#criscleen
Show & Tell
ojovivo

❣ Chile in a Photography ❣
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EXPECTATIONS
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gracie abrams

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Claire Keane

blake kathryn
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trying on a metaphor

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#extradirty
KIROKAZE
I'd rather be in outer space 🛸
art blog(derogatory)

oozey mess

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@el0f
#criscleen
I created a new blog
It's more static, which is more sexy, which is on http://elof.me. Come say hi!
DEVELOPER EVANGELISM… WHAT DOES IT MEAN?
Over the past three years, I’ve put a lot of thought into how to approach and engage developer communities around the world. I’ve experimented with running side projects, hosting hackathons and startup competitions, planning and attending meet-ups, contributing to open source projects, giving talks, sitting on panels, going to conventions, and handing out tons of high fives. And all of my various experiences have taught me one super important lesson: Be genuine, and be helpful. As Keen IO’s first Developer Evangelist, I’m tasked with engaging and growing our developer community while sticking to those two core values.
One of the first things I did when I joined Keen IO was to get with some of the other developer evangelists I know and talk with them about what they’re doing, what they’ve done, and what has or hasn’t worked. Through these conversations (and some experimentation on my part), I started to organize my thoughts about how I want to do things at Keen IO and what my main goals are going to be for the foreseeable future. I’ve segmented these high-level goals into three categories that I feel outline the different responsibilities of a modern Developer Evangelist. (Keep in mind, though, that every company needs to fine-tune how they approach community building for their specific audience.)
Outreach
Every company needs to focus on outreach in some capacity. It could be that no one knows who you are, or it could be that everyone knows who you are, but either way, you should always be working to make yourself top-of-mind with your audience. Right now, Keen IO is right in the middle of those two extremes. We’re seeing a huge amount of organic growth, but putting some extra oomph behind the brand can return big dividends, so I’ve made outreach my very highest priority. I see it as the low-hanging fruit of my job.
Our take on outreach is that spending lots of dough on conferences, hackathons, and startup competitions doesn’t really make sense at this stage. Anyone can throw a bunch of cash at sponsorship opportunities, but we really want to build a unique, human-oriented brand. It’s a better investment of our time and better fits who we are as a company.
We’re big fans of Paul Graham’s essay, “Do Things That Don’t Scale,” which is probably the best way to describe how we handle outreach today. For us, this means sending me and some other folks on the team to various tech hubs around the US (and eventually around the globe!) armed with t-shirts, stickers, a whole bunch of smiles, and plenty of beer tabs. Our goal is to high five every developer in the world – which is to say, make as many genuine connections with developers as we can.
Whenever one of us travels to a new city, we schedule a “Happy Data Hour,” where we buy some snacks and some beers and simply invite people in the community to come hang out. We’ve hosted talks, played board games with customers and friends, and even put together our own data geek version of Pictionary! Our goal is to create a fun environment where people can come relax, have a drink, and chat with some like-minded people. In the 6 weeks that I’ve been at the company, we’ve had events in San Francisco, New York, Austin, Boston, Utah, Las Vegas and Boulder, with new events already scheduled in SF and Portland in December.
But really, that’s just the beginning of what we do to help with outreach. We also
– Mail out hand-decorated care packages whenever someone requests a T-shirt via our SUPER SECRET API Easter egg
– Send hand-written thank-you notes to our community contributors
– Take every customer out to dinner when they visit SF
They’re small things, but people really seem to get a kick of them and, well, it’s pretty fun decorating the boxes. :)
Contribution
Having the community provide feedback and contribute to our various SDKs is extremely important and a big part of how we’re able to support such a wide variety of API clients. Helping people get things done and celebrating the work that they are doing is one of the funnest parts of my job.
A big part of me reaching out to our existing community is a) getting an understanding of how they’re using our platform and b), if they are up for it, helping them share with others exactly they’re doing. We are always looking for people to write technical blog posts talking about their Keen IO implementation
Last but not least, we have some pretty great internal tools we’ve built, and we think they may be of use to a lot of our customers, too, so we’re in the process of documenting and open-sourcing them as a way to give back. We’ll have more on that soon – we have a little bit more work to get done before we announce anything official. :)
Support
Of course, one of the most important aspects of my job is supporting our current customers. Our goal is to respond to customer emails within 15 minutes. We get a ton of email and can’t always hit that goal, but we do make sure we respond in less than 24 hours, no matter what. There is also almost always someone hanging around in our customer chat room, ready to help. As the newest team member, I spend tons of time in customer chat, because helping customers is really the fastest way to learn about our product. Our entire team team works on support, though, not only because it helps us keep a pulse on issues and ensures a high level of empathy with our customers, but also because it means we’re all that much more stoked when new improvements or fixes are pushed out.
One other thing that I really want to get to but haven’t gotten started on yet is helping with the document management for our API’s and SDKs. Oftentimes the real test of a company whose product is code is having easy-to-use and extremely well-documented API’s. Fortunately, our documentation is already pretty good, but eventually I want my team to support the rest of the organization in updating and containing to flesh out the Keen IO docs, possibly to the point where we own that part of the company entirely.
Like I said, this is only the beginning. I’m always open to new ideas or suggestions – feel free to send along your ideas, or hit me up for pointers if you’re building your own Developer Evangelism program.
How to Hack Silicon Valley
hack : {
"first": "Start learning to code",
"then": "Quit your job",
"after_that": "Move to San Francisco",
"in_sf" : "Get a job at Lyft",
"while_working" : "Tell everyone that jumps in your car that you just started leaning to code and that you recently moved to San Francisco",
extra_tips : {
"do": [ "be very curious", "learn as much as you can from every passenger", "ask for advice"],
"do_not": [ "ask for business cards", "ask for a job" ]
}
}
Ok, sweet. There’s the hack. The real work is on you.
Keen on Data
I'm super excited to be joining the team over at Keen IO as a Developer Evangelist.
Keen IO helps app developers build custom analytics and data science features directly into their mobile apps and web dashboards. Providing the infrastructure and APIs to collect data and build analytics into any business. They are among a list of awesome companies like Twilio, Sendgrid and Dowalla that build powerful developer tools that dramatically simplify complex coding problems. It doesn't matter if its an early stage startup or an established 'mega corp', having critical data captured and analyzed at scale with minimal coding is a huge win.
You will be seeing me at hackathons, tech event, on the streets, and on the slopes talking about data modeling, that it's important to analyze more then page views, and how providing your customers with deep analytics can benefit your business.
One of my core responsibilities as a Developer Evangelist is to help people. As a relatively new coder I'm stoked to help people solve coding challenges where I can and learn while doing it. As a self proclaimed 'match maker for creative folks' I get to meet tons of new people and introduce them to other awesome people I've met.
Keen IO
cowbird.co
This is the first project I built in General Assembly's WDI program, and its also the first thing I have ever built solo.
I'm a huge advocate for the sharing economy. There is nothing new about sharing or sustainability, but there is an interesting change happening now that information is democratized and social networks are established. It provides a "foundation" for companies like Airbnb, Uber, Lyft, Sidecar, and TaskRabbit to build on and expand their business.
What I've found can still be a big hindrance to people being involved is a lack of understanding about what they can share and what they will get out of it.
This is why I created Cowbird, to give people that are interested in checking out the Sharing Economy but don't know where to take the first step. Bring some context to what sharing will mean to their bottom line.... $$$.
Over the next couple weeks I will be refining the income algorithm and rebuilding the front-end as a single page app.
I'm always welcome to feedback, or, if you're interested in working with me on it please reach out!
www.cowbird.co
https://github.com/elof/cowbird
The internet is forever.
So this guy Peter Shih writes a hateful "funny" blog post about SF and the people living in it with him. Turns out people don't like it and there is massive internet backlash... so he deletes the post. That'll take care of it right? Nope. Just another reminder that the internet is forever.
Now he has to deal with these being all over SOMA:
Here is the article. It's a screen capture of before it was edited or taken down (link)
SEC voted YES
This morning the SEC voted yes to Title II of the JOBS act.
This will remove the ban on General Solicitation and allow companies to publicly promote their fundraising rounds.
This is a big step in changing the way companies fundraise and shining light on the fundraising process to the general public. It could dramatically effect things like crowd funding and angel investment and I can't wait to see what happens.
None of this will be public until later in the summer (most likely August) but here's to more transparency in business and making investment and entrepreneurial endeavors more open.
Accelerators in Enterprise: Nike+ and Techstars Demo Day
Big companies are notorious for moving slow and lacking innovation. Some companies try to triage this by creating "Labs", where a handful of people are tasked with "doing cool stuff that may be able to help the goals of the company". These groups are often treated like separate companies with their own budget, and in the case of Zappos Labs, don't event sit in the same city as the parent company. Another way to rapidly innovate, is by buying companies with innovative technologies or "acquire" established creative development teams.
With the recent success of some of the top accelerators like Ycombinator, 500 Startups, and Techstars it's not surprising that an innovative enterprise company like Nike might want to do an accelerator of their own. It's a win/win all the way through. The companies that get accepted get access to capital and distribution channels they desperately need, and Nike gets top tier innovators helping their employees think outside the box while getting a bit of equity in these promising startups that align with their company goals.
Nike partnered with Techstars to bring 10 teams to work for three months at Nikes' HQ in Portland, OR to work with Nike and Techstars mentors to build and iterate on their products. They are the first companies in the world to work with Nike's new API and were given advice from 200+ mentors that ranged from people at NIke, TS mentors , folks at other companies like Apple and Google. Lots of information and opinions were thrown at them in a short amount of time and they had to digest, make decisions in implement rapidly to come up with what we are about to see.
With out further ado, here is a recap of the 10 companies that just 'graduated':
Chroma: An active gaming studio that creates virtual worlds tied to real-world activity.
CoachBase: A platform that modernizes the coach’s clipboard with an interactive digital playbook together with digital training and instruction.
FitCause: A social giving platform empowering individuals to turn everyday movement into a charitable donation.
FitDeck: Digital decks of exercise playing cards that deliver ever-changing workouts for fitness and sports.
GeoPalz: A gaming peripheral that captures kids’ real-life physical activity and converts it into digital coins, game tokens and rewards.
GoRecess: A one-stop destination that helps people find, book and review fitness classes and activities.
HighFive: A mobile rewards platform that gives users unique and customized rewards for physical activity and healthy choices, at just the right moment.
NextStep.io: A dashboard that simplifies the connection between the quantified self and the rest of your life.
Sprout: An enterprise app that inspires employees to get fit and empowers employers with tools to manage and measure wellness.
Totem: A new way to discover and share your next adventure.
UNDERESTIMATING THE IMPACT OF TEAM DYNAMICS
We should probably change the saying ‘fail fast’ to ‘learn fast’, it just doesn’t sound as good.
Often times peoples working at startups feel compelled to work on the problems that their company is tackling. Just like paintings are an extension of the artist, early companies are an extension of the people working on them. That’s why failure is painful, it sucks, but it’s also an opportunity to learn and that’s why its so important. Entrepreneurs are life long students and, in my experience at least, failure is when we learn the most.
At my first startup everything seemed to be going great. We had just finished building our beta product, Gokrt, and had 500 folks lined up to test it. Six months of work and lots of money had been put into this project and as far as I was concerned we were poised to change the way people shopped online. We started testing and got all sorts of great feedback and bug reports. Side note, if you really want to put early web apps through the ringer ask your friends with enterprise jobs to try it out on their work computers with internet explorer, if it works well, you’ve done a really good job.
Right in the middle of our fist test cycle, the team fell apart. The app crashed and was down for a week because we couldn’t agree if we should add a couple features into the beta test. Even though we eventually agreed on what to do, got the app back up, and started testing again, but we never fully recovered and that proved to be the beginning of the end.
I learned from experience that team dynamics are just as important as the software that you are creating. Sometimes leadership means telling people what to do, but most of the time it means being a cheerleader and an advocate.
Happy Monday, get out there, experiment, don’t be afraid of failing, and learn by doing.
#12
For a long time I thought the number 12 was my lucky number. Not that I really believe in luck, or even care about the notion of being 'lucky'. I'm one of those people that believes you make your own luck, that its a combination of being in the right place at the right time and being open to possibilities that you haven't thought of yet or weren't necessarily planning for. More like serendipity then luck really... I guess luck to me is more of a life view then it is an event. I feel lucky often.
I digress. My birthday is on June 12th, because of this I always picked the number 12 for team sports and anything else that requires a number that represents me for a specific period of time. For some reason the number has always made me happy and when it randomly comes up I'm pretty stoked, but looking back the number 12 hasn't really been lucky for me at all. I don't remember my 12th year all that fondly and the only other lasting thing that I have involving the number 12 is a tattoo right above my left knee cap. I got it a couple years ago after drinking a couple, probably 12, too many beers. I had no idea what to get, so I just said, "Well, I like the number 12." So I got that, and it's a really really shitty tattoo that's going to be on my leg forever (I love that its there though). One of friends also got the number 12 so we are blood brothers, and my other friend got 7x7, so whatever, we are blood brothers too. Apparently, we were really into numbers that particular night.
Anyways, I realized something today. 12 isn't my lucky number at all, it's my favorite number. This realization really struck me. I've been unintentionally investing a lot in "calculated luck" and I couldn't be doing what I am if I hadn't.
Sharing a couple things that have helped me, maybe they will work for you as well:
Do what you love. In work if you can, in personal life always. (You will feel lucky)
Invest in others without expecting anything in return. (It will pay dividends.)
Money is necessary, but if its the only goal you will never be fufilled. (First world problems… so, give back when you can)
Get lots of tattoos. (personal one, don't rec this for everyone)
How do you get lucky? Add to the list!!!
3 things I learned about teamwork on the ‘StartupBus’
Everyone who hopped on the StartupBus on March 3rd paid to get on a crowded bus full of strangers so they could build a new product on their ride to South by Southwest in Austin.
I was part of the group on the bus that departed from San Francisco, while five other buses left from other parts of the U.S. When the ride started, we quickly formed teams and pitched ideas. After going through ideas, we eventually pulled over in a Walmart parking lot and started a “speed dating” process that consisted of people saying which ideas were best and what they could contribute to the project.
Our team eventually formed, and ended up being nine members — twice as big as the other two teams on the West Coast bus. Having that many people and trying get traction with it in three days seemed like an impossible feat, but we eventually came up with a simple platform that we could rally behind.
We built Ghostpost.io, an anonymous chat application, and made it all they way to the finals and eventually pitched to Dave McClure and Robert Scoble. The app has been used in 70 countries by more than 5,000 people since we launched on March 6th. We don’t know what the future of Ghostpost is, but we had a lot of fun building and using it during SXSW.
After reflecting on the experience, here are three big things I learned about teamwork:
Assign leaders as fast as possible
Our Ghostpost team had a lot of big personalities with previous leadership experience. One of the reoccurring problems we encountered is that we often came to a standstill on what to do next because we would spend an hour or more coming to a consensus on every little decision. We had clearly defined roles for development, design, and strategy. But we never made it a point to assign leadership roles within the micro-groups or to assign one person as the overall decision maker within groups.
What ended up happening was different people trying to take the reigns as the leader at different points in the competition. This created some frustration among team members and flared up some egos. Some members started to not listen to other team members while barking orders about what we were all going to do next. Some team members withdrew and started to work on things on their own. Others got upset and gave up.
We ended up with a divided team that eventually built similar (but different) products on two different platforms. The outcome was us delivering a stripped down version of the full idea, but at the end of the day it worked out well.
If we had taken the time to assign leadership responsibility to one or two people and all agreed upon that, we might have been able to get a lot more done with the time that we had.
Figure out everyone’s communication styles as early as possible
Communication in a professional environment is much more then just talking to people the way that you would prefer others talk to you. This became apparent when I was on a bus with eight other people I had just met. Some people want to talk about every little thing, while others want to have short huddles and then work without being bothered.
When you are trying to be democratic about decision-making, it’s easy to have group discussions, but unless these discussions are structured, the loudest and most aggressive people end up getting their say and no else gets a word. This immediately creates dissension in the ranks because subgroups begin to form so the less vocal folks can say what they think without being interrupted.
In the future, I’m going to pay more attention to the communication styles of the individual team members and work toward creating an environment where team members get equal opportunity to voice opinions.
Build agile
We built a minimum viable product almost immediately, and everyone was pretty stoked on the outcome. As a way to test if anonymous chat would be interesting, we created a Twitter account and gave everyone in the team access. Everyone ended up checking the account obsessively to see if people were posting, and people wondered aloud about about who posted the last tweet. As a joke, any time someone asked that question, every person on the team had to raise their hand.
After our basic product was up, iterative development seemed to stop. The team was making headway, but instead of prototyping new builds, we all got caught up in feature creep and didn’t actually deploy a working testable prototype until the morning of the first pitch in the competition. We were able to hustle together some legit user testing, but we could have had way more numbers with more time.
Companies often miss release dates because they want to get one last feature done. This exercise was a great reminder to always build the core of the product first and worry about the nice-to-have’s later.
Final thoughts
I came out of this crazy experience with eight new friendships. There is a special bond that comes out of a 3 a.m. hack session in a New Mexico hotel.
Being an entrepreneur takes practice. Competitions like StartupBus and hackathons create an intense environment that stretch us to our limits and force us to think about things differently. And now I think encouraging this type of intensity and team building should be a part of every company’s culture.
Will you leave your job to join the sharing economy?
I hop in a car from Lyft, the on-call ride-sharing startup in San Francisco, and I start talking with the driver. She’s a 26-year-old with a Master’s degree and has worked for startups for a few years. A few months ago, she left her job to take some time to figure out what’s next and learn to code.
To make ends meet, she did some research about part-time work. She started out by putting her room on Airbnb and doing a couple tasks a week via TaskRabbit. Now she’s driving her car a couple days a week on Lyft. The combination of these three things is making her more money than she made working full time. Plus, she feels like she’s working for herself without the risk of starting her own company.
Most of the people I meet who are on the supply side of the sharing economy are working between jobs or to using these services to supplement their incomes. Thought these conversations, I have a feeling 2013 is going to be a year where we start to hear about people leaving full-time employment to do a combination of different shared services so they can have a more flexible schedule.
To get a better understanding of these trends, I chatted with several folks from TaskRabbit, Airbnb, Lyft, and GetAround. They are all growing rapidly, expanding to new markets, and on-boarding as many new “sharers” as they can, as fast as they can.
For example, Johnny Brackett of TaskRabbt told me that the company currently has more than 4,000 “Rabbits” on-boarded to their platform and have a waiting list of more then 10,000 people waiting to offer their services to local communities.
Logan Green, CEO and co-founder of Lyft, is tight-lipped about specific statistics involving his community, but he told me that the people signing up to drive for Lyft run the full gambit of backgrounds and experience. He gave me one example of a preschool teacher who is a Lyft driver in her spare time so she can get some adult interactions and a PHD student who drives to get his mind off research for a little bit.
Meg Murray, a marketer at GetAround, said the company has more then 10,000 cars listed for rent on their platform with the average active renter making around $350 per month, and one renter making as much as $1,300 per month.
The average worker for TaskRabbit runs two to three tasks per day and earns $45. A highly specialized Rabbit can make much more per task and bring in as much as $6000 per month.
Airbnb communications pro Emily Joffrion tells me that the company has more than 250,000 properties listed in 34,000 cities across 192 countries around the world. I also got some specific information about San Francisco. Emily tells me that occasional renters in the city can make between $6,900 and $9,300 annually. I also know from experience that at least three friends of mine living in SF at minimum cover their rent by putting rooms on AirBnB. Sometimes they make more.
So based on these numbers we can make some assumptions about what a person should be able to make doing tasks for the whole of 2013. Let’s say this is a woman in San Francisco with no traditional job who is willing to work in the shared economy up to 40 hours per week and has an apartment and a four-door car.
Renting her apartment out occasionally on Airbnb, she can make: $667/month or $8,000/year
Doing two to three tasks per day on TaskRabbit five days a week, she can make: $2,000/month or $24,000/year
Lyft told me driving part-time she could make: $750/month or $9000/year
When not using his car, she can supplement income from GetAround: $350/month and do as needed
Based on these numbers, an individual with no specialized skills should be able to make an average of $41,000 per year. If he or she has specialized skills, the opportunity could be much greater.
Considering people trying to do this get to make and manage their own schedules and effectively be their own boss, this could be an enticing number. I don’t see why it couldn’t be a regular thing to hear people start saying, “I left my job to do tasks on TaskRabbit and drive for Lyft.”
Read more at http://venturebeat.com/2013/01/21/will-you-leave-your-job-to-join-the-sharing-economy/#IStW11vdmz21RHgk.99
Where to Live in The City (San Francisco)
I get asked every now and then what neighborhoods people who are considering SF should apartment hunt in. Just now a friend of a friend hit me up, and I put a list of neighborhoods to consider and avoid. Please let me know your thoughts and add to the list if you have additional useful notes.
///
Sunset and the Richmond are neighborhoods where SF natives live. They are comfortable and safe but a bit removed.
I would stay away from Tenderloin, SOMA, Dogpatch, Bay View, and Hunters Point. All these places have little gems, but those are hard to find, and often close to very dangerous areas. I put the Mission in this category, but if you can find something around Dolores Park you’re golden.
I would stay out of the Marina, Financial District, Upper Haight, Presidio, Union Square, and Fishermen’s Wharf for a variety of reasons. Mostly difficult transplants, tourists, and/or hard to get to.
Potrero, Bernal, and Cole Valley are all quaint.
Nob Hill, Russian Hill, Telegraph, Hayes Valley, Japan Town (stay north of Geary) and Pac Heights are closer to downtown and very nice, but also expensive.
I live in Noe Valley. Slightly removed but safe and cute neighborhood. Castro is nice and easier to get to public transportation.
If I was looking I would be scouring NOPA, Alamo Square, Lower Haight and Western Addition. You have to be careful about western edition though. Anything east of Divisadero is spotty and west is pretty rad.
Thanks.
The tryptophan high is finally starting to wear off and I'm getting back into the swing of "normal" work until we start pouring heavy handed eggnog. I have plenty of things to be thankful for, like friends and family and Amazon Prime, but there is one more thing that I would like to throw into the bucket and on the record. I'm thankful for the entrepreneurs around the world busting ass to build products, innovate and define how we use the massive amount of information we have and continue to create.
We've all been asked the question at some point, "If you could live in any time period in the world, what would it be?" My answer is always, right now. I'm stoked to be around during this time of dramatic change that is happening because of advances in computing and the rise of the internet. I want to do everything I can to help effect that change to better the greater good, and will continue to dream about what could be while I work on what I think can be.
To people out there dreaming... and doing, I salute you.
Twitter // Now, the future, and beyond.
A recent twitter interaction prompted me to think about the service that I love and use daily, and more broadly about what's happening in social media companies these days. I'll explain the incident real quick, then dive into some thoughts about social media.
My personal online brand happens to be cheeky humor, that is sometime offensive and is quite often narcissistic. Not everyone's cup of tea, regardless, here is the unfolding of the interaction:
I insta-tweet about beer and beer company retweets (yay):
Random internet person says something seemingly dickish and snarky, I respond in-kind and include super cute winky smily face:
Dude, goes on rant, calls me names (to be fair, I did favorite and re-tweet his insult):
While I do enjoy getting people like Mitch riled up and had a good laugh from this interaction (hope you do too), this is not why I love the internet or my reason for being on Twitter.
1. Why I love Twitter
A platform to interact with and engage a whole bunch of people.
There has recently been a lot of talk about twitter as a tool for consuming content because of the addition of Peter Chernin to the twitter board. In his blog post, Dalton Caldwell even proposed that Twitter might go through a late stage pivot to focus more on content consumption in stead of their communication roots to simplify new user on-boarding, accelerate growth and increase the reach of the brand.
For me information consumption is secondary to keeping up with the people and brands that I follow and starting new conversations with people that have similar interests.
2. The Future
I'm perfectly comfortable with the idea that twitter can be used as a newsfeed and nothing else. Peter's first tweet was announcing that he joined the board at Twitter. In it he says that he is a long time user of the service, and unless he has a secret account, it's because he signed up and followed a couple people in 2010. To me this signals that he has a fundamental lack of understanding for the real value that Twitter delivers to its users, or he is not very good with his words. Either way, I'm guessing he didn't consult his personal PR folks or the marketing department at Twitter before he sent his first Tweet.
Peters deep connections and knowledge of the media industry can bring ton's of value to twitter and its share holders. They are obviously adding him to the board for his breath of experience in traditional advertising, in hopes that they get the same results in the digital space (i.e. increase shareholder value and make "the man" happy).
Nothing wrong with this... we all need to eat, right? But I hope that there is a collaborative effort to maintain the magic that was originally created, and not go the way of MySpace as proposed could be the case by Mister Caldwell.
3. Beyond?
I kind of feel like we are in the middle of a social shakedown. Lot's of quick and seemingly random change come, few companies will make it, and in the end innovation will take it's efforts and put them elsewhere.
First Facebook, the social network that does good and respects privacy, offers it's IPO. Quite a mess there, but I'm sure they will bounce back. How will they bounce back? I would hope that they will by fostering innovation and encouraging competition to further push the social boundaries. That would be awesome, but I can't help but think it will be by using clout and $$ squash competition and further the status quo. While putting on a smily face and buying small incumbents to "innovate" the Facebook brand.
Next twitter. Same IPO mess, same reactions... push brand, increase shareholder value? Only time will tell, but based on the amount of VC money they have had to take, there are going to be some serious pushes to IPO and increase value. In times where the whole social internet is yet to be clearly defined, doing this successfully and without speed bumps will be a true work of art.
Maybe Four Square will buy Groupon for a steal of a deal and go head to head with Yelp.
Maybe there is some super cool social startup in the works, that I dont know about yet, and it's going to change everything.
Regardless, this is all fun to watch and be a part of. When I have grandkids I won't tell them I had to walk to school uphill both ways in the snow... I had to keep track of, and engage, 5 different social networks at once, *gasp*, and every now and then even deal with the occasional internet troll, *oh my*. But, of course, back then Grandpa was a hipster and times, well, they were different.
Recent interview by Tech Cocktail
Scenario: You’re a contestant on the game show, “Mystery Box.” You’ve made it to the final round, in which you’re presented a pair of options. You can walk away from the show with $5,000…OR…you get whatever is inside the Mystery Box. If you’re anything like me, you choose Mystery Box (and win a lifetime subscription to Newsweek and a Walkman – thanks for playing).
The human imagination is a powerful thing. Entrepreneurs typically possess it in spades. After all, they’re supplanting the status quo with a new reality; imagination is what bridges the two. That’s why these entrepreneurs are happy to trade in the lofty paychecks they would otherwise be receiving from a corporate job for what’s inside the Mystery Box.
And this is precisely the angle that Late Labs is taking to recruit high caliber developers to build their projects. The San Francisco-based startup offers a series of projects for developers to get involved with, but instead of offering a flat payment, they receive equity. From there, Late Labs’ founder, Justin Johnson, takes the role of biz dev to find potential suitors.
It’s a novel idea — so novel, in fact, that Johnson is still tweaking the details of the Late Labs compensation model. But this hasn’t stunted their early progress. According to Johnson:
People from all of the top schools, and from many of the most innovative tech companies in the valley and out of the valley, have applied. We have started development on buggle.us and are getting a lot of interest in Satisfactor right now. We are currently going through the process of figuring out what our next project will be and are planning to start development on it mid November.
I caught up with Johnson to learn more about his innovative “shared resources” startup.
Tech Cocktail: What was the inspiration behind Late Labs? What do you enjoy most about working on it?
Late Labs founder Justin Johnson (on the left)
Justin Johnson: “I get really excited about shared resources and doing something meaningful with idle things that have value. I think about stuff like AirBnB, GetAround, and TaskRabbit and can’t help but think that the future world is going to be so much more productive because of the opportunity technology gives us to better use our physical and intangible resources.
We are applying this kind of thinking to the developer community. The reality is that almost every developer out there has at least one side project going on, but that side project almost always lacks one of the catalysts that will make it successful (again monetization, design, distribution, money…) We want to close that gap and make a developer’s craft and extra resources just as valuable as their time in the office.
We love thinking about lots of problems and how to improve them. Late Labs provides a platform for us to effectively work on all sorts of things with all sorts of smart creative people… and that’s pretty rad.”
Who is your greatest competitor, and how does Late Labs differentiate itself?
Johnson: “What we are doing is a different take on a couple different models. You might say we are competing with accelerators like 500 Startups, Y Combinator and Tech Stars… but I don’t really think so. There are also dev houses like Pivotal Labs and Carbon 5, but we aren’t creating a market place, and we definitely aren’t a services company. We are probably most like Odesk and other contractor platforms.
The difference is that we are offering equity instead of money, and we think that this will attract a different type of person.”
What is the biggest advantage and disadvantage of starting up in San Francisco?
Johnson: “San Francisco is a great city for starting a technology company! There are so many people here who are excited about tech and startups. That in itself is both the good and bad thing. Lots of opportunity, and lots of noise at the same time.”
Describe a challenging moment or a crucial decision for Late Labs. How did you deal with it, and what did you learn from it?
Johnson: “When we launched, we didn’t expect the amount of response that we got… so we were underprepared. We approach things in a very lean, least-amount-of-work-for-most-bang kind of way, which is good — to an extent. But on the launch, our application process actually broke for a hot second, and we lost some registrations. So, lesson was be prepared for best case possible.”
What’s one quirky fact about you, your team, or your office culture?
Johnson: “My favorite food is coffee.”