. Back in 2017, the two launched Higher Ground Labs, an early-stage company accelerator and investment firm dedicated to financing technology companies that could support progressive causes.

The firm has $15 million committed from investors, including Reid Hoffman, the co-founder of LinkedIn and a partner at Greylock; Ron Conway, the founder of SV Angel and an early backer of Google, Facebook and Twitter; Chris Sacca, an early investor in Uber; and Elizabeth Cutler, the founder of SoulCycle. Already, Higher Ground has invested in more than 30 companies focused on services like advocacy outreach, polling and campaign organizing — among others. 

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The latest cohort of companies to receive backing Higher Ground Labs

“It is vitally important that Democrats learn to do their campaigns online,” says Dutta. “The way you recruit volunteers; the way you poll sentiment; the way you target and mobilize voters has to be done with online tools and has to improve in the progressive movement and that’s the job of Higher Ground Labs to fix.”

For-profit companies have a critical role to play in election organizing and mobilization, Dutta says. Thanks to government regulation, only private companies are allowed to trade data across organizations and causes (provided they do it at fair market value). That means advocacy groups, unions and others can tap the information these companies collect — for a fee.

The Democratic Party already has one highly valued private company that it uses for its technology services. Formed from the merger of NGP Software and Voter Activation Network, two companies that got their start in the late 1990s and early 2000s, NGP VAN is the largest software and technology services provider for Democratic campaigns. It’s also a highly valued company, which received roughly $100 million in financing last year from the private equity firm Insight Venture Partners, according to people familiar with the investment. Terms of the deal were not disclosed.

“Our vision has been to build a platform that would break down the painful data silos that exist in the campaigns and nonprofit space, and to offer truly best-in-class digital, fundraising and organizing features that could serve both the largest and the smallest nonprofits and campaigns, all with one unified CRM,” wrote Stu Trevelyan, the chief executive of NGP VAN + EveryAction, in an August blogpost announcing the investment. “We’re so excited that others, like our new partners at Insight, share that vision, and we can’t wait to continue innovating and growing together in the coming years.”

Can startups lead the way?

Even as private equity dollars boost the firepower of organizations like NGP VAN, venture capitalists are financing several companies from the Higher Ground Labs portfolio.

Civis Analytics, a startup founded by the former chief analytics officer of Barack Obama’s 2012 reelection campaign, raised $22 million from outside investors, and counts Higher Ground Labs among its backers. Qriously, another Higher Ground Labs portfolio company, was acquired by Brandwatch, as was GroundBase, a messaging platform acquired by the nonprofit progressive advocacy organization ACRONYM.

Other companies in the portfolio are also attracting serious attention from investors. Standouts like Civis Analytics and Hustle, which raised $30 million last May, show that investors are buying into the proposition that these companies can build lasting businesses serving Democratic and progressive political campaigns and corporate businesses that would also like to rally employees or personalize a marketing pitch to customers.

These are companies like Change Research, an earlier-stage company that just launched from Higher Ground Labs accelerator last year. That company, founded by Mike Greenfield, a serial Silicon Valley entrepreneur who was the first data scientist working on the problem of fraud detection at PayPal, and Pat Reilly, a communications professional who worked with state and local Democratic politicians, is slashing the cost of political polling.

“I wanted to do something for American democracy to try and improve the state of things,” Greenfield said in an interview last year.

For Greenfield, that meant increasing access to polling information. He cited the test case of a Kansas special election in a district that Donald Trump had won by 27 points. Using his own proprietary polling data, Greenfield predicted that the Democratic challenger, James Thompson, would pose a significant threat to his Republican opponent, Mike Estes.

Estes went on to a 7% victory at the ballot, but Thompson’s campaign did not have access to polling data that could have helped inform his messaging and — potentially — sway the election, said Greenfield.

“Public opinion is used to ween out who can be most successful based on how much money they’re able to raise for a poll,” says Reilly. It’s another way that electoral politics is skewed in favor of the people with disposable income to spend what is a not-insignificant amount of money on campaigns.

Polls alone can cost between $20,000 to $30,000 — and Change Research has been able to cut that by 80% to 90%, according to the company’s founders.

“It’s safe to say that most of the world was stunned by the outcome [of the presidential election] because most polls predicted the opposite,” says Greenfield. “Being a good American and as a parent of a 10-year-old and a 12-year-old, providing forward-thinking candidates and causes with the kind of insight they needed to win up and down the ballot could not only be a good business, but really help us save our democracy.”

Change Research isn’t just polling for politicians. Last year, the company conducted roughly 500 polls for political candidates and advocacy groups.

“The way that I’ve described Change Research to investors is that we want to simultaneously move the world in a better direction and having a positive impact while building a substantial business,” says Greenfield. “We’re only going to work with candidates and causes that we’re aligned with.”

Being exclusively focused on progressive causes isn’t the liability that many in the broader business community would think, says Dutta. Many Democratic organizations won’t work with companies that sell services to both sides of the aisle.

For Higher Ground Labs, a stipulation for receiving their money is a commitment not to work with any Republican candidate. Corporations are okay, but conservative causes and organizations are forbidden.

“We’re in a moment of existential crisis in America and this Republican party is deeply toxic to the health and future of our country,” says Dutta. “The only path out of this mess is to vote Republicans out of office and to do that we need to make it easier for good candidates to run for office and to engage a broader electorate into voting regularly.”

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How to scale a start-up in school

Julianna Keeling
Contributor

Julianna Keeling is the founder of Terravive (sustainable packaging company). Formerly Product at Juicero.

If you’re serious about starting and scaling your business in school, treat your time in school like an extended incubator. While you may experience high levels of academic stress, your “real world” financial stress and transition to adulthood are buffered.

Understand why you’re in school

The key advantage of starting your business in school is that you have the time to test different ideas and evaluate which idea generates traction without high stakes. You will also gain key subject matter and operational knowledge that you can carry throughout your career.

The challenge of starting a business in school is that it is not easy to devote adequate focused energy to the growth of that business. Student founders cannot attend to the needs of their business whenever they feel like it. It’s a 24/7, 365 job that needs to be managed on top of rigorous schoolwork.

When I started Terravive, I spent at least 4-5 hours throughout each day speaking with our partners and customers and solving problems. Sometimes you must leave class and drop everything to put out fires.

The key to surmounting this challenge is to understand why you want to start this business. If you just want the recognition of starting a business, then I would recommend a different line of work to get the recognition you’re seeking.

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Image via Getty Images / creatarka

If you want to solve a problem that you see in the world and are willing to do anything and everything to realize your vision, then starting a business may be the right path. When you run into problems in the future or question why you’re making all these sacrifices, remember why you started.

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Salesforce’s Tableau acquisition is huge, but not the hugest

When you’re talking about 16 billion smackeroos, it’s easy to get lost in the big number. When Salesforce acquired Tableau this morning for $15.7 billion, while it was among the biggest enterprise deals ever, it certainly wasn’t the largest.

There was widespread speculation that when the new tax laws went into effect in 2017, and large tech companies could repatriate large sums of their money stored offshore, we would start to see a wave of M&A activity, and sure enough that’s happened.

As Box CEO Aaron Levie pointed out on Twitter, it also shows that if you can develop a best-of-breed tool that knocks off the existing dominant tool set, you can build a multibillion-dollar company. We have seen this over and over, maybe not $15 billion companies, but substantial companies with multibillion-dollar price tags.

Tableau is a perfect example of best-of-breed winning. 15 years ago the BI market was destined to be owned by incumbents, then simpler, better, more democratized software came along, and a $15B company was built.

— Aaron Levie (@levie) June 10, 2019

Last year alone we saw 10 deals that equaled $87 billion, with the biggest prize going to IBM when it bought Red Hat for a cool $34 billion, but even that wasn’t the biggest enterprise deal we could track down. In fact, we decided to compile a list of the biggest enterprise deals ever, so you could get a sense of where today’s deal fits.

Salesforce buys MuleSoft for $6.5 billion in 2018

At the time, this was the biggest deal Salesforce had ever done — until today. While the company has been highly acquisitive over the years, it had tended to keep the deals fairly compact for the most part, but it wanted MuleSoft to give it access to enterprise data wherever, it lived and it was willing to pay for it.

Microsoft buys GitHub for $7.5 billion in 2018

Not to be outdone by its rival, Microsoft opened its wallet almost exactly a year ago and bought GitHub for a hefty $7.5 billion. There was some hand-wringing in the developer community at the time, but so far, Microsoft has allowed the company to operate as an independent subsidiary.

SAP buys Qualtrics for $8 billion in 2018

SAP swooped in right before Qualtrics was about to IPO and gave it an offer it couldn’t refuse. Qualtrics gave SAP a tool for measuring customer satisfaction, something it had been lacking and was willing to pay big bucks for.

Oracle acquires NetSuite for $9.3 billion in 2016

It wasn’t really a surprise when Oracle acquired NetSuite. It had been an investor and Oracle needed a good SaaS tool at the time, as it was transitioning to the cloud. NetSuite gave it a ready-to-go packaged cloud service with a built-in set of customers it desperately needed.

Salesforce buys Tableau for $15.7 billion in 2019

That brings us to today’s deal. Salesforce swooped in again and paid an enormous sum of money for the Seattle software company, giving it a data visualization tool that would enable customers to create views of data wherever it lives, whether it’s part of Salesforce or not. What’s more, it was a great complement to last year’s MuleSoft acquisition.

Broadcom acquires CA Technologies for $18.9 billion in 2018

A huge deal in dollars from a year of big deals. Broadcom surprised a few people when a chip vendor paid this kind of money for a legacy enterprise software vendor and IT services company. The $18.9 billion represented a 20% premium for shareholders.

Microsoft snags LinkedIn for $26 billion in 2016

This was a company that Salesforce reportedly wanted badly at the time, but Microsoft was able to flex its financial muscles and come away the winner. The big prize was all of that data, and Microsoft has been working to turn that into products ever since.

IBM snares Red Hat for $34 billion in 2018

Near the end of last year, IBM made a huge move, acquiring Red Hat for $34 billion. IBM has been preaching a hybrid cloud approach for a number of years, and buying Red Hat gives it a much more compelling hybrid story.

Dell acquires EMC for $67 billion in 2016

This was the biggest of all, by far surpassing today’s deal. A deal this large was in the news for months as it passed various hurdles on the way to closing. Among the jewels that were included in this deal were VMware and Pivotal, the latter of which has since gone public. After this deal, Dell itself went public again last year.

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LinkedIn to shutter Chitu, its Chinese-language app, in July, redirects users to LinkedIn in Chinese

LinkedIn has long eyed China as an important country to offset slowing growth in more mature markets. But now it’s calling time on a localized effort after failing to see it pick up steam. The company has announced that it will be shutting down Chitu — a Chinese-only app it had built targeting younger people and those who had less of a need to network with people outside of the country — at the end of July.

The closure is notable for a couple of reasons.

First, it marks a retreat of sorts for LinkedIn in the country from building standalone apps to target younger users, and specifically those targeting young professionals, at the same time that LinkedIn also faces stiff competition from other services like Maimai and Zhaopin.

Second, Chitu was a rare (and possibly the only) example of an app from LinkedIn built specifically to target one non-English market — and a very big one at that — by building a social graph independent of LinkedIn’s. Chitu’s shutdown is therefore a sign of how LinkedIn ultimately didn’t succeed in that effort.

The company posted an announcement of the change in Chinese on Chitu’s website, and a spokesperson for LinkedIn confirmed the changes further in a statement provided to TechCrunch, where it described Chitu — which has been around since 2015 — as “one of many experiments.”

It also noted that it will be upgrading the LinkedIn core app as a “one-stop shop,” incorporating some of Chitu’s features, presumably in an effort to attract Chitu’s users rather than lose them altogether.

“Chitu will officially go offline at the end of July 2019,” the company noted in the statement. “In the future, we will focus on the continuous optimization and upgrade of the LinkedIn app, serving as a one-stop shop to accompany Chinese professionals along each step of their career development and connect to more opportunities.” We’ll post the full statement LinkedIn sent us at the bottom of this article.

LinkedIn first officially set up shop in China back in 2014 as “领英”. Its branding firm pointed out at the time that the characters’ pronunciation, “ling ying,” sounding a bit like “LinkedIn” and loosely meant “to lead elites.” It was initially established as a joint venture with Sequoia and CBC as it was still an independent company and not owned by Microsoft at the time.

LinkedIn already had users in the country at that point — some 4 million individuals and 80,000 companies were already using the English-language version of the site at the time — but the idea was to set up a local operation to seize the opportunity of creating services more tailored to the world’s biggest mobile market, which would include local language support, and to meet the regulatory demands of needing to establish local operations to do that. It included efforts to build integrations with other sites like WeChat, as well as bigger partnerships with the likes of Didi.

A year later, Derek Shen, the LinkedIn executive who led the launch of LinkedIn China, spearheaded the launch of Chitu.

The idea was to build a new app that could tap into the smartphone craze that had swept the country, in particular among younger users who had foregone using computers in favor of their hand-held devices that they used to regularly check in on apps like WeChat.

“In the past year, we have done a lot of localization efforts and achieved great results, such as deep integration with WeChat, Weibo, QQ mailbox, and Alibaba,” he wrote in an essay at the time (originally in Chinese).

“However, in general, we are still maintaining a global platform that is not evolving fast enough, and localization is not determined. We believe that only a product that is independent of the global platform can fully meet the unique needs of social networking in China, so that we can really run like a startup.”

LinkedIn would at the same time continue to build out the Chinese version of LinkedIn itself, targeting older and more premium users who might be interacting with people in other languages, like English.

From what we understand, Chitu had a good start, with millions of users signing up in the early years, beating LinkedIn itself on user retention rates and engagement.

But a source says that internally it faced some issues for trying to develop an ecosystem independent of the LinkedIn platform, which only became more challenging after Microsoft acquired the company, the source said. (He didn’t say why, but for starters it would have been more lucrative to monetise a single user base, and develop new features for a single platform, rather than do either across multiple apps.)

“After Microsoft acquired LinkedIn, independence became unthinkable,” the source said. “People with entrepreneurial DNA have all left, so it’s natural to shut down Chitu at this point.” It didn’t help that Shen himself left the company in 2017.

It’s unclear how many users Chitu ultimately picked up, but LinkedIn says that it has 47 million LinkedIn members in China, out of a total of 610 million globally. Notably, observers point out that its two big rivals Maimai and Zhaopin are both growing faster.

More generally, and likely to better compete against local players, LinkedIn tells us that it rebooted its growth strategy in the country last month. That new strategy appears to be based fundamentally on any new services or partnerships now stemming from one centralised platform.

“2.0 [as the new strategic effort is called] is built on LinkedIn’s vast global network of professionals with real identities and profiles as the foundation and providing a one-stop-shop services to our members and constructing an ecosystem in China,” a spokesperson said in response to a question we had about whether the company will continue to build out more partnerships with third parties. “We do not exclude any partners who participate in building this ‘one-stop-shop’ and eventually construct a powerful ecosystem.” 

Here is the full statement on the shut-down of Chitu:

China is core to LinkedIn’s mission and vision globally – creating economic opportunity to every member of the global workforce. Since entering China in 2014, LinkedIn has explored its development path within the Chinese market, adjusting short-term strategies according to changes in the market environment. This includes Chitu, which launched in 2015, to help LinkedIn expand the social network market through the mobile app.

Chitu is one of many experiments we conducted to continue to learn and provide more value to members. Other efforts include WeChat integration, Sesame Credit partnership etc. Based on user feedback and data analysis, we find that Chinese professionals are proactively seeking for career development opportunities. We incorporate many learnings and insights from Chitu into our new offerings on LinkedIn app that we believe will cover different needs and stages in professional and career development.

Chitu will officially go offline at the end of July 2019, following the completion of its historical mission. In the future, we will focus on the continuous optimization and upgrade of the LinkedIn app, serving as a one-stop shop to accompany Chinese professionals along each step of their career development and connect to more opportunities.

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Beyond costs, what else can we do to make housing affordable?

Daniel Wu
Contributor

Dan Wu is a privacy counsel and legal engineer at Immuta. He holds a JD from Harvard University, and is a PhD candidate for Social Policy and Sociology at The Harvard Kennedy School.

This week on Extra Crunch, I am exploring innovations in inclusive housing, looking at how 200+ companies are creating more access and affordability. Yesterday, I focused on startups trying to lower the costs of housing, from property acquisition to management and operations.

Today, I want to focus on innovations that improve housing inclusion more generally, such as efforts to pair housing with transit, small business creation, and mental rehabilitation. These include social impact-focused interventions, interventions that increase income and mobility, and ecosystem-builders in housing innovation.

Nonprofits and social enterprises lead many of these innovations. Yet because these areas are perceived to be not as lucrative, fewer technologists and other professionals have entered them. New business models and technologies have the opportunity to scale many of these alternative institutions — and create tremendous social value. Social impact is increasingly important to millennials, with brands like Patagonia having created loyal fan bases through purpose-driven leadership.

While each of these sections could be their own market map, this overall market map serves as an initial guide to each of these spaces.

Social impact innovations

These innovations address:

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LinkedIn integrates and updates jobs and hiring platforms, hits 20M job postings

LinkedIn, the social networking platform for the working world that’s now owned by Microsoft, has leveraged its role as a repository for people’s work profiles into making itself a job hunting and recruitment powerhouse.

The company today has amassed more than 20 million job listings — up from a mere 300,000  five years ago — and sees its 600 million users collectively apply to jobs 25 million times per week. That activity also translates to big business: paid subscriptions specifically aimed at recruiters, paid tiers for average users who want to have more access to contacting people for jobs, job ads and more all contribute to LinkedIn’s bottom line, a business that is projected to hit $6.4 billion in revenues for 2019, growing 27 percent in the last quarter.

Now, LinkedIn is stepping up a gear in the operation. After a two-year effort, LinkedIn is today announcing that it has finally integrated its jobs and hiring efforts and announcing a raft of new features for both.

On the jobs front, they include instant job alerts, a redesign of the Jobs home page, and more salary insights available to all users (including free users), with skills assessments coming soon.

On the recruitment front, LinkedIn Jobs, Recruiter, and Pipeline Builder are all coming together to create a more seamless way to manage how you post ads, source candidates and other leads and ultimately  interact with them in the process of hiring them.

“This will mean higher quality candiates, better jobs and a better fit,” VP of product John Jersin said in an interview. When asked why it took so long to integrate these tools — and why the process didn’t happen five years ago, for example, he answered that it was more of a consequence of how expectations have evolved as tech has evolved to question some of the silos that are incumbent to how we do business.

“We designed these systems in a way that worked well, but no one foresaw what we needed,” he said. “Advancements in AI have driven the strategy, and integrating all this means we can all learn better from each other.”

The new features that LinkedIn is bringing to jobseekers are responses to how our communications have evolved with the rise of the smartphone. It notes that jobseekers who respond to ads faster are more likely  to get the job, so now when a job gets posted that meet your search criteria, you can get a ping within minutes of the posting. Meanwhile, the redesign of the Jobs homepage is more mobile friendly, with added search features that take into account how you navigate on handheld devices.

The skill assessments, meanwhile, seems to me to be a direct response to the many new innovations we’ve seen among e-learning and recruitment startups, where companies like Coursera and Triplebyte are offering more tools to people to figure out where the best fit might be for their skills in the working world. LinkedIn notes that these can both be used by individuals to verify their skills — tackling a perennial problem with people putting empty claims on their resumes — and also recruiters to source people for jobs.

Important steps for the company, but there remain a lot of opportunities for smaller and newer upstarts to take bites out of LinkedIn’s business in areas where it is still being slow to develop.

For example, we’ve seen the emergence of interesting, more targeted recruitment startups that focus on, say, recruiting with racial diversity in mind (as in the case of Handshake) or focusing on, say, women returning to work after having children (as in the case of the Mom Project). While LinkedIn has made some baby steps (no pun intended) in this area, there is still a ways to go, opening the door to others to come in.

“This is a challenging and multifaceted problem,” admitted Jersin, “but LinkedIn is committed to trying to solve it.” He said the company has quietly started to work on ways of picking up more information that “could be more useful” in addressing questions like these. “One thing that is important is a sense of trust,” he noted as one of the challenges that needs to be tackled online. “I think we are very lucky to be one of the few companies out there that can say that we would use this information responsibly, in the interests of jobseeker.”

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Market map: the 200+ innovative startups transforming affordable housing

Daniel Wu
Contributor

Dan Wu is a privacy counsel and legal engineer at Immuta. He holds a JD from Harvard University, and is a PhD candidate for Social Policy and Sociology at The Harvard Kennedy School.

In this section of my exploration into innovation in inclusive housing, I am digging into the 200+ companies impacting the key phases of developing and managing housing.

Innovations have reduced costs in the most expensive phases of the housing development and management process. I explore innovations in each of these phases, including construction, land, regulatory, financing, and operational costs.

Reducing Construction Costs

This is one of the top three challenges developers face, exacerbated by rising building material costs and labor shortages.

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Innovations in inclusive housing

Daniel Wu
Contributor

Dan Wu is a privacy counsel and legal engineer at Immuta. He holds a JD from Harvard University, and is a PhD candidate for Social Policy and Sociology at The Harvard Kennedy School.

Housing is big money. The industry has trillions under management and hundreds of billions under development.

And investors have noticed the potential. Opendoor raised nearly $1.3 billion to help homeowners buy and sell houses more quickly. Katerra raised $1.2 billion to optimize building development and construction, and Compass raised the same amount to help brokers sell real estate better. Even Amazon and Airbnb have entered the fray with high-profile investments.

Amidst this frenetic growth is the seed of the next wave of innovation in the sector. The housing industry — and its affordability problem — is only likely to balloon. By 2030, 84% of the population of developed countries will live in cities.

Yet innovation in housing lags compared to other industries. In construction, a major aspect of housing development, players spend less than 1% of their revenues on research and development. Technology companies, like the Amazons of the world, spend nearly 10% on average.

Innovations in older, highly regulated industries, like housing and real estate, are part of what Steve Case calls the “third wave” of technology. VCs like Case’s Revolution Fund and the SoftBank Vision Fund are investing billions into what they believe is the future.

These innovations are far from silver bullets, especially if they lack involvement from underrepresented communities, avoid policy and ignore distributive questions about who gets to benefit from more housing.

Yet there are hundreds of interventions reworking housing that cannot be ignored. To help entrepreneurs, investors and job seekers interested in creating better housing, I mapped these innovations in this package of articles.

To make sense of this broad field, I categorize innovations into two main groups, which I detail in two separate pieces on Extra Crunch. The first (Part 1) identifies the key phases of developing and managing housing. The second (Part 2) section identifies interventions that contribute to housing inclusion more generally, such as efforts to pair housing with transit, small business creation and mental rehabilitation.

Unfortunately, many of these tools don’t guarantee more affordability. Lowering acquisition costs, for instance, doesn’t mean that renters or homeowners will necessarily benefit from those savings. As a result, some tools likely need to be paired with others to ensure cost savings that benefit end users — and promote long-term affordability. I detail efforts here so that mission-driven advocates as well as startup founders can adopt them for their own efforts.


Topics We Explore

Today:

Coming Tomorrow:

  • Part 2. Other contributions to housing affordability
    • Social Impact Innovations
    • Landlord-Tenant Tools
    • Innovations that Increase Income
    • Innovations that Increase Transit Accessibility and Reduce Parking
    • Innovations that Improve the Ability to Regulate Housing
    • Organizations that Support the Housing Innovation Ecosystem
    • This Is Just the Beginning
    • I’m Personally Closely Watching the Following Initiatives
    • The Limitations of Technology
    • Move Fast and Protect People


Please feel free to let me know what else is exciting by adding a note to your LinkedIn invite here.

If you’re excited about this topic, feel free to subscribe to my future of inclusive housing newsletter by viewing a past issue here.

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Adobe announces deeper data sharing partnership with Microsoft around accounts

Microsoft and Adobe have been building a relationship for some time, and today at Adobe Summit in Las Vegas the two companies announced a deeper integration between the two platforms.

It involves sharing Marketo data, the company that Adobe acquired last September for $4.75 billion. Because it’s marketers, they were duty-bound to give it a new name. This data-sharing approach is being dubbed Account Based Experience, or ABX for short. The two companies are sharing data account data between a number of sources, including Marketo Engage in Adobe Experience Cloud and Microsoft Dynamics 365 for Sales, as well as the LinkedIn, the business social platform Microsoft bought in 2016 for a whopping $26.2 billion.

Microsoft has been trying to find ways to put that LinkedIn data to work, and tools like Marketo can use the data in LinkedIn to understand their account contacts better. Steve Lucas, former CEO at Marketo, who is now senior vice president and head of the Marketo team at Adobe, says accounts tend to be much more complex sales than selling to individuals, involving multiple decision makers. It’s a sales cycle that can stretch on for months, and having access to additional data about the account contacts can have a big impact.

“With these new account-based capabilities, marketing and sales teams will have increased alignment around the people and accounts they are engaging, and new ways to measure that business impact,” Lucas explained in a statement.

Brent Leary, principal at CRM Essentials, who has been working in CRM, customer service and marketing for years, sees this as a useful partnership for customers from both vendors. “Integrating Microsoft Dynamics and LinkedIn more closely with Marketo gives Adobe’s Experience Cloud some great data to leverage in order to have a more complete picture of B2B customers,” Leary told TechCrunch.

The goal is to close complex sales, and having access to more complete data across the two product sets can help achieve that.

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Truepill, the ‘AWS for pharmacies,’ gets $10M from Initialized Capital

Venture capitalists’ latest on-demand delivery bet is in the pharmaceutical space.

Truepill, an online pharmacy powering delivery for the likes of Hims, Nurx, LemonAID and other direct-to-consumer healthcare brands, has nabbed a $10 million Series A from early-stage VC fund Initialized Capital. The investment brings the Y Combinator graduate’s total raised to $13.4 million. Y Combinator, Sound Ventures, Tuesday Capital and others participated in the round.

Founded in 2016, the San Mateo-based startup employs 150 workers and plans to expand its team and fulfillment facilities into the U.K. with the fresh funding. Truepill is currently active in all 50 states and has delivered 1 million subscriptions for birth control, erectile dysfunction medication, hair loss treatment and more.

It is, as co-founders Sid Viswanathan and Umar Afridi explained, Amazon Web Services for pharmacies.

“We are really only scratching the surface of where this telemedicine landscape is going to go,” Viswanathan, who became a product manager at LinkedIn after the social network acquired his transcription service CardMunch, told TechCrunch. “We are catering to this first wave of those companies and we want to be that pharmacy fulfillment service powering that entire shift … We want to build the next generation of pharmacy infrastructure.”

Afridi, for his part, previously spent more than a decade as a pharmacist at retail chains like CVS and Fred Meyer.

In addition to operating a prescription delivery service, Truepill provides a set of APIs that give its customers programmatic access to its pharmacy and allows brands to fully customize packaging.

Foundation Capital, Index Ventures, Social Capital, Box Group and Joe Montana are also Truepill stakeholders.

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