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While retail investors grew more comfortable buying cryptocurrencies like Bitcoin and Ethereum in 2021, the decentralized application world still has a lot of work to do when it comes to onboarding a mainstream user base.
Phantom is part of a new class of crypto startups looking to build infrastructure that streamlines blockchain-based applications and provides a more user-friendly UX for navigating the crypto world, something that can make the entire space more approachable to a non-developer audience. Users can download the Phantom wallet to their browsers to interact with applications, swap tokens and collect NFTs.
The crypto wallet startup has banked a $9 million Series A round led by Andreessen Horowitz (a16z), with Variant Fund, Jump Capital, DeFi Alliance, Solana Foundation and Garry Tan also participating. The round, which closed earlier this summer, comes as some venture capital firms embrace a crypto future even as volatility continues to envelop the broader market. Last month, a16z announced a whopping 2.2 billion crypto fund, the firm’s largest vertical-specific investment vehicle ever.
Image via Phantom
The co-founding team of CEO Brandon Millman, CPO Chris Kalani and CTO Francesco Agosti all come aboard from crypto infrastructure startup 0x.
At the moment, Phantom is best-known among the Solana community, where it has become the go-to wallet for applications on that blockchain. The startup’s ambition is to interface with more and more networks, currently building out compatibility with Ethereum and looking to embrace other blockchains, aiming to be a product built for a “multichain world,” Millman tells TechCrunch.
Alongside building out support for other networks, Phantom wants to build more sophisticated DeFi mechanisms right into their wallet, allowing users to stake cryptocurrencies and swap more tokens inside the wallet.
The startup says they have some 40,000 users of their existing wallet product.
Building out a presence on the popular Ethereum blockchain, which already has a handful of popular wallet providers, will be a challenge, but Phantom’s broadest challenge is helping a new breed of crypto-curious users interface with a network of apps that still have a long way to go when it comes to being mainstream-friendly.
“The entire space is kind of stuck in this ‘built by developers for other developers mode,’ ” Millman says. “This bar has been kind of stuck there, and no one is really stepping up to push the bar up higher.”
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Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines.
First and foremost, Equity was nominated for a Webby for “Best Technology Podcast”! Drop everything and go Vote for Equity! We’d appreciate it. A lot. And even if we lose, well, we’ll keep doing our thing and making each other laugh. (Note: We are in last place, which is, well, something.)
Regardless, the Equity team got together once again this week to not only go over the news of the week, but also to do a little soul searching. You see, some news broke yesterday, so we figured that we had to talk about it in our usual style. So, here’s the rundown:
We are back Monday morning with our weekly kick-off show. Have a great weekend!
Equity drops every Monday at 7:00 a.m. PST, Wednesday, and Friday at 6:00 AM PST, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts!
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Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines.
This is Equity Monday, our weekly kickoff that tracks the latest big news, chats about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You can follow the show on Twitter here and myself here — and don’t forget to check out last Friday’s episode that we wound up titling “Fortnite is actually a SaaS company.”
It makes sense in context, I promise.
Anyway, here’s what’s on today’s show:
This has been a wild day to start the week, but with good news.
I suppose a vaccine was always going to eventually make it to this step, but, that said, the United States is seeing record COVID-19 cases today. So mask up and let’s get as many of us across the line as we can.
Equity drops every Monday at 7:00 a.m. PDT and Thursday afternoon as fast as we can get it out, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts.
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European entrepreneurs who want to launch startups could do worse than Switzerland.
In a report analyzing Europe’s general economic health, cost of doing business, business environment and labor force quality, analysts looked for highly educated populations, strong economies, healthy business environments and relatively low costs for conducting business. Switzerland ended up ranking third out of 31 European nations, according to Nimblefins. (Germany and the UK came out first and second, respectively).
According to official estimates, the number of new Swiss startups has skyrocketed by 700% since 1996. Zurich tends to take the lion’s share, as the city’s embrace of startups has jump-started development, although Geneva and Lausanne are also hotspots.
As well as traditional software engineering startups, Switzerland’s largest city boasts a startup culture that emphasizes life sciences, mechanical engineering and robotics. Compared to other European countries, Switzerland has a low regulatory burden and a well-educated, highly qualified workforce. Google’s largest R&D center outside of the United States is in Zurich.
But it’s also one of the more expensive places to start a business, due to its high cost of living, salary expectations and relatively small labor market. Native startups will need 25,000 Swiss Francs to open an LLC and 50,000 more to incorporate. While they can withdraw those funds from the business the next day, local founders must still secure decent backing to even begin the work.
This means Switzerland has gained a reputation as a place to startup — and a place to relocate, which is something quite different. It’s one reason why the region is home to many fintech businesses born elsewhere that need proximity to a large banking ecosystem, as well as the blockchain/crypto crowd, which have found a highly amenable regulatory environment in Zug, right next door to Zurich. Zurich/Zug’s “Crypto Valley” is a global blockchain hotspot and is home to, among others, the Ethereum Foundation.
Lawyers and accountants tend to err on the conservative side, leading to a low failure rate of businesses but less “moonshot innovation,” shall we say.
But in recent years, corporate docs are being drawn up in English to facilitate communication both inside Switzerland’s various language regions and foreign capital, and investment documentation is modeled after the U.S.
Ten years ago startups were unusual. Today, pitch competitions, incubators, accelerators, VCs and angel groups proliferate.
The country’s Federal Commission for Technology and Innovation (KTI) supports CTI-Startup and CTI-Invest, providing startups with investment and support. Venture Kick was launched in 2007 with the vision to double the number of spin-offs from Swiss universities and draws from a jury of more than 150 leading startup experts in Switzerland. It grants up to CHF 130,000 per company. Fundraising platforms such as Investiere have boosted the angel community support of early funding rounds.
Swiss companies, like almost all European companies, tend to raise lower early-stage rounds than U.S. ones. A CHF 1-2 million Series A or a CHF 5 million Series B investment is common. This has meant smaller exits, and thus less development for the ecosystem.
These are the investors we interviewed:
Jasmin Heimann, partner, Ringier Digital Ventures
What trends are you most excited about investing in, generally?
Consumer-facing startups with first revenues.
What’s your latest, most exciting investment?
AirConsole — a cloud-gaming platform where you don’t need a console and can play with all your friends and family.
Are there startups that you wish you would see in the industry but don’t? What are some overlooked opportunities right now?
I really wish that the business case for social and ecological startups will finally be proven (kind of like Oatly showed with the Blackstone investment). I also think that femtech is a hyped category but funding as well as renown exits are still missing.
What are you looking for in your next investment, in general?
I am looking for easy, scalable solutions with a great team.
Which areas are either oversaturated or would be too hard to compete in at this point for a new startup? What other types of products/services are you wary or concerned about?
I think the whole scooter/mobility space is super hyped but also super capital intensive so I think to compete in this market at this stage is hard. I also think that the whole edtech space is an important area of investment, but there are already quite a lot of players and it oftentimes requires cooperation with governments and schools, which makes it much more difficult to operate in. Lastly, I don’t get why people still start fitness startups as I feel like the market has reached its limits.
How much are you focused on investing in your local ecosystem versus other startup hubs (or everywhere) in general? More than 50%? Less?
Switzerland makes — maximum — half of our investments. We are also interested in Germany and Austria as well as the Nordics.
Which industries in your city and region seem well-positioned to thrive, or not, long term? What are companies you are excited about (your portfolio or not), which founders?
Zurich and Lausanne are for sure the most exciting cities, just because they host great engineering universities. Berne is still lagging behind but I am hoping to see some more startups emerging from there, especially in the medtech industry.
How should investors in other cities think about the overall investment climate and opportunities in your city?
Overall, Switzerland is a great market for a startup to be in — although small, buying power is huge! So investors should always keep this in mind when thinking about coming to Switzerland. The startup scene is pretty small and well connected, so it helps to get access through somebody already familiar with the space. Unfortunately for us, typical B2C cases are rather scarce.
Do you expect to see a surge in more founders coming from geographies outside major cities in the years to come, with startup hubs losing people due to the pandemic and lingering concerns, plus the attraction of remote work?
I think it is hard to make any kind of predictions. But on the one hand, I could see this happening. On the other hand, I also think that the magic of cities is that there are serendipity moments where you can find your co-founder at a random networking dinner or come across an idea for a new venture while talking to a stranger. These moments will most likely be much harder to encounter now and in the next couple of months.
Which industry segments that you invest in look weaker or more exposed to potential shifts in consumer and business behavior because of COVID-19? What are the opportunities startups may be able to tap into during these unprecedented times?
I think travel is a big question mark still. The same goes for luxury goods, as people are more worried about the economic situation they are in. On the other hand, remote work has seen a surge in investments. Also sustainability will hopefully be put back on the agenda.
How has COVID-19 impacted your investment strategy? What are the biggest worries of the founders in your portfolio? What is your advice to startups in your portfolio right now?
Not much. I think we allocated a bit more for the existing portfolio but otherwise we continue to look at and discuss the best cases. The biggest worries are the uncertainties about [what] the future might look like and the related planning. We tell them to first and foremost secure cash flow.
Are you seeing “green shoots” regarding revenue growth, retention or other momentum in your portfolio as they adapt to the pandemic?
Totally! Some portfolio companies have really profited from the crisis, especially our subscription-based models that offer a variety of different options to spend time at home. The challenge now is to keep up the momentum after the lockdown.
What is a moment that has given you hope in the last month or so? This can be professional, personal or a mix of the two.
What gives me hope is to see that people find ways to still work together — the amount of online events, office hours, etc. is incredible. I see the pandemic also as a big opportunity to make changes in the way we worked and the way things were without ever questioning them.
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Today’s the day! This afternoon at 2 p.m. EDT/11 a.m. PDT, Yext CEO Howard Lerman will join TechCrunch for a live chat.
The conversation is part of our continuing Extra Crunch Live series, now in its second season. What are we up to in the second installment of the conversations? The same as before, bringing the most interesting founders and investors ’round for a chat that you can contribute to by bringing your own questions. (Make sure you’re signed up so you can jump right in.)
As we wrote last week, Lerman is not just another public company CEO: His company, Yext, has some old-fashioned history with TechCrunch, having pitched at one of our events back in 2009. It went well, with Yext quickly raising money afterward.
We’ll spend a little bit of time in the past talking about Yext’s history as a startup. I want to know at what stage did Howard begin to consciously prep Yext for an IPO — the company went public in 2017 — and how long until he felt the company was ready? Given that we just came off one of the most active quarters in recent history for technology companies going public, it’s a good time to dig into the matter.
We’ll also get Howard’s take on the public markets in 2020 and whether he was happy with Yext’s IPO timing.
For the early-stage founders in the crowd, we have stuff prepped for you as well. Yext has moved from a business best-known for building a system that helps companies keep their diverse online listings up to date with their most pertinent information, to a search-first company that is leading its customer acquisition cycles with its “Answers” product.
How did the company manage to build the latter while eating off the former, and how has the company balanced its continued development since? What can startups learn from the choices that Yext has made?
And, TechCrunch recently reviewed Howard’s social media posts regarding Black Lives Matter: “As CEO, I will see to it that our company continues to be advocates for equality and justice.” So, how does he view the role of politics inside of tech companies, and what advice does he have for founders who are looking to build a lasting culture?
It’s going to be a great chat. Make sure you’ve signed up for Extra Crunch and I’ll see you in a few hours.
Bring your best questions. Howard is a good chat, so he’ll have something to say if you ask something great. Details after the jump.
Below are links to add the event to your calendar and to save the Zoom link. We’ll share the YouTube link shortly before the discussion:
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When Microsoft introduced its customer data platform last February, the focus was on simply connecting silos of data to help customers get the data into the system. But as the pandemic has taken hold this year, customers need deeper insight into their customers, and Microsoft has made some enhancements to the platform today.
James Phillips, president of Microsoft Business Applications Group, says the goal of the platform is about understanding customers at a deeper level. “From that depth of understanding our customers can engage their customers through the entirety of the customer lifecycle,” Phillips told TechCrunch.
That could involve a variety of activities, such as personalizing offers, speaking to them in a way that they know their customers want to be spoken to, offering them new products and services that better meet their needs or supporting them better, he said.
He adds that COVID-19 has changed customer priorities and forced them to make adjustments to the way they do business and how they interact with customers. “As everything’s gone digital, the need to deeply understand your customer and to increase the efficacy of those engagements has really been heightened through this pandemic,” he said.
The company is announcing several new components to the customer data platform product to help customers build that understanding. The first is called Engagement Insights, which, as the name implies takes, all that data they’ve pushed to the CDP to help understand how the company is engaging with the customer better and deliver more meaningful interactions. That goes into preview today.
“Engagement Insights is about directly funneling web, mobile and connected product data back into Customer Insights to help continue to enrich that understanding of the customer in order to better serve them,” he said.
The next piece is about putting AI to work on all that data to allow marketers to make more educated predictions about the customers based on what they know about them. This takes advantage of Azure Synapse Analytics and provides a set of pre-built AI templates to help customers with elements like predicting customer churn, automating product recommendations and estimating customer lifetime value.
In addition, the company is offering a data governance product to help protect that data, and it’s integrating with Microsoft Customer Voice, the company’s survey tool to give customers the ability to fill in the blanks in the data by asking the customers when all of the data doesn’t provide an answer.
Phillips says all of these capabilities are about helping customers be more agile, so that as the world shifts, as it has so dramatically this year, businesses can be in a better position to react to those changes more quickly and meet the changing customer requirements.
It’s worth noting that Microsoft clearly isn’t alone in this type of offering, as every big company that sells marketing tools from Adobe to Salesforce to SAP is offering similar products for similar reasons.
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After the last few weeks of IPOs, you’d be forgiven if you missed Corsair Gaming’s own public offering.
The company is not our usual fare. Here at TechCrunch, we care a lot of about startups, usually technology startups, which often collect capital from private sources on their way to either the bin, an IPO or a buyout.
Corsair is some of those things. It is a private company that builds technology products and it has raised some money while private. But from there it’s a slim list. The company was founded in 1994, making it more a mature business than a startup. And it sold a majority of itself to a private equity group in 2017, valued at $525 million at the time.
The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.
Fair enough. But flipping through the company’s S-1 filings this morning over coffee, I was impressed all the same and want to walk you through a few of the company’s numbers.
If you care about the impending public debuts of Asana (more here) and Palantir (more here) that we expect next week, Corsair will not provide much directional guidance. But its IPO will be a fascinating debut all the same.
Corsair has managed to stay in the gaming hardware world since I was in short pants, and, even better, has managed to turn the streaming boom into material profit. Its S-1 is an interesting document to read. So let’s get into it, because Corsair Gaming is expected to price later today and trade tomorrow morning.
As with any private-equity-backed IPO, the company’s SEC filings are a mess of predecessor and successor companies, along with long sections that, once you boil them down, ensure that the private equity firm will retain control.
But once you parse the firm’s numbers, here’s the gist from the first six months of 2020:
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Glasgow, Scotland-based video interview startup Willo has scored a £250,000 (~$320k) seed round of funding after watching demand for its asynchronous Q&A style video platform leap up during the COVID-19 lockdown.
Guernsey-based VC firm 1818 Venture Capital is investing in the seed round, with Willo board members Steve Perry, Stefan Ciecierski and Peter Preston also kicking in a smaller chunk of the capital.
The 2018-founded startup says usage of its SaaS platform has grown at least 80% each month since April, after the UK went into a nationwide lockdown to slow the spread of the novel coronavirus.
Customers have also been finding new uses for the product beyond video interviews — such as for reviews, training, and learning and development — as remote working has been supercharged by the pandemic.
“We have over 1,000 users in 60+ countries — growing 2x faster this month than previous months!” says CEO and founder, Euan Cameron. “Core industries are recruitment, customer research, learning and development and non-profits for volunteers etc.”
The seed funding will be put towards accelerating Willo’s international growth — with a recruitment drive that will add 24 members of staff planned, in addition to spending on further product development.
Cameron confirms it’s working on adding real-time video to the platform, when we ask — so it’s gunning to go after a slice of Zoom (et al)’s lunch.
“Our core product offering is simple, affordable async video communication. However, we are currently in development of a realtime (Live) interviewing option so that organisations can seamlessly flip from an asynchronous video into a realtime one,” he says.
Currently Willo offers an interface that let employers pose questions for candidates/staff to respond to by recording a video response. The platform stores all videos in a dashboard for easy reviewing and sharing.
For the recruitment use-case it also offers a question bank — letting employers choose from “hundreds” of pre-written questions to shave a little friction off the recruitment process.
Expanding on some of the additional uses customers have been finding for the platform during the pandemic, Cameron tells TechCrunch: “We have an education charity in the UK (Worktree) who use Willo to ask people in successful careers around the world about their job and their career path. Worktree then provides these videos to kids in schools to help them make career choices.
“A business in Europe uses Willo to identify niche influencers who have potential and bring them on board a training and development program.”
Another example he gives is a university in India that’s using it to find and enrol software engineers for a degree course. Businesses are also using it to obtain customer testimonials and for customer research. And of course Willo’s own VC investor is a user — having adopted the platform for all new business pitches.
“Every new business must go through Willo as part of what they have branded their ‘Ten Minute Pitch’. They connect Willo to Calendy to automate this workflow which is cool,” he notes, adding: “What is most interesting is that all of these examples previously used to rely on face-to-face meetings or video calls, but they had to adapt.”
Willo is also putting a tentative toe into the waters of artificial intelligence for the hiring use-case, although he says its roadmap has shifted to focus more on chasing growth as a result of the pandemic lockdown effect.
Its website trails an “AI-powered” beta feature that’s doing keyword analysis with the aim of identifying personality and behavioral traits, based on how candidates speak.
Asked about this, Cameron says: “Currently, our AI which is in beta is purely focused on the transcription of the audio, we are working hard on not only transcribing accurately but also creating keyword trends. For example, if you are an analytical person we can identify that and call it out to the organisation by looking at common words and themes within your interview.”
“This is very much in its infancy as COVID-19 has pushed us to focus on delivering what we already do at scale and for the many additional use cases [mentioned previously],” he adds.
Applying algorithms to automate elements of the hiring process is something a growing number of startups have been dabbling in in recent years. Although there can be legal risks around bias/discrimination when applying such tools — given the varied and often complex patchworks of applicable laws in different jurisdictions. (In the UK, for example, equality, employment and data protection law may all need to be considered.)
Asked how Willo is avoiding the risk of AI-powered keyword analysis leading to unfair/unequal effects for interview candidates, Cameron says: “Regarding UK equality law we have been working with organisations on a 1-to-1 basis around training and development of their own staff to ensure that they are using Willo as a tool for good. We believe that the same bias and discrimination would occur in a face-to-face or live video interview so it is a case of eradicating that from the individuals through training. We partner with an HR consultancy to help deliver this training when requested.”
“We are working with an incredibly experienced data and compliance expert to ensure we introduce AI effectively, legally and to the benefit of both interviewer and interviewee,” he adds.
“Our core values are always to be transparent and ensure that we are adding value for all users. One of the challenges with AI at Willo is to ensure that we continue to enhance the human interactions at scale — the number one piece of feedback we receive from users is that they loved seeing and hearing from people — so we never want to automate that out of the product.”
On the competitive front, Cameron lists Sparkhire, Vidcruiter and Recright as “key” competitors though he notes that Willo, which offers a freemium tier, is positioning itself to be accessible for a wider range of users.
“They all focus primarily on recruitment and are prohibitively expensive for most SMEs and start-ups. I believe that video interviewing should benefit everyone, not just large multinationals,” he adds.
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In the early days, Microsoft had misgivings about calling the Surface Duo a phone. Asked to define it as such, the company has had the tendency to deflect with comments like, “Surface Duo does much more than make phone calls.” Which, to be fair, it does. And to also be fair, so do most phones. Heck, maybe the company is worried that the idea of a Microsoft Phone still leaves a bitter taste in some mouths.
The Duo is an ambitious device that is very much about Microsoft’s own ambitions with the Surface line. The company doesn’t simply want to be a hardware manufacturer — there are plenty of those in the world. It wants to be at the vanguard of how we use our devices, going forward. It’s a worthy pursuit in some respects.
After all, for all of the innovations we’ve seen in mobile in the past decade, the category feels static. Sure there’s 5G. Next-gen wireless was supposed to give the industry a temporary kick in the pants. That it hasn’t yet has more to do with external forces (the pandemic caught practically everyone off guard), but even so, it hardly represents some radical departure for mobile hardware.
What many manufacturers do seem to agree on is that the next breakthrough in mobile devices will be the ability to fit more screen real estate into one’s pocket. Mobile devices are currently brushing up against the upper threshold of hardware footprint, in terms of what we’re capable of holding in our hands and willing to carrying around in our pockets. Breakthroughs in recent years also appear to have gotten us close to a saturation point in terms of screen-to-body ratio.
Foldable screens are a compelling way forward. After years of promise, the technology finally arrived as screens appeared to be hitting an upper limit. Of course, Samsung’s Galaxy Fold stumbled out of the gate, leaving other devices like the Huawei Mate X scrambling. That product finally launched in China, but seemed to disappear from the conversation in the process. Motorola’s first foldable, meanwhile, was a flat-out dud.
Announced at a Surface event last year, the Duo takes an entirely different approach to the screen problem — one that has strengths and weaknesses when pitted against the current crop of foldables. The solution is a more robust one. The true pain point of foldables has always been the screen itself. Microsoft sidesteps this by simply connecting two screens. That introduces other problems, however, including a sizable gap and bezel combination that puts a decided damper on watching full-screen video.
Microsoft is far from the first company to take a dual-screen approach, of course. ZTE’s Axon M springs to mind. In that case — as with others — the device very much felt like two smartphones stuck together. Launched at the height of ZTE’s experimental phase, it felt like, at best, a shot in the dark. Microsoft, on the other hand, immediately sets its efforts apart with some really solid design. It’s clear that, unlike the ZTE product, the Duo was created from the ground up.
Image Credits: Brian Heater
The last time I wrote about the Duo, it was a “hands-on” that only focused on the device’s hardware. That was due, in part, to the fact that the software wasn’t quite ready at the time of writing. Microsoft was, however, excited to show off the hardware — and for good reason. This really looks and feels nice. Aesthetically, at least, this thing is terrific. It’s no wonder that this is the first device I’ve seen in a while that legitimately had the TechCrunch staff excited.
While the Surface Duo is, indeed, a phone, it’s one that represents exciting potential for the category. And equally importantly, it demonstrates that there is a way to do so without backing into the trappings of the first generation of foldables. In early briefings with the device, Surface lead Panos Panay devoted a LOT of time to breaking down the intricacies of the design decisions made here. To be fair, that’s partially because that’s pretty much his main deal, but I do honestly believe that the company had to engineer some breakthroughs here in order to get hardware that works exactly right, down to a fluid and solid hinge that maintains wired connections between the two displays.
There are, of course, trade-offs. The aforementioned gap between screens is probably the largest. This is primarily a problem when opening a single app across displays (a trick accomplished by dragging and dropping a window onto both screens in a single, fluid movement). This is likely part of the reason the company is positioning this is as far more of a productivity app than an entertainment one — in addition to all of the obvious trappings of a piece of Microsoft hardware.
Image Credits: Brian Heater
The company took great pains to ensure that two separate apps can open on each of the screens. And honestly, the gap is actually kind of a plus when multitasking with two apps open, creating a clear delineation between the two sides. And certain productivity apps make good use of the dual screens when spanning both. Take Gmail, which offers a full inbox on one side and the open selected message on the other. Ditto for using the Amazon app to read a book. Like the abandoned Courier project before it, this is really the perfect form factor for e-book reading — albeit still a bit small for more weary eyes.
There are other pragmatic considerations with the design choices here. The book design means there’s no screen on the exterior. The glass and mirror Windows logo looks lovely, but there’s no easy way to preview notifications. Keep in mind the new Galaxy Fold and Motorola Razr invested a fair amount in the front screen experience on their second-generation devices. Some will no doubt prefer to have a device that’s offline while closed, and I suppose you could always just keep the screens facing outward, if you so chose.
You’ll probably also want to keep the screens facing out if you’re someone who needs your device at the ready to snap a quick photo. Picture taking is really one of the biggest pain points here. There’s no rear camera. Instead, I’m convinced that the company sees most picture taking on the device as secondary to webcam functionality for things like teleconferencing. I do like that experience of having the device standing up and being able to speak into it handsfree (assuming your able to get it to appropriate eye level).
But when it came to walking around, snapping shots to test the camera, I really found myself fumbling around a lot here. You always feels like you’re between three and five steps away from taking a quick shot. And the fact of the matter is the shots aren’t great. The on-board camera also isn’t really up to the standards of a $1,400 device. Honestly, the whole thing feels like an afterthought. Perhaps I’ve been spoiled after using the Note 20’s camera for the last several weeks, but hopefully Microsoft will prioritize the camera a bit more the next go-round.
Another hardware disappointment for me is the size of the bezels. Microsoft says they’re essentially the minimal viable size so as to not make people accidentally trigger the touchscreen. Which, fair enough. But while it’s not a huge deal aesthetically, it makes the promise of two-hand typing when the device is in laptop mode close to impossible.
That was honestly one of the things I was excited for here. Instead, you’re stuck thumb-typing as you would on any standard smartphone. I have to admit, the Duo was significantly smaller in person than I imagined it would be, for better and worse. Those seeking a fuller typing experience will have to wait for the Neo.
The decision not to include 5G is a curious one. This seems to have been made, in part, over concerns around thinness and form factor. And while 5G isn’t exactly mainstream at this point in 2020, it’s important to attempt to future proof a $1,400 device as much as possible. This isn’t the kind of upgrade most of us make every year or so. By the time the cycle comes back around, LTE is going to feel pretty dated.
Image Credits: Brian Heater
Battery life is pretty solid, owing to the inclusion of two separate batteries, each located beneath a screen. I was able to get about a day and a half of life — that’s also one of the advantages of not having 5G on board, I suppose. Performance also seemed solid for the most part, while working with multiple apps front and center. For whatever reason, however, the Bluetooth connection was lacking. I had all sorts of issues keeping both the Surface Buds and Pixel Buds connected, which can get extremely annoying when attempting to listen to a podcast.
These are the sorts of questions a second-generation device will seek to answer. Ditto for some of the experiential software stuff. There was some bugginess with some of the apps early on. A software update has gone a ways toward addressing much of that, but work needs to be done to offer a seamless dual-screen experience. Some apps like Spotify don’t do a great job spanning screens. Spacing gets weird, things require a bit of finessing on the part of the user. If the Duo proves a more popular form factor, third party developers will hopefully be more eager to fine tune things.
There were other issues, including the occasional blacked out screen on opening, though generally be resolved by closing and reopening the device. Also, Microsoft has opted to only allow one screen to be active at a time when they’re both positioned outward so as to avoid accidentally triggering the back of the touch screen. Switching between displays requires doubling tapping the inactive one.
But Microsoft has added a number of neat tricks like App Groups, which are a quick shortcut to fire up two apps at once. As for why Microsoft went with Android, rather than their own Windows 10, which is designed to be adaptable to a number of different form factors, the answer is refreshingly pragmatic and straightforward. Windows 10 just doesn’t have enough mobile apps. Microsoft clearly wants the Duo to serve as a proof of concept for this new form factor, though one questions whether the company will be able to sufficiently monetize the copycats.
For now, however, that means a lot more selection for the end user, including a ton of Google productivity apps. That’s an important plus given how few of us are tied exclusively to Microsoft productivity apps these days.
As with other experimental form factors, the first generation involves a fair bit of trial and error. Sure, Microsoft no doubt dogfooded the product in-house for a while, but you won’t get a really good idea of how most consumers interact with this manner of device — or precisely what they’re looking for. Six months from now, Microsoft will have a much better picture, and all of those ideas will go into refining the next generation product.
That said, the hardware does feels quite good for a first generation device — even if certain key sacrifices were made in the process. The software will almost certainly continue to be refined over the course of the next year as well. I’d wait a bit on picking it up for that reason alone. The question, ultimately becomes what the cost of early adoption is.
In the grand scheme of foldable devices, maybe $1,400 isn’t that much, perhaps. But compared to the vast majority of smartphone and tablet flagships out there, it’s a lot. Especially for something that still feels like a first generation work in progress. For now, it feels like a significant chunk of the price is invested in novelty and being an early adopter for a promising device.
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I cover a lot of data breaches. From inadvertent exposures to data-exfiltrating hacks, I’ve seen it all. But not every data breach is the same. How a company responds to a data breach — whether it was their fault — can make or break its reputation.
I’ve seen some of the worst responses: legal threats, denials and pretending there isn’t a problem at all. In fact, some companies claim they take security “seriously” when they clearly don’t, while other companies see it merely as an exercise in crisis communications.
But once in a while, a company’s response almost makes up for the daily deluge of hypocrisy, obfuscation and downright lies.
Last week, Assist Wireless, a U.S. cell carrier that provides free government-subsidized cell phones and plans to low-income households, had a security lapse that exposed tens of thousands of customer IDs — driver’s licenses, passports and Social Security cards — used to verify a person’s income and eligibility.
A misconfigured plugin for resizing images on the carrier’s website was blamed for the inadvertent data leak of customer IDs to the open web. Security researcher John Wethington found the exposed data through a simple Google search. He reported the bug to TechCrunch so we could alert the company.
Make no mistake, the bug was bad and the exposure of customer data was far from ideal. But the company’s response to the incident was one of the best I’ve seen in years.
Take notes, because this is how to handle a data breach.
Their response was quick. Assist immediately responded to acknowledge the receipt of my initial email. That’s already a positive sign, knowing that the company was looking into the issue.
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