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Don’t want to get pregnant? There’s a Food and Drug Administration approved app for that. The FDA has just given the go ahead for Swedish app Natural Cycles to market itself as a form of birth control in the U.S.
Natural Cycles was already in use as a way to prevent pregnancy in certain European countries. However, this is the first time a so-called ‘digital contraceptive’ has been approved in America.
The app works using an algorithm based on data given by women using the app such as daily body temperature and monthly menstrual cycles. It then calculates the exact window of days each month a woman is most fertile and therefore likely to conceive. Women can then see which days the app recommends they should avoid having sex or use protection to avoid getting pregnant.
Tracking your cycle to determine a fertile window has long been used to either become pregnant or avoid conceiving. But Natural Cycles put a scientific spin on it by evaluating over 15,000 women to determine its algorithm had an effectiveness rate with a margin of error of 1.8 percent for “perfect use” and a 6 percent failure rate for “typical use.”
What that means is almost two in every 100 women could likely conceive on a different date than the calculated fertile window. That’s not exactly fool-proof but it is higher than many other contraceptive methods. A condom, for instance, has an 18 percent margin of error rate, according to the Centers for Disease Control (CDC).
And though the app makers were able to convince the FDA of its effectiveness, at least one hospital in Stockholm has opened an investigation with Sweden’s Medical Products Agency (MPA) after it recorded 37 unwanted pregnancies among women who said they had been using the app as their contraception method.
“Consumers are increasingly using digital health technologies to inform their everyday health decisions, and this new app can provide an effective method of contraception if it’s used carefully and correctly,” assistant director for the health of women in the FDA’s Center for Devices and Radiological Health Terri Cornelison said in a statement.
However, she also acknowledged there was a margin of error in the app’s algorithm and other contraceptive methods. “Women should know that no form of contraception works perfectly, so an unplanned pregnancy could still result from correct usage of this device,” she said.
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For the nearly 20 percent of Americans who experience severe online harassment, there’s a new company launching in the latest batch of Y Combinator called Tall Poppy that’s giving them the tools to fight back.
Co-founded by Leigh Honeywell and Logan Dean, Tall Poppy grew out of the work that Honeywell, a security specialist, had been doing to hunt down trolls in online communities since at least 2008.
That was the year that Honeywell first went after a particularly noxious specimen who spent his time sending death threats to women in various Linux communities. Honeywell cooperated with law enforcement to try and track down the troll and eventually pushed the commenter into hiding after he was visited by investigators.
That early success led Honeywell to assume a not-so-secret identity as a security expert by day for companies like Microsoft, Salesforce, and Slack, and a defender against online harassment when she wasn’t at work.
“It was an accidental thing that I got into this work,” says Honeywell. “It’s sort of an occupational hazard of being an internet feminist.”
Honeywell started working one-on-one with victims of online harassment that would be referred to her directly.
“As people were coming forward with #metoo… I was working with a number of high profile folks to essentially batten down the hatches,” says Honeywell. “It’s been satisfying work helping people get back a sense of safety when they feel like they have lost it.”
As those referrals began to climb (eventually numbering in the low hundreds of cases), Honeywell began to think about ways to systematize her approach so it could reach the widest number of people possible.
“The reason we’re doing it that way is to help scale up,” says Honeywell. “As with everything in computer security it’s an arms race… As you learn to combat abuse the abusive people adopt technologies and learn new tactics and ways to get around it.”
Primarily, Tall Poppy will provide an educational toolkit to help people lock down their own presence and do incident response properly, says Honeywell. The company will work with customers to gain an understanding of how to protect themselves, but also to be aware of the laws in each state that they can use to protect themselves and punish their attackers.

The scope of the problem
Based on research conducted by the Pew Foundation, there are millions of people in the U.S. alone, who could benefit from the type of service that Tall Poppy aims to provide.
According to a 2017 study, “nearly one-in-five Americans (18%) have been subjected to particularly severe forms of harassment online, such as physical threats, harassment over a sustained period, sexual harassment or stalking.”
The women and minorities that bear the brunt of these assaults (and, let’s be clear, it is primarily women and minorities who bear the brunt of these assaults), face very real consequences from these virtual assaults.
Take the case of the New York principal who lost her job when an ex-boyfriend sent stolen photographs of her to the New York Post and her boss. In a powerful piece for Jezebel she wrote about the consequences of her harassment.
As a result, city investigators escorted me out of my school pending an investigation. The subsequent investigation quickly showed that I was set up by my abuser. Still, Mayor Bill de Blasio’s administration demoted me from principal to teacher, slashed my pay in half, and sent me to a rubber room, the DOE’s notorious reassignment centers where hundreds of unwanted employees languish until they are fired or forgotten.
In 2016, I took a yearlong medical leave from the DOE to treat extreme post-traumatic stress and anxiety. Since the leave was almost entirely unpaid, I took loans against my pension to get by. I ran out of money in early 2017 and reported back to the department, where I was quickly sent to an administrative trial. There the city tried to terminate me. I was charged with eight counts of misconduct despite the conclusion by all parties that my ex-partner uploaded the photos to the computer and that there was no evidence to back up his salacious story. I was accused of bringing “widespread negative publicity, ridicule and notoriety” to the school system, as well as “failing to safeguard a Department of Education computer” from my abusive ex.
Her story isn’t unique. Victims of online harassment regularly face serious consequences from online harassment.
According to a 2013 Science Daily study, cyber stalking victims routinely need to take time off from work, or change or quit their job or school. And the stalking costs the victims $1200 on average to even attempt to address the harassment, the study said.
“It’s this widespread problem and the platforms have in many ways have dropped the ball on this,” Honeywell says.
Tall Poppy’s co-founders
Creating Tall Poppy
As Honeywell heard more and more stories of online intimidation and assault, she started laying the groundwork for the service that would eventually become Tall Poppy. Through a mutual friend she reached out to Dean, a talented coder who had been working at Ticketfly before its Eventbrite acquisition and was looking for a new opportunity.
That was in early 2015. But, afraid that striking out on her own would affect her citizenship status (Honeywell is Canadian), she and Dean waited before making the move to finally start the company.
What ultimately convinced them was the election of Donald Trump.
“After the election I had a heart-to-heart with myself… And I decided that I could move back to Canada, but I wanted to stay and fight,” Honeywell says.
Initially, Honeywell took on a year-long fellowship with the American Civil Liberties Union to pick up on work around privacy and security that had been handled by Chris Soghoian who had left to take a position with Senator Ron Wyden’s office.
But the idea for Tall Poppy remained, and once Honeywell received her green card, she was “chomping at the bit to start this company.”
A few months in the company already has businesses that have signed up for the services and tools it provides to help companies protect their employees.
Some platforms have taken small steps against online harassment. Facebook, for instance, launched an initiative to get people to upload their nude pictures so that the social network can monitor when similar images are distributed online and contact a user to see if the distribution is consensual.
Meanwhile, Twitter has made a series of changes to its algorithm to combat online abuse.
“People were shocked and horrified that people were trying this,” Honeywell says. “[But] what is the way [harassers] can do the most damage? Sharing them to Facebook is one of the ways where they can do the most damage. It was a worthwhile experiment.”
To underscore how pervasive a problem online harassment is, out of the four companies where the company is doing business or could do business in the first month and a half there is already an issue that the company is addressing.
“It is an important problem to work on,” says Honeywell. “My recurring realization is that the cavalry is not coming.”
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Booksy, a Poland-based booking application for the beauty business, has raised $13.2 million in a Series B effort to drive global growth. The company, founded in 2014 by Stefan Batory and Konrad Howard, is currently seeing 2.5 million bookings per month.
The company raised from Piton Capital, OpenOcean, Kulczyk Investments, and Zach Coelius.
Batory, an ultramarathoner, also co-founded iTaxi, Poland’s popular taxi hailing app. Booksy came about when he was trying to schedule physiotherapy appointments after long runs. He would come home sore and plan on calling his physiotherapist but it was always too late.
“I didn’t want to bother him after I was done with my workout late night, and it was virtually impossible to contact him during day time as his hands were busy massaging people and he did not answer my calls,” he said.
Booksy launched in the US in 2017 and “rapidly become the number one booking app in the world,” said Batory.
“We will use the funding to drive global growth, recruit high profile talent and develop proprietary technologies that will further support beauty businesses,” he said. “That includes the implementation of one-click booking, a feature that uses machine learning and AI technologies, to determine each user’s buying pattern and offer them the best dates with their favorite stylists, thus simplifying user experience for both merchants and their customers.”
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Gather around, campers, and hear a tale as old as time.
Remember the HTC Dream? The Evo 4G? The Google Nexus One? What about the Touch Diamond? All amazing devices. The HTC of 2018 is not the HTC that made these industry-leading devices. That company is gone.
It seems HTC is getting ready to lay off nearly a quarter of its workforce by cutting 1,500 jobs in its manufacturing unit in Taiwan. After the cuts, HTC’s employee count will be less than 5,000 people worldwide. Five years ago, in 2013, HTC employed 19,000 people.
HTC started as a white label device maker giving carriers an option to sell devices branded with their name. The company also had a line of HTC-branded connected PDAs that competed in the nascent smartphone market. BlackBerry, or Research in Motion as it was called until 2013, ruled this phone segment, but starting around 2007 HTC began making inroads thanks to innovated touch devices that ran Windows Mobile 6.0.
In 2008 HTC introduced the Touch line with the Touch Diamond, Touch Pro, Touch 3G and Touch HD. These were stunning devices for the time. They were fast, loaded with big, user swappable batteries and microSD card slots. The Touch Pro even had a front-facing camera for video calls.
HTC overlayed a custom skin onto Windows Mobile making it a bit more palatable for the general user. At that time, Windows Mobile was competing with BlackBerry’s operating system and Nokia’s Symbian. None was fantastic, but Windows Mobile was by far the most daunting for new users. HTC did the best thing it could do and developed a smart skin that gave the phone a lot of features that would still be considered modern.

In 2009 HTC released the first Android device with Google. Called the HTC Dream or G1, the device was far from perfect. But the same could be said about the iPhone. This first Android phone set the stage for future wins from HTC, too. The company quickly followed up with the Hero, Droid Incredible, Evo 4G and, in 2010, the amazing Google Nexus One.
After the G1, HTC started skinning Android in the same fashion as it did Windows Mobile. It cannot be overstated how important this was for the adoption of Android. HTC’s user interface made Android usable and attractive. HTC helped make Android a serious competitor to Apple’s iOS.
In 2010 and 2011, Google turned to Samsung to make the second and third flagship Nexus phones. It was around this time Samsung started cranking out Android phones, and HTC couldn’t keep up. That’s not to say HTC didn’t make a go for it. The company kept releasing top-tier phones: the One X in 2012, the One Max in 2013 and the One (M8) in 2014. But it didn’t matter. Samsung had taken up the Android standard and was charging forward, leaving HTC, Sony and LG to pick from the scraps.
At the end of 2010, HTC was the leading smartphone vendor in the United States. In 2014 it trailed Apple, Samsung and LG with around a 6 percent market share in the U.S. In 2017 HTC captured 2.3 percent of smartphone subscribers and now in 2018, some reports peg HTC with less than a half percent of the smartphone market.
Google purchased a large chunk of HTC’s smartphone design talent in 2017 for $1.1 billion. The deal transferred more than 2,000 employees under Google’s tutelage. They will likely be charged with working on Google’s line of Pixel devices. It’s a smart move. This HTC team was responsible for releasing amazing devices that no one bought. But that’s not entirely their fault. Outside forces are to blame. HTC never stopped making top-tier devices.
The HTC of today is primarily focused on the Vive product line. And that’s a smart play. The HTC Vive is one of the best virtual reality platforms available. But HTC has been here before. Hopefully, it learned something from its mistakes in smartphones.
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I’m not sure if you’re aware, but the launch of Apple Maps went poorly. After a rough first impression, an apology from the CEO, several years of patching holes with data partnerships and some glimmers of light with long-awaited transit directions and improvements in business, parking and place data, Apple Maps is still not where it needs to be to be considered a world-class service.
Maps needs fixing.
Apple, it turns out, is aware of this, so it’s re-building the maps part of Maps.
It’s doing this by using first-party data gathered by iPhones with a privacy-first methodology and its own fleet of cars packed with sensors and cameras. The new product will launch in San Francisco and the Bay Area with the next iOS 12 beta and will cover Northern California by fall.
Every version of iOS will get the updated maps eventually, and they will be more responsive to changes in roadways and construction, more visually rich depending on the specific context they’re viewed in and feature more detailed ground cover, foliage, pools, pedestrian pathways and more.
This is nothing less than a full re-set of Maps and it’s been four years in the making, which is when Apple began to develop its new data-gathering systems. Eventually, Apple will no longer rely on third-party data to provide the basis for its maps, which has been one of its major pitfalls from the beginning.
“Since we introduced this six years ago — we won’t rehash all the issues we’ve had when we introduced it — we’ve done a huge investment in getting the map up to par,” says Apple SVP Eddy Cue, who now owns Maps, in an interview last week. “When we launched, a lot of it was all about directions and getting to a certain place. Finding the place and getting directions to that place. We’ve done a huge investment of making millions of changes, adding millions of locations, updating the map and changing the map more frequently. All of those things over the past six years.”
But, Cue says, Apple has room to improve on the quality of Maps, something that most users would agree on, even with recent advancements.
“We wanted to take this to the next level,” says Cue. “We have been working on trying to create what we hope is going to be the best map app in the world, taking it to the next step. That is building all of our own map data from the ground up.”
In addition to Cue, I spoke to Apple VP Patrice Gautier and more than a dozen Apple Maps team members at its mapping headquarters in California this week about its efforts to re-build Maps, and to do it in a way that aligned with Apple’s very public stance on user privacy.
If, like me, you’re wondering whether Apple thought of building its own maps from scratch before it launched Maps, the answer is yes. At the time, there was a choice to be made about whether or not it wanted to be in the business of maps at all. Given that the future of mobile devices was becoming very clear, it knew that mapping would be at the core of nearly every aspect of its devices, from photos to directions to location services provided to apps. Decision made, Apple plowed ahead, building a product that relied on a patchwork of data from partners like TomTom, OpenStreetMap and other geo data brokers. The result was underwhelming.
Almost immediately after Apple launched Maps, it realized that it was going to need help and it signed on a bunch of additional data providers to fill the gaps in location, base map, point-of-interest and business data.
It wasn’t enough.
“We decided to do this just over four years ago. We said, ‘Where do we want to take Maps? What are the things that we want to do in Maps?’ We realized that, given what we wanted to do and where we wanted to take it, we needed to do this ourselves,” says Cue.
Because Maps are so core to so many functions, success wasn’t tied to just one function. Maps needed to be great at transit, driving and walking — but also as a utility used by apps for location services and other functions.
Cue says that Apple needed to own all of the data that goes into making a map, and to control it from a quality as well as a privacy perspective.

There’s also the matter of corrections, updates and changes entering a long loop of submission to validation to update when you’re dealing with external partners. The Maps team would have to be able to correct roads, pathways and other updating features in days or less, not months. Not to mention the potential competitive advantages it could gain from building and updating traffic data from hundreds of millions of iPhones, rather than relying on partner data.
Cue points to the proliferation of devices running iOS, now over a billion, as a deciding factor to shift its process.
“We felt like because the shift to devices had happened — building a map today in the way that we were traditionally doing it, the way that it was being done — we could improve things significantly, and improve them in different ways,” he says. “One is more accuracy. Two is being able to update the map faster based on the data and the things that we’re seeing, as opposed to driving again or getting the information where the customer’s proactively telling us. What if we could actually see it before all of those things?”
I query him on the rapidity of Maps updates, and whether this new map philosophy means faster changes for users.
“The truth is that Maps needs to be [updated more], and even are today,” says Cue. “We’ll be doing this even more with our new maps, [with] the ability to change the map in real time and often. We do that every day today. This is expanding us to allow us to do it across everything in the map. Today, there’s certain things that take longer to change.
“For example, a road network is something that takes a much longer time to change currently. In the new map infrastructure, we can change that relatively quickly. If a new road opens up, immediately we can see that and make that change very, very quickly around it. It’s much, much more rapid to do changes in the new map environment.”
So a new effort was created to begin generating its own base maps, the very lowest building block of any really good mapping system. After that, Apple would begin layering on living location data, high-resolution satellite imagery and brand new intensely high-resolution image data gathered from its ground cars until it had what it felt was a “best in class” mapping product.
There is only really one big company on earth that owns an entire map stack from the ground up: Google .
Apple knew it needed to be the other one. Enter the vans.

Though the overall project started earlier, the first glimpse most folks had of Apple’s renewed efforts to build the best Maps product was the vans that started appearing on the roads in 2015 with “Apple Maps” signs on the side. Capped with sensors and cameras, these vans popped up in various cities and sparked rampant discussion and speculation.
The new Apple Maps will be the first time the data collected by these vans is actually used to construct and inform its maps. This is their coming out party.
Some people have commented that Apple’s rigs look more robust than the simple GPS + Camera arrangements on other mapping vehicles — going so far as to say they look more along the lines of something that could be used in autonomous vehicle training.
Apple isn’t commenting on autonomous vehicles, but there’s a reason the arrays look more advanced: they are.
Earlier this week I took a ride in one of the vans as it ran a sample route to gather the kind of data that would go into building the new maps. Here’s what’s inside.

In addition to a beefed-up GPS rig on the roof, four LiDAR arrays mounted at the corners and eight cameras shooting overlapping high-resolution images, there’s also the standard physical measuring tool attached to a rear wheel that allows for precise tracking of distance and image capture. In the rear there is a surprising lack of bulky equipment. Instead, it’s a straightforward Mac Pro bolted to the floor, attached to an array of solid state drives for storage. A single USB cable routes up to the dashboard where the actual mapping-capture software runs on an iPad.
While mapping, a driver…drives, while an operator takes care of the route, ensuring that a coverage area that has been assigned is fully driven, as well as monitoring image capture. Each drive captures thousands of images as well as a full point cloud (a 3D map of space defined by dots that represent surfaces) and GPS data. I later got to view the raw data presented in 3D and it absolutely looks like the quality of data you would need to begin training autonomous vehicles.
More on why Apple needs this level of data detail later.

When the images and data are captured, they are then encrypted on the fly and recorded on to the SSDs. Once full, the SSDs are pulled out, replaced and packed into a case, which is delivered to Apple’s data center, where a suite of software eliminates from the images private information like faces, license plates and other info. From the moment of capture to the moment they’re sanitized, they are encrypted with one key in the van and the other key in the data center. Technicians and software that are part of its mapping efforts down the pipeline from there never see unsanitized data.
This is just one element of Apple’s focus on the privacy of the data it is utilizing in New Maps.
Throughout every conversation I have with any member of the team throughout the day, privacy is brought up, emphasized. This is obviously by design, as Apple wants to impress upon me as a journalist that it’s taking this very seriously indeed, but it doesn’t change the fact that it’s evidently built in from the ground up and I could not find a false note in any of the technical claims or the conversations I had.
Indeed, from the data security folks to the people whose job it is to actually make the maps work well, the constant refrain is that Apple does not feel that it is being held back in any way by not hoovering every piece of customer-rich data it can, storing and parsing it.
The consistent message is that the team feels it can deliver a high-quality navigation, location and mapping product without the directly personal data used by other platforms.
“We specifically don’t collect data, even from point A to point B,” notes Cue. “We collect data — when we do it — in an anonymous fashion, in subsections of the whole, so we couldn’t even say that there is a person that went from point A to point B. We’re collecting the segments of it. As you can imagine, that’s always been a key part of doing this. Honestly, we don’t think it buys us anything [to collect more]. We’re not losing any features or capabilities by doing this.”

The segments that he is referring to are sliced out of any given person’s navigation session. Neither the beginning or the end of any trip is ever transmitted to Apple. Rotating identifiers, not personal information, are assigned to any data or requests sent to Apple and it augments the “ground truth” data provided by its own mapping vehicles with this “probe data” sent back from iPhones.
Because only random segments of any person’s drive is ever sent and that data is completely anonymized, there is never a way to tell if any trip was ever a single individual. The local system signs the IDs and only it knows to whom that ID refers. Apple is working very hard here to not know anything about its users. This kind of privacy can’t be added on at the end, it has to be woven in at the ground level.
Because Apple’s business model does not rely on it serving to you, say, an ad for a Chevron on your route, it doesn’t need to even tie advertising identifiers to users.
Any personalization or Siri requests are all handled on-board by the iOS device’s processor. So if you get a drive notification that tells you it’s time to leave for your commute, that’s learned, remembered and delivered locally, not from Apple’s servers.
That’s not new, but it’s important to note given the new thing to take away here: Apple is flipping on the power of having millions of iPhones passively and actively improving their mapping data in real time.
In short: Traffic, real-time road conditions, road systems, new construction and changes in pedestrian walkways are about to get a lot better in Apple Maps.
The secret sauce here is what Apple calls probe data. Essentially little slices of vector data that represent direction and speed transmitted back to Apple completely anonymized with no way to tie it to a specific user or even any given trip. It’s reaching in and sipping a tiny amount of data from millions of users instead, giving it a holistic, real-time picture without compromising user privacy.
If you’re driving, walking or cycling, your iPhone can already tell this. Now if it knows you’re driving, it also can send relevant traffic and routing data in these anonymous slivers to improve the entire service. This only happens if your Maps app has been active, say you check the map, look for directions, etc. If you’re actively using your GPS for walking or driving, then the updates are more precise and can help with walking improvements like charting new pedestrian paths through parks — building out the map’s overall quality.
All of this, of course, is governed by whether you opted into location services, and can be toggled off using the maps location toggle in the Privacy section of settings.
Apple says that this will have a near zero effect on battery life or data usage, because you’re already using the ‘maps’ features when any probe data is shared and it’s a fraction of what power is being drawn by those activities.
But maps cannot live on ground truth and mobile data alone. Apple is also gathering new high-resolution satellite data to combine with its ground truth data for a solid base map. It’s then layering satellite imagery on top of that to better determine foliage, pathways, sports facilities, building shapes and pathways.
After the downstream data has been cleaned up of license plates and faces, it gets run through a bunch of computer vision programming to pull out addresses, street signs and other points of interest. These are cross referenced to publicly available data like addresses held by the city and new construction of neighborhoods or roadways that comes from city planning departments.

But one of the special sauce bits that Apple is adding to the mix of mapping tools is a full-on point cloud that maps in 3D the world around the mapping van. This allows them all kinds of opportunities to better understand what items are street signs (retro-reflective rectangular object about 15 feet off the ground? Probably a street sign) or stop signs or speed limit signs.
It seems like it also could enable positioning of navigation arrows in 3D space for AR navigation, but Apple declined to comment on “any future plans” for such things.
Apple also uses semantic segmentation and Deep Lambertian Networks to analyze the point cloud coupled with the image data captured by the car and from high-resolution satellites in sync. This allows 3D identification of objects, signs, lanes of traffic and buildings and separation into categories that can be highlighted for easy discovery.
The coupling of high-resolution image data from car and satellite, plus a 3D point cloud, results in Apple now being able to produce full orthogonal reconstructions of city streets with textures in place. This is massively higher-resolution and easier to see, visually. And it’s synchronized with the “panoramic” images from the car, the satellite view and the raw data. These techniques are used in self-driving applications because they provide a really holistic view of what’s going on around the car. But the ortho view can do even more for human viewers of the data by allowing them to “see” through brush or tree cover that would normally obscure roads, buildings and addresses.
This is hugely important when it comes to the next step in Apple’s battle for supremely accurate and useful Maps: human editors.
Apple has had a team of tool builders working specifically on a toolkit that can be used by human editors to vet and parse data, street by street. The editor’s suite includes tools that allow human editors to assign specific geometries to flyover buildings (think Salesforce tower’s unique ridged dome) that allow them to be instantly recognizable. It lets editors look at real images of street signs shot by the car right next to 3D reconstructions of the scene and computer vision detection of the same signs, instantly recognizing them as accurate or not.
Another tool corrects addresses, letting an editor quickly move an address to the center of a building, determine whether they’re misplaced and shift them around. It also allows for access points to be set, making Apple Maps smarter about the “last 50 feet” of your journey. You’ve made it to the building, but what street is the entrance actually on? And how do you get into the driveway? With a couple of clicks, an editor can make that permanently visible.

“When we take you to a business and that business exists, we think the precision of where we’re taking you to, from being in the right building,” says Cue. “When you look at places like San Francisco or big cities from that standpoint, you have addresses where the address name is a certain street, but really, the entrance in the building is on another street. They’ve done that because they want the better street name. Those are the kinds of things that our new Maps really is going to shine on. We’re going to make sure that we’re taking you to exactly the right place, not a place that might be really close by.”
Water, swimming pools (new to Maps entirely), sporting areas and vegetation are now more prominent and fleshed out thanks to new computer vision and satellite imagery applications. So Apple had to build editing tools for those, as well.
Many hundreds of editors will be using these tools, in addition to the thousands of employees Apple already has working on maps, but the tools had to be built first, now that Apple is no longer relying on third parties to vet and correct issues.
And the team also had to build computer vision and machine learning tools that allow it to determine whether there are issues to be found at all.
Anonymous probe data from iPhones, visualized, looks like thousands of dots, ebbing and flowing across a web of streets and walkways, like a luminescent web of color. At first, chaos. Then, patterns emerge. A street opens for business, and nearby vessels pump orange blood into the new artery. A flag is triggered and an editor looks to see if a new road needs a name assigned.
A new intersection is added to the web and an editor is flagged to make sure that the left turn lanes connect correctly across the overlapping layers of directional traffic. This has the added benefit of massively improved lane guidance in the new Apple Maps.
Apple is counting on this combination of human and AI flagging to allow editors to first craft base maps and then also maintain them as the ever-changing biomass wreaks havoc on roadways, addresses and the occasional park.
Apple’s new Maps, like many other digital maps, display vastly differently depending on scale. If you’re zoomed out, you get less detail. If you zoom in, you get more. But Apple has a team of cartographers on staff that work on more cultural, regional and artistic levels to ensure that its Maps are readable, recognizable and useful.
These teams have goals that are at once concrete and a bit out there — in the best traditions of Apple pursuits that intersect the technical with the artistic.
The maps need to be usable, but they also need to fulfill cognitive goals on cultural levels that go beyond what any given user might know they need. For instance, in the U.S., it is very common to have maps that have a relatively low level of detail even at a medium zoom. In Japan, however, the maps are absolutely packed with details at the same zoom, because that increased information density is what is expected by users.
This is the department of details. They’ve reconstructed replicas of hundreds of actual road signs to make sure that the shield on your navigation screen matches the one you’re seeing on the highway road sign. When it comes to public transport, Apple licensed all of the type faces that you see on your favorite subway systems, like Helvetica for NYC. And the line numbers are in the exact same order that you’re going to see them on the platform signs.
It’s all about reducing the cognitive load that it takes to translate the physical world you have to navigate into the digital world represented by Maps.

The new version of Apple Maps will be in preview next week with just the Bay Area of California going live. It will be stitched seamlessly into the “current” version of Maps, but the difference in quality level should be immediately visible based on what I’ve seen so far.
Better road networks, more pedestrian information, sports areas like baseball diamonds and basketball courts, more land cover, including grass and trees, represented on the map, as well as buildings, building shapes and sizes that are more accurate. A map that feels more like the real world you’re actually traveling through.
Search is also being revamped to make sure that you get more relevant results (on the correct continents) than ever before. Navigation, especially pedestrian guidance, also gets a big boost. Parking areas and building details to get you the last few feet to your destination are included, as well.
What you won’t see, for now, is a full visual redesign.
“You’re not going to see huge design changes on the maps,” says Cue. “We don’t want to combine those two things at the same time because it would cause a lot of confusion.”
Apple Maps is getting the long-awaited attention it really deserves. By taking ownership of the project fully, Apple is committing itself to actually creating the map that users expected of it from the beginning. It’s been a lingering shadow on iPhones, especially, where alternatives like Google Maps have offered more robust feature sets that are so easy to compare against the native app but impossible to access at the deep system level.
The argument has been made ad nauseam, but it’s worth saying again that if Apple thinks that mapping is important enough to own, it should own it. And that’s what it’s trying to do now.
“We don’t think there’s anybody doing this level of work that we’re doing,” adds Cue. “We haven’t announced this. We haven’t told anybody about this. It’s one of those things that we’ve been able to keep pretty much a secret. Nobody really knows about it. We’re excited to get it out there. Over the next year, we’ll be rolling it out, section by section in the U.S.”
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Ethos, the company that bills itself as making life insurance accessible, affordable and simple, has officially come out of stealth with an $11.5 million investment led by one of the world’s top venture firms, Sequoia Capital, and additional participation from the family offices of Hollywood’s biggest stars and an NBA all-star.
Jay Z’s Roc Nation, and the family funds of Kevin Durant, Robert Downey Jr. and Will Smith, all participated in the new round for Ethos, and Sequoia Partner Roelof Botha is taking a seat on the company’s board. Because nothing says star power like a life insurance startup.
The life insurance market is one that’s been attracting interest from venture investors for a little over a year now. Companies like England’s Anorak, HealthIQ, Ladder, Mira Financial, and France’s Alan, which is backed by Partech Investments (among others), Fabric and Quilt, are all pitching life insurance products as well.
Ethos is licensed in 49 states, which is pretty comparable to the offering from providers like Haven Life, the Mass Mutual-backed life insurance product.
What has made the life insurance market interesting for investors is the fact that consumers’ interest in it continues to decline. Whether it’s because no one trusts insurers to actually pay out, or because Americans are putting their faith in the anti-aging technologies from funds like the Longevity Fund, folks just aren’t buying insurance products the way they used to.
So when investors see the numbers of users of a formerly ubiquitous product decline from 77 percent in 1989 to below 60 percent in 2018, the assumption is that there’s room for new companies to come in and provide better service.
Scads of investors have taken the same bet, which makes Ethos a marketing play as much as anything else. In the company’s press release it touts the fast, easy and inexpensive process for getting a quote.
The initial process requires only four questions to get a quote and a 10 minute survey to get a policy (in most cases). The company says 99 percent of its applicants don’t need a medical exam or blood test to get a policy.
What may have been most interesting to investors is the pedigree of the company’s co-founders. Peter Colis and Lingke Wang have both worked in the insurance industry before. They previously co-founded a life insurance marketplace called, Ovid Life.
“Life insurance is critical for families, but the process is broken for those who want and need it,” said Peter Colis. “We are consumer advocates, intensely focused on expanding life insurance accessibility to the millions of U.S. families who have college debt, mortgages, spouses and children to care for, and who want to be financially empowered to live their lives without worry.”
Ethos founders Lingke Wang and Peter Colis
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America’s mayors have spent the past nine months tripping over each other to curry favor with Amazon.com in its high-profile search for a second headquarters.
More quietly, however, a similar story has been playing out in startup-land. Many of the most valuable venture-backed companies are venturing outside their high-cost headquarters and setting up secondary hubs in smaller cities.
Where are they going? Nashville is pretty popular. So is Phoenix. Portland and Raleigh also are seeing some jobs. A number of companies also have a high number of remote offerings, seeking candidates with coveted skills who don’t want to relocate.
Those are some of the findings from a Crunchbase News analysis of the geographic hiring practices of U.S. unicorns. Since most of these companies are based in high-cost locations, like the San Francisco Bay Area, Boston and New York, we were looking to see if there is a pattern of setting up offices in smaller, cheaper cities. (For more on survey technique, see Methodology section below.)
Here is a look at some of the hotspots.
One surprise finding was the prominence of Nashville among secondary locations for startup offices.
We found at least four unicorns scaling up Nashville offices, plus another three with growing operations in or around other Tennessee cities. Here are some of the Tennessee-loving startups:

When we referred to Nashville’s popularity with unicorns as surprising, that was largely because the city isn’t known as a major hub for tech startups or venture funding. That said, it has a lot of attributes that make for a practical and desirable location for a secondary office.
Nashville’s attractions include high quality of life ratings, a growing population and economy, mild climate and lots of live music. Home prices and overall cost of living are also still far below Silicon Valley and New York, even though the Nashville real estate market has been on a tear for the past several years. An added perk for workers: Tennessee has no income tax on wages.
Phoenix is another popular pick for startup offices, particularly West Coast companies seeking a lower-cost hub for customer service and other operations that require a large staff.
In the chart below, we look at five unicorns with significant staffing in the desert city:

Affordability, ease of expansion and a large employable population look like big factors in Phoenix’s appeal. Homes and overall cost of living are a lot cheaper than the big coastal cities. And there’s plenty of room to sprawl.
One article about a new office opening also cited low job turnover rates as an attractive Phoenix-area attribute, which is an interesting notion. Startup hubs like San Francisco and New York see a lot of job-hopping, particularly for people with in-demand skill sets. Scaling companies may be looking for people who measure their job tenure in years rather than months.
Nashville and Phoenix aren’t the only hotspots for unicorns setting up secondary offices. Many other cities are also seeing some scaling startup activity.
Let’s start with North Carolina. The Research Triangle region is known for having a lot of STEM grads, so it makes sense that deep tech companies headquartered elsewhere might still want a local base. One such company is cybersecurity unicorn Tanium, which has a lot of technical job openings in the area. Another is Docker, developer of software containerization technology, which has open positions in Raleigh.
The Orlando metro area stood out mostly due to Robinhood, the zero-fee stock and crypto trading platform that recently hit the $5 billion valuation mark. The Silicon Valley-based company has a significant number of open positions in Lake Mary, an Orlando suburb, including HR and compliance jobs.
Portland, meanwhile, just drew another crypto-loving unicorn, digital currency transaction platform Coinbase. The San Francisco-based company recently opened an office in the Oregon city and is currently in hiring mode.
But you don’t have to be anywhere in particular to score jobs at many fast-growing startups. A lot of unicorns have a high number of remote positions, including specialized technical roles that may be hard to fill locally.
GitHub, which makes tools developers can use to collaborate remotely on projects, does a particularly good job of practicing what it codes. A notable number of engineering jobs open at the San Francisco-based company are available to remote workers, and other departments also have some openings for telecommuters.
Others with a smattering of remote openings include Silicon Valley-based cybersecurity provider CrowdStrike, enterprise software developer Apttus and also Docker.
Of course, not every unicorn is opening large secondary offices. Many prefer to keep staff closer to home base, seeking to lure employees with chic workplaces and lavish perks. Other companies find that when they do expand, it makes strategic sense to go to another high-cost location.
Still, the secondary hub phenomenon may offer a partial antidote to complaints that a few regions are hogging too much of the venture capital pie. While unicorns still overwhelmingly headquarter in a handful of cities, at least they’re spreading their wings and providing more jobs in other places, too.
For this analysis, we were looking at U.S. unicorns with secondary offices in other North American cities. We began with a list of 125 U.S.-based companies and looked at open positions advertised on their websites, focusing on job location.
We excluded job offerings related to representing a local market. For instance, a San Francisco company seeking a sales rep in Chicago to sell to Chicago customers doesn’t count. Instead, we looked for openings for team members handling core operations, including engineering, finances and company-wide customer support. We also excluded secondary offices outside of North America.
Additionally, we were looking principally for companies expanding into lower-cost areas. In many cases, we did see companies strategically adding staff in other high-cost locations, such as New York and Silicon Valley.
A final note pertains to Austin, Texas. We did see several unicorns based elsewhere with job openings in Austin. However, we did not include the city in the sections above because Austin, although a lower-cost location than Silicon Valley, may also be characterized as a large, mature technology and startup hub in its own right.
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CEOs of funded startups tend to be a well-educated bunch, at least when it comes to university degrees.
Yes, it’s true college dropouts like Mark Zuckerberg and Bill Gates can still do well. But Crunchbase data shows that most startup chief executives have an advanced degree, commonly from a well-known and prestigious university.
Earlier this month, Crunchbase News looked at U.S. universities with strong track records for graduating future CEOs of funded companies. This unearthed some findings that, while interesting, were not especially surprising. Stanford and Harvard topped the list, and graduates of top-ranked business schools were particularly well-represented.
In this next installment of our CEO series, we narrowed the data set. Specifically, we looked at CEOs of U.S. companies funded in the past three years that have raised at least $100 million in total venture financing. Our intent was to see whether educational backgrounds of unicorn and near-unicorn leaders differ markedly from the broad startup CEO population.
Here’s the broad takeaway of our analysis: Most CEOs of well-funded startups do have degrees from prestigious universities, and there are a lot of Harvard and Stanford grads. However, chief executives of the companies in our current data set are, educationally speaking, a pretty diverse bunch with degrees from multiple continents and all regions of the U.S.
In total, our data set includes 193 private U.S. companies that raised $100 million or more and closed a VC round in the past three years. In the chart below, we look at the universities most commonly attended by their CEOs:1

The rankings aren’t hugely different from the broader population of funded U.S. startups. In that data set, we also found Harvard and Stanford vying for the top slots, followed mostly by Ivy League schools and major research universities.
For heavily funded startups, we also found a high proportion of business school degrees. All of the University of Pennsylvania alum on the list attended its Wharton School of Business. More than half of Harvard-affiliated grads attended its business school. MBAs were a popular credential among other schools on the list that offer the degree.
When it comes to the most heavily funded startups, the degree mix gets quirkier. That makes sense, given that we looked at just 20 companies.
In the chart below, we look at alumni affiliations for CEOs of these companies, all of which have raised hundreds of millions or billions in venture and growth financing:

One surprise finding from the U.S. startup data set was the prevalence of Canadian university grads. Three CEOs on the list are alums of the University of Waterloo . Others attended multiple well-known universities. The list also offers fresh proof that it’s not necessary to graduate from college to raise billions. WeWork CEO Adam Neumann just finished his degree last year, 15 years after he started. That didn’t stop the co-working giant from securing more than $7 billion in venture and growth financing.
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What could be more perfect than moving the inaugural championship finals for an esports league from its Los Angeles home to Brooklyn?
For Overwatch League, the esports conference created by fiat from Activision Blizzard, the move is the first step in its plans for housing esports teams in cities around the country.
Heading from sunny Burbank, Calif. to the hipster heartland of Brooklyn conjures up echoes of the famed Dodger franchise move (in reverse) while tapping into one of the few other markets in the U.S. that might rival LA for esports popularity.
When the Overwatch regular season ends on Sunday, June 17th, six teams will face off in the league’s first post-season playoffs. Those games are set to begin July 11th and will take place in Burbank at the company’s “Blizzard Arena Los Angeles.”
After the playoffs, the final teams will fly to New York to compete for the largest share of a $1.4 million prize pool and the first Overwatch League trophy. The games are slated to begin Friday, July 27th and continue on the 28th.
“The Overwatch League Grand Finals will be an epic experience for fans and viewers,” said Overwatch League commissioner Nate Nanzer in a statement. “We want this to be the pinnacle of esports, and holding it at a world-class venue like Barclays Center, in a global capital like New York, will help us celebrate not only the league’s two best teams, but the fans, partners, and players who have joined us on this incredible journey.”
Overwatch is taking a geographic approach to its franchises with teams sponsored by cities in the U.S. and major esports hubs around the world like London, Shanghai and Seoul.
Eventually the league is looking to set up stadiums in locations outside of Burbank. With league play requiring teams to travel — like a traditional sports league.
The move to Brooklyn could be a test of how well the Overwatch experience travels and a precursor to the league starting to take its show on the road in earnest.
Tickets go on sale on Friday, May 18th, at 10 a.m. EDT, and can be bought on ticketmaster.com and barclayscenter.com, while tickets to the first two rounds of the Overwatch League postseason at Blizzard Arena Los Angeles go on sale Thursday, May 10th, at 9 a.m. PDT via AXS.com.
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The first thing to understand about media-sharing app Rapchat is that co-founder Seth Miller is not a rapper and his other co-founder, Pat Gibson, is. Together they created Rapchat, a service for making and sharing raps, and the conjunction of rapper and nerd seems to be really taking off.
Since we last looked at the app in 2016 (you can see Tito’s review below), a lot has changed. The team has raised $1.6 million in funding from investors out of Oakland and the Midwest. Their app, which is sort of a musical.ly for rap, is a top 50 music app on iOS and Android and hit 100 million listens since launch. In short, their little social network/sharing platform is a “millionaire in the making, boss of [its] team, bringin home the bacon.”
The pair’s rap bona fides are genuine. Gibson has opened or performed with Big Sean, Wiz Khalifa and Machine Gun Kelly, and he’s sold beats to MTV. “My music has garnered over 20M+ plays across YouTube, SoundCloud and more,” he wrote me, boasting in the semi-churlish manner of a rapper with a “beef.” Miller, on the other hand, likes to freestyle.
“I grew up loving to freestyle with friends at OU and I noticed lots of other millennials did this too (even if most suck lol) … at any party at 3am – there would always be a group of people in the corner freestyling,” he said. “At the same time Snapchat was blowing up on campus and just thought you should be able to do the same exact thing for rap.”
Gibson, on the other hand, saw it as a serious tool to help him with his music.
“I spent a lot of time, energy and resources making music,” he said. “I was producing the beats, writing the songs, recording/mixing the vocals, mastering the project, then distributing & promoting the music all by myself. With Rapchat, there’s a library of 1,000+ beats from top producers, an instant recording studio in your pocket, and the network to distribute your music worldwide and be discovered…. all from a free app. Rapchat is disrupting the creation, collaboration, distribution, & discovery of music via mobile.”
“We have a much bigger but also more active community than any other music creation app,” said Miller.

While it’s clear the world needs another sharing platform like it needs a hole in the head, thanks to a rabid fan base and a great idea, the team has ensured that Rapchat is not, as they say, wicka-wicka-whack. That, in the end, is all that matters.
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