Useful News for You

Back in 2015, Google’s ATAP team demoed a new kind of wearable tech at Google I/O that used functional fabrics and conductive yarns to allow you to interact with your clothing and, by extension, the phone in your pocket. The company then released a jacket with Levi’s in 2017, but that was expensive, at $350, and never really quite caught on. Now, however, Jacquard is back. A few weeks ago, Saint Laurent launched a backpack with Jacquard support, but at $1,000, that was very much a luxury product. Today, however, Google and Levi’s are announcing their latest collaboration: Jacquard-enabled versions of Levi’s Trucker Jacket.

These jackets, which will come in different styles, including the Classic Trucker and the Sherpa Trucker, and in men’s and women’s versions, will retail for $198 for the Classic Trucker and $248 for the Sherpa Trucker. In addition to the U.S., it’ll be available in Australia, France, Germany, Italy, Japan and the U.K.

The idea here is simple and hasn’t changed since the original launch: a dongle in your jacket’s cuff connects to conductive yarns in your jacket. You can then swipe over your cuff, tap it or hold your hand over it to issue commands to your phone. You use the Jacquard phone app for iOS or Android to set up what each gesture does, with commands ranging from saving your location to bringing up the Google Assistant in your headphones, from skipping to the next song to controlling your camera for selfies or simply counting things during the day, like the coffees you drink on the go. If you have Bose noise-canceling headphones, the app also lets you set a gesture to turn your noise cancellation on or off. In total, there are currently 19 abilities available, and the dongle also includes a vibration motor for notifications.

What’s maybe most important, though, is that this (re-)launch sets up Jacquard as a more modular technology that Google and its partners hope will take it from a bit of a gimmick to something you’ll see in more places over the next few months and years.

“Since we launched the first product with Levi’s at the end of 2017, we were focused on trying to understand and working really hard on how we can take the technology from a single product […] to create a real technology platform that can be used by multiple brands and by multiple collaborators,” Ivan Poupyrev, the head of Jacquard by Google told me. He noted that the idea behind projects like Jacquard is to take things we use every day, like backpacks, jackets and shoes, and make them better with technology. He argued that, for the most part, technology hasn’t really been added to these things that we use every day. He wants to work with companies like Levi’s to “give people the opportunity to create new digital touchpoints to their digital life through things they already have and own and use every day.”

What’s also important about Jacquard 2.0 is that you can take the dongle from garment to garment. For the original jacket, the dongle only worked with this one specific type of jacket; now, you’ll be able to take it with you and use it in other wearables as well. The dongle, too, is significantly smaller and more powerful. It also now has more memory to support multiple products. Yet, in my own testing, its battery still lasts for a few days of occasional use, with plenty of standby time.

Poupyrev also noted that the team focused on reducing cost, “in order to bring the technology into a price range where it’s more attractive to consumers.” The team also made lots of changes to the software that runs on the device and, more importantly, in the cloud to allow it to configure itself for every product it’s being used in and to make it easier for the team to add new functionality over time (when was the last time your jacket got a software upgrade?).

He actually hopes that over time, people will forget that Google was involved in this. He wants the technology to fade into the background. Levi’s, on the other hand, obviously hopes that this technology will enable it to reach a new market. The 2017 version only included the Levi’s Commuter Trucker Jacket. Now, the company is going broader with different styles.

“We had gone out with a really sharp focus on trying to adapt the technology to meet the needs of our commuter customer, which a collection of Levi’s focused on urban cyclists,” Paul Dillinger, the VP of Global Product Innovation at Levi’s, told me when I asked him about the company’s original efforts around Jacquard. But there was a lot of interest beyond that community, he said, yet the built-in features were very much meant to serve the needs of this specific audience and not necessarily relevant to the lifestyles of other users. The jackets, of course, were also pretty expensive. “There was an appetite for the technology to do more and be more accessible,” he said — and the results of that work are these new jackets.

Dillinger also noted that this changes the relationship his company has with the consumer, because Levi’s can now upgrade the technology in your jacket after you bought it. “This is a really new experience,” he said. “And it’s a completely different approach to fashion. The normal fashion promise from other companies really is that we promise that in six months, we’re going to try to sell you something else. Levi’s prides itself on creating enduring, lasting value in style and we are able to actually improve the value of the garment that was already in the consumer’s closet.”

I spent about a week with the Sherpa jacket before today’s launch. It does exactly what it promises to do. Pairing my phone and jacket took less than a minute and the connection between the two has been perfectly stable. The gesture recognition worked very well — maybe better than I expected. What it can do, it does well, and I appreciate that the team kept the functionality pretty narrow.

Whether Jacquard is for you may depend on your lifestyle, though. I think the ideal user is somebody who is out and about a lot, wearing headphones, given that music controls are one of the main features here. But you don’t have to be wearing headphones to get value out of Jacquard. I almost never wear headphones in public, but I used it to quickly tag where I parked my car, for example, and when I used it with headphones, I found using my jacket’s cuffs easier to forward to the next song than doing the same on my headphones. Your mileage may vary, of course, and while I like the idea of using this kind of tech so you need to take out your phone less often, I wonder if that ship hasn’t sailed at this point — and whether the controls on your headphones can’t do most of the things Jacquard can. Google surely wants Jacquard to be more than a gimmick, but at this stage, it kind of still is.

Stranger Things 4 got its first teaser today, courtesy of the official Stranger Things Twitter account. The Netflix series, which is in its fourth season (although the creators, brothers Matt and Ross Duffer, maintain that each instalment isn’t really a ‘season’ in the traditional TV sense, but rather more like a movie broken up across multiple episodes), is being renewed alongside an overall film and TV deal with a 9-figure value for the Duffers at Netflix.

Stranger Things manages a unique blend of sci-fi, horror, 1980s-era nostalgia and coming-of-age teen buddy comedy. It’s among the most successful of Netflix’s original content creations, by most accounts, and also one of the most critically-acclaimed. Details about this fourth series are scarce for now, but based on the teaser we can expect the action to move out of Hawkins, the sleepy town which has provided the backdrop for all of the action thus far (minus a very strange outing for main character Elle back in season two).

Judging strictly from this preview, we can also probably safely assume that a lot of the action will take place in the ‘Upside Down,’ the fictional dark mirror dimension where the series villain monsters are from. It’ll be interesting to see if Stranger Things 4 can spend a whole season in this realm, which seems to mostly be filled with moss, slime, dust and spores of some kind.

Hyundai Motor Group has launched a new air mobility division aimed at developing technology for the commercialization of flying cars, the latest company to dive into the emerging industry.

The division will be led by Dr. Jaiwon Shin, an aeronautics engineer who most recently led the Aeronautics Research Mission Directorate at NASA. While at NASA, Shin oversaw a $725 million program into aeronautics research initiatives, such as supersonic X-plane, electrification of aircraft, UAS traffic management, and urban air mobility.

The South Korean automaker said the business unit led by Shin will “develop core technologies and innovative solutions for safe and efficient airborne travel.” Shin’s expertise centers on airframe, engine, aviation safety, and air traffic management — technologies that Hyundai says will allow it to take a lead in the urban air mobility sector.

That urban air sector is expected to grow into a market worth $1.5 trillion within the next 20 years,” according to Shin.

Of course, there are many others pursuing various kinds of air taxis, including Uber, Kitty Hawk Corp., Terrafugia and Volocopter, to name just a few.

All of these companies, including Hyundai see the flying cars as a way to solve the traffic problems on the ground. Flying cars could merely move that congestion to the skies, which is why technologies around airspace traffic management — which Shin has experience in — is just as important as developing the aircraft.

Instagram deployed a new tool today that should help it continue to build a more viable alternative to YouTube for individual creators looking to try a different platform. It’s a dedicated account called @creators, which will deliver tips and tricks for people hoping to become more active on the platform.

Based on the pinned FAQ story that Instagram has posted to the account, and a brief explainer with some testimonials from actual creators using the platform. Some of the questions that Instagram answers include how to get Verified, which must be asked so incredibly frequently by this particular set of folks.

The grid posts of @creators include some helpful tips like pointing out that 60% of people listen to stories on the platform with the sound on. Clearly, the account is geared towards pushing video creation tips and tools, which makes sense given that’s an area of growth for the company, and a way for it to win over disaffected YouTubers and younger creators who are looking for their new home on the web.

This could be a huge potential opportunity for Instagram, in fact, and this account, while a small part of an overall approach to wooing creators, is a good one.

Since launching in the United States five years ago, SmartNews, the news aggregation app that recently hit unicorn status, has quietly built a reputation for presenting reliable information from a wide range of publishers. The company straddles two very different markets: the U.S. and its home country of Japan, where it is one of the leading news apps.

SmartNews wants readers to see it as a way to break out of their filter bubbles, says Jeannie Yang, its senior vice president of product, especially as the American presidential election heats up. For example, it recently launched a feature, called “News From All Sides,” that lets people see how media outlets from across the political spectrum are covering a specific topic.

The app is driven by machine-learning algorithms, but it also has an editorial team led by Rich Jaroslovsky, the first managing editor of WSJ.com and founder of the Online News Association. One of SmartNews’ goal is to surface news that its users might not seek out on their own, but it must balance that with audience retention in a market that is crowded with many ways to consume content online, including competing news aggregation apps, Facebook and Google Search.

In a wide-ranging interview with Extra Crunch, Yang talked about SmartNews’ place in the media ecosystem, creating recommendation algorithms that don’t reinforce biases, the difference between its Japanese and American users and the challenges of presenting political news in a highly polarized environment.

Catherine Shu: One of the reasons why SmartNews is interesting is because there are a lot of news aggregation apps in America, but there hasn’t been one huge breakout app like SmartNews is in Japan or Toutiao in China. But at the same time, there are obviously a lot of issues in the publishing and news industry in the United States that a good dominant news app might be able to help, ranging from monetization to fake news.

Jeannie Yang: I think that’s definitely a challenge for everybody in the U.S. With SmartNews, we really want to see how we can help create a healthier media ecosystem and actually have publishers thrive as well. SmartNews has such respect for the publishers and the industry and we want to be good partners, but also really understand the challenges of the business model, as well as the challenges for users and thinking of how we can create a healthier ecosystem.

Microsoft today announced that Windows Virtual Desktop (WVD), its Azure-based system for virtualizing the Windows and Office user experience it announced last September, is now generally available. Using WVD, enterprises can give their employees access to virtualized applications and remote desktops, including the ability to provide multi-session Windows 10 experiences, something that sets Microsoft’s own apart from that of other vendors who offer virtualized Windows desktops and applications.

In addition to making the service generally available, Microsoft is also rolling it out globally, whereas the preview was U.S.-only and the original plan was to slowly roll it out globally. As Scott Manchester, the principal engineering lead for WVD, also told me that over 20,000 companies signed up for the preview. He also noted that Microsoft Teams is getting enhanced support in WVD with a significantly improved video conferencing experience.

Shortly after announcing the preview of WVD, Microsoft acquired a company called FSLogix, which specialized in provisioning the same kind of virtualized Windows environments that Microsoft offers through WVD. As Microsoft’s corporate VP for Microsoft 365 told me ahead of today’s announcement, the company took a lot of the know-how from FSLogix to ensure that the user experience on WVD is as smooth as possible.

Andreson noted that just as enterprises are getting more comfortable with moving some of their infrastructure to the cloud (and have others worry about managing it), there is now also growing demand from organizations that want this same experience for their desktop experiences. “They look at the cloud as a way of saying, ‘listen, let the experts manage the infrastructure. They can optimize it; they can fine-tune it; they can make sure that it’s all done right.’ And then I’ll just have a first-party service — in this case Microsoft — that I can leverage to simplify my life and enable me to spin up and down capacity on demand,” Anderson said. He also noted, though, that making sure that these services are always available is maybe even more critical than for other workloads that have moved to the cloud. If your desktop stops working, you can’t get much done, after all.

Anderson also stressed that if a customer wants a multi-session Windows 10 environment in the cloud, WVD is the only way to go because that is the only way to get a license to do so. “We’ve built the operating system, we built the public cloud, so that combination is going to be unique and this gives us the ability to make sure that that Windows 10 experience is the absolute best on top of that public cloud,” he noted.

He also stressed that the FSLogix acquisition enabled his team to work with the Office team to optimize the user experience there. Thanks to this, when you spin up a new virtualized version of Outlook, for example, it’ll just take a second or two to load instead of almost a minute.

A number of companies are also still looking to upgrade their old Windows 7 deployments. Microsoft will stop providing free security patches for them very soon, but on WVD, these users will still be able to get access to virtualized Windows 7 desktops with free extended security updates until January 2023.  Anderson does not believe that this will be a major driver for WVD adoption, but he does see “pockets of customers who are working on their transition.”

Enterprises can access Windows 10 Enterprise and Windows 7 Enterprise on WVD at no additional licensing cost (though, of course, the Azure resources they consume will cost them) if they have an eligible Windows 10 Enterprise or Microsoft 365 license.

The People’s Bank of China has approved PayPal’s acquisition of a 70% equity state in GoPay (Guofubao Information Technology Co. (GoPay), Ltd.), which will make PayPal the first foreign payment platform to provide online payment services in China. GoPay has licenses for online and mobile transactions, and mainly provides payment products for industries including e-commerce, cross-border commerce, aviation tourism, and others.

According to a statement from Guofubao, PayPal acquired the 70% stake through the Shanghai-based subsidiary, Yinbaobao Information Technology (Shanghai) Co., Ltd.

The companies did not disclose deal terms.

The news of PayPal’s entry into China comes at a time when there’s increased tensions between the U.S. and China, with The White House reportedly now considering curbing some U.S. investments in China amid the trade dispute between the countries.

Though China’s payments market today is led by local players, including eWallet providers like AliPay and WeChat Pay on the mobile side, there’s still plenty of room for it to grow — which would benefit PayPal.

On the mobile payments side alone, the market is expected to grow 21.8% from 2017 to $96.73 trillion in 2023, driven partly by increasing demand for e-commerce, a report from Frost & Sullivan found. The market has also seen an increase in cross-border transactions, particularly in sectors like e-commerce, travel and overseas education. These reached $6.66 trillion in 2016.

The report additionally said the total number of active mobile payment customers is expected to reach 956 million by 2023, up from 562 million in 2017.

PayPal said the transaction is expected to close in Q4 2019 and is subject to customary closing conditions.

The company’s full statement on the acquisition is below:

WeWork’s parent organization The We Company just announced that it’s withdrawing the S-1 filing for its IPO.

The coworking company has had a turbulent month since the filing went public, around both the general state of its finances and the behavior of co-founder/CEO Adam Neumann.

As a result, Neumann stepped down down as CEO last week (he will continue to serve as non-executive chairman). In addition, the company is looking to focus on its core co-working business, which means it’s planning major layoffs and even reportedly looking to sell some of the companies it acquired over the last couple years — namely Managed by Q, Conductor and Meetup.

So it was widely expected that The We Company would delay its IPO Today, it made things official with the release of a statement from new co-CEOs Artie Minson and Sebastian Gunningham:

We have decided to postpone our IPO to focus on our core business, the fundamentals of which remain strong. We are as committed as ever to serving our members, enterprise customers, landlord partners, employees and shareholders. We have every intention to operate WeWork as a public company and look forward to revisiting the public equity markets in the future.

When Confluent launched a cloud service in 2017, it was trying to reduce some of the complexity related to running a Kafka streaming data application. Today, it introduced a free tier to that cloud service. The company hopes to expand its market beyond large technology company customers, and the free tier should make it easier for smaller companies to get started.

The new tier provides up to $50 of service a month for up to three months. Company CEO Jay Kreps says that while $50 might not sound like much, it’s actually hundreds of gigabytes of throughput and makes it easy to get started with the tool.

“We felt like we can make this technology really accessible. We can make it as easy as we can. We want to make it something where you can just get going in seconds, and not have to pay anything to start building an application that uses real time streams of data,” Kreps said.

Kafka has been available as an open source product since 2011, so it’s been free to download, install and build applications, but still required a ton of compute and engineering resources to pull off. The cloud service was designed to simplify that, and the free tier lets developers get comfortable building a small application without making a large financial investment.

Once they get used to working with Kafka on the free version, users can then buy in whatever increments make sense for them, and only pay for what they use. It can be pennies worth of Kafka or hundreds of dollars depending on a customer’s individual requirements. “After free, you can buy 11 cents worth of Kafka or you can buy it $10 worth, all the way up to these massive users like Lyft that use Kafka Cloud at huge scale as part of their ride sharing service,” he said.

While a free SaaS trial might feel like a common kind of marketing approach, Kreps says for a service like Kafka, it’s actually much more difficult to pull off. “With something like a distributed system where you get a whole chunk of infrastructure, it’s actually technically an extraordinarily difficult thing to provide zero to elastic scale up capabilities. And a huge amount of engineering goes into making that possible,” Kreps explained.

Kafka processes massive streams of data in real time. It was originally developed inside LinkedIn and open sourced in 2011. Confluent launched as a commercial entity on top of the open source project in 2014. In January the company raised $125 million on a $2.5 billion valuation. It has raised over $205 million, according to Crunchbase data.

The U.S. Treasury has imposed sanctions against two Russian men accused of working for a Russian disinformation unit.

In a statement, the Treasury said Igor Nesterov, 34; and Denis Kuzmin, 28, worked for the so-called Internet Research Agency, a secretive organization tasked with spreading disinformation and false news. The IRA, as it’s known, was critical to the Russian government’s efforts to sow discord to try to influence the outcome of the 2016 U.S. presidential election.

The Treasury didn’t say for what reason the two Russian nationals were put on the list, only citing an executive order signed by President Trump last year to impose sanctions against Russians accused of foreign interference with a U.S. election.

A spokesperson for the Treasury did not immediately respond to a request for comment.

The report by special counsel Robert Mueller, who was tasked with investigating Russian meddling with the U.S. election and any ties to the then-Trump presidential campaign, said the IRA began its activities in 2014 prior to the election. The agency used Twitter and Facebook, among other online platforms, to spread false news. In one documented case, the agency set up two opposing real-life events to try to stoke up anger and aggressive political rhetoric.

Earlier this year, Google and Amazon reached an agreement to bring their streaming video apps to each other’s platforms, following years of anti-competitive, anti-consumer behavior on both of their parts. Initially, the official YouTube app launched on Fire TV devices, while Prime Video launched on Chromecast and Android TV. Today, YouTube TV has also now become available on Fire TV devices, Amazon announced.

In a blog post, the company says the official YouTube TV app will launch on Fire TV Stick (2nd Generation), Fire TV Stick 4K, the all-new Fire TV Cube, plus Toshiba, Insignia, Element, and Westinghouse brand Fire TV Edition Smart TVs. It will also be supported on some previous generation Fire TV devices, including the Fire TV Cube (1st Gen), Fire TV (2nd Gen), Fire TV (3rd Gen — Pendant Design).

However, the app will not run on the 1st Gen Fire TV or Fire TV Stick.

YouTube TV is Google’s live TV streaming service, and a rival to Sling TV, Hulu with Live TV, PlayStation Vue, DirecTV Now (recently rebranded as AT&T TV NOW), and others. It offers over 70 channels from networks like Discovery, TNT, CNN, ESPN, FX and on-demand programming, as well as an unlimited cloud DVR. This year, it also had an exclusive range of MLB game broadcasts.

Amazon and Google had been at war for years, making things difficult for their end users. Amazon banned Google hardware from its shopping site on a number of occasions. They also feuded in 2017 over Amazon’s implementation of a YouTube player on its Echo Show, which Google said it did without consultation. YouTube pulled Amazon’s access, then Amazon worked around the problem by sending Echo users to the YouTube homepage instead.

While the companies battled, consumers lost out. And in the case of companies like Amazon and Google, those customer bases tend to overlap. A Chromecast user will want to watch Prime Video or buy Google products from Amazon. A FireTV user wants to watch YouTube. And so on.

As a result, the more neutral platform Roku became the most popular streaming platform in the U.S.

At the time of the original agreement, Amazon and Google said that other YouTube properties would come to Fire TV in the future, including YouTube Kids. That’s now the last remaining YouTube video app missing from Fire TV, and YouTube previously launched on Amazon hardware and YouTube TV begins rolling out today.

McDonald’s first foray into the plant-based protein patty market in North America is launching today in Canada.

The company’s “P.L.T.” (plant, lettuce, and tomato) sandwich, which uses patties from Beyond Meat, is now on sale at several locations in Canada.

This isn’t the first new vegetarian sandwich to launch at a “Golden Arches” location this year. Back in April, the company launched a new vegan sandwich for customers in its franchise locations across Germany.

McDonald’s has had vegetarian and vegan sandwich options on its international menu sporadically for years. Two years ago, it partnered with a specialty Norwegian food company called Orkla to launch its McVegan burger in Finland and Sweden.

With the launch in North American locations, McDonald’s is taking another step down the path toward potentially adding a vegetarian sandwich option to its menu in the U.S.

As the largest fast food restaurant in the world, any steps McDonald’s takes to move to adopt a plant-based protein product from Beyond Meat would represent a significant boost for the company.

It’s happening at a time when some of the world’s largest companies are beginning to launch their own meat-replacement products. Nestle, which partnered with McDonald’s on the launch of their vegan burger in Germany, is using products developed from the team responsible for Sweet Earth Foods.

Nestle bought the Moss Landing, Calif.-based business back in 2017 to get into the plant-based market, just as the company was beginning its work on a plant-based patty.

Other large food companies like Tyson have launched protein-based meat replacements, while industry players in the prepared food space including, McCain Foods have invested in Nuggs.

The fact that McDonald’s decided to go with Beyond for its North American debut points to the fact that the market for suppliers to the biggest restaurant chains is still contested.

Indeed, the major fast food burger chains appear to be taking a largely regional strategy with vendors as supply chain issues for meatless patties seemingly remain a concern.

For instance, while Burger King uses Impossible Foods patties for its Impossible Whopper, sources have said that the company may look for a regional supplier for plant-based products in Latin America.

And it’s important to note that these pilot tests don’t mean that fast food chains will stick to keeping plant based products on the menu. Even as Beyond Meat scores its huge win with its McDonald’s pilot across 28 locations in Canada, the company’s burgers were pulled from locations in another big regional Canadian fast food chain — Tim Hortons.

Beyond Meat benefits from a wider array of plant-based offerings than its closest competitor, Impossible Foods, which has stayed focused on a replacement for ground beef. The El Segundo, Calif.-based company has inked pilot deals with KFC for a plant-based chicken nugget, and a number of fast food outlets like Dunkin, are selling the company’s breakfast sausages.

But the competition extends beyond fast food chains. Big food service vendors like Sodexo and others that cater to corporations, colleges, and universities are trying to lock in suppliers of protein replacements as well.

Meanwhile, demand for alternative proteins continues to skyrocket, with most financial analysts predicting that the market for these types of products could take a significant bite out of the traditional meat industry over the next decade.

Analysts at Barclays predict the market for alternative proteins could hit $140 billion by 2029.

“During this test, we’re excited to hear what customers love about the P.L.T. to help our global markets better understand what’s best for their customers,” said Ann Wahlgren, McDonald’s VP of Global Menu Strategy,  in a statement last week. “This test allows us to learn more about real-world implications of serving the P.L.T., including customer demand and impact on restaurant operations.” .

Spotify this morning announced a new feature that will allow users to add their podcasts to playlists. With the addition, users can create their own custom playlists of their favorite podcasts, or even those that combine music and audio — similar to Spotify’s own newly-launched “Your Daily Drive.”

With “Your Daily Drive,” Spotify put its personalization engine to work to combine both music and news from select sources. But with the ability to now build your own podcast-filled playlists, you won’t have to rely on Spotify’s curation as much.

Instead, you can build your own podcast playlists by tapping the three-dot menu to the right of the podcast episode and then “Add to playlist.” You can either choose to add it a playlist you’ve already created, or you can build a new one from scratch. You can continue to add more content to this playlist, including music, if you prefer.

The company says this functionality is something users have regularly requested since the integration of podcasts to its streaming music service. However, it’s not necessarily the easiest way to tune into the latest episodes of your favorite programs as it involves manual curation.

Many podcasts release new episodes every week or so — and don’t want to get stuck constantly building playlists for those. Instead, the feature makes more sense for curating a set of podcasts around a theme, or preparing yourself to binge your way through a few programs on a long commute or road trip, for example.

Spotify says today there are over 3 billion user-generated music playlists on its service, so it believes that its users will embrace this new curation ability, as well.

Once a podcast playlist has been created, it can be shared with friends or the public, just like music playlists can be. This could make for an interesting marketing tool for podcasters, who could put together playlists of their best episodes or those with high-profile guest stars, for example, as a way to introduce newcomers to their shows. But it could also serve as a way for friends to recommend their favorite shows to others, by putting together a list of their all-time favorite episodes.

For those interested in tracking news and entertainment, they could build playlists of podcast episodes from different sources all focused on the same topic. For instance, a playlist offering everyone’s reviews of the new iPhone.

The podcast playlist feature, for now, is mobile-only. On desktop, you can only stream the playlists you made, but can’t build them yet, Spotify says.

Chinese social media and gaming giant Tencent is taking a 29% stake to become the largest shareholder in Oslo-based Funcom.

The indie games developer is responsible for multiple adaptations involving the Conan the Barbarian franchise, such as Age of Conan and Conan Exiles, as well as a number of other multiplayer titles — including a forthcoming open world sandbox game that will be set in the Dune sci-fi universe.

The news that Tencent has entered into a share purchase agreement to acquire almost a third of the company was announced in a press release today. The Chinese giant has agreed to acquire all the shares belonging to the Norway-based KGJ Capital AS, which is currently the largest shareholder in Funcom.

Commenting in a statement, Funcom CEO Rui Casais said: “Tencent has a reputation for being a responsible long-term investor, and for its renowned operational capabilities in online games. The insight, experience, and knowledge that Tencent will bring is of great value to us and we look forward to working closely with them as we continue to develop great games and build a successful future for Funcom.”

Tencent, which has a substantial games operation of its own, also holds stakes in a number of other major games makers — including Riot Games, Epic, Supercell, Ubisoft, Paradox, Frontier and Miniclip.

A prolonged games licensing freeze in China dented Tencent’s profits last year. And earlier this year, while it reported record profits in its Q1 it also recorded its slowest revenue growth since going public.

Regulatory risk at home is one reason for Tencent to expand its stakes in overseas games developers and tap into a global audience to stoke growth.

Amboss, the Berlin-based ‘medtech’ startup that originally offered a learning app for students but has since pivoted to a knowledge platform for medical professionals, has raised €30 million in Series B funding.

The round is led by Partech’s growth fund, with Target Global acting as a co-investor. Existing investors, Cherry Ventures, Wellington Partners and Holtzbrinck Digital, also participated.

Launched in 2014 as a study platform for medical students, Amboss has since evolved to offer what it claims is the “most comprehensive and technologically-advanced” knowledge platform for medical professionals. It has been developed by a group of 70 doctors and 40 software engineers who work together in small cross functional teams.

“Medical Knowledge does not find its way into practice efficiently,” argues Ambross co-CEO Benedikt Hochkirchen. “This has two main root causes: the way we educate doctors is outdated, and the way doctors access knowledge is inefficient”.

Specifically, he says that medical students are still taught to memorize facts, which become outdated quickly, and there isn’t enough emphasis on understanding and application. In contract, Ambross’ “smart learning” technology claims to not only help students achieve higher scores in their medical exams but furthers their contextual understanding and therefore lays the foundation “to be better prepared for clinical practice”.

“In clinical practice, doctors would adapt 50% of their decisions if they had the latest and precise knowledge at hand,” says Hochkirchen. “In real life on the wards, doctors lack the time to research and find the relevant knowledge. For them, Ambross’ smart guidance app is there to provide instant, convenient and reliable medical knowledge to carry out the best possible care”.

The end result, says the Ambross co-CEO, is that the startup’s app reduces the average research time needed for doctors to make a clinical decision from 30 minutes to 30 seconds. Crucially, its knowledge base contains the most recent medical facts and guidelines “in every single case”.

“Young doctors have to take over a lot of responsibility early in their career,” adds Hochkirchen. “Career starters are regularly the first touch point with a doctor when a patient enters a hospital. Often young doctors do not feel properly prepared for the real life challenges in those situations. Ambross is the source of choice to master those decisions e.g. with emergency algorithms and lead symptoms”.

Likewise, more experienced and specialised doctors can also find utility in Ambross, as guidelines and therapies of choice are constantly changing. “It is almost impossible for the doctor to stay up to date for every possible indication,” he says. “Ambross provides them with precise knowledge based on latest guidelines to ensure doctors choose the best therapy possible”.

Or, put a another way, Ambross is attempting to build a “Google for medicine”. “They are tackling a very exciting space which will have a positive impact on society, bringing knowledge levels and skillsets of medical doctors to a higher level,” Cherry Ventures’ Christian Meermann tells me.

Meanwhile, armed with new capital, Amboss says it will accelerate the global rollout of its product with a focus on the U.S. In addition, the startup will further develop its product, for both generalist and specialist doctors, “to help improve their daily clinical decision-making”.

Chinese mobile-phone and device maker Transsion has listed in an IPO on Shanghai’s STAR Market, a Transsion spokesperson confirmed to TechCrunch. 

Headquartered in Shenzhen, Transsion is a top-seller of smartphones in Africa under its Tecno brand. The company has also started to support venture funding of African startups.

Transsion issued 80 million A-shares at an opening price of 35.15 yuan (≈ $5.00) to raise 2.8 billion yuan (or ≈ $394 million).

A-shares are the common shares issued by mainland Chinese companies and are normally available for purchases only by mainland citizens. 

Transsion’s IPO prospectus is downloadable (in Chinese) and its STAR Market listing application available on the Shanghai Stock Exchange’s website.

STAR is the Shanghai Stock Exchange’s new Nasdaq-style board for tech stocks that went live in July with some 25 companies going public.

Transsion plans to spend 1.6 billion yuan (or $227 million) of its STAR Market raise on building more phone assembly hubs and around 430 million yuan ($62 million) on research and development, including a mobile phone R&D center in Shanghai, a company spokesperson said.

To support its African sales network, Transsion maintains a manufacturing facility in Ethiopia.  The company recently announced plans to build an industrial park and R&D facility in India for manufacture of phones to Africa.

The IPO comes after Transsion announced its intent to go public and filed its first docs with the Shanghai Stock Exchange in April.

Listing on STAR Market puts Transsion on China’s new exchange — seen as an extension of Beijing’s ambition to become a hub for tech startups to raise public capital. Chinese regulators lowered profitability requirements for the STAR Market, which means pre-profit ventures can list.

Transsion’s IPO comes when the company is actually in the black. The firm generated 22.6 billion yuan ($3.29 billion) in revenue in 2018, up from 20 billion yuan a year earlier. Net profit for the year slid to 654 million yuan, down from 677 million yuan in 2017, according to the firm’s prospectus.

Transsion sold 124 million phones globally in 2018, per company data. In Africa, Transsion holds 54% of the feature phone market — through its brands Tecno, Infinix and Itel — and in smartphone sales is second to Samsung and before Huawei, according to International Data Corporation stats.

Transsion has R&D centers in Nigeria and Kenya and its sales network in Africa includes retail shops in Nigeria, Kenya, Tanzania, Ethiopia and Egypt. The company also attracted attention for being one of the first known device makers to optimize its camera phones for African complexions.

On a 2019 research trip to Addis Ababa, TechCrunch learned the top entry-level Tecno smartphone was the W3, which lists for 3,600 Ethiopian Birr, or roughly $125.

In Africa, Transsion’s ability to build market share and find a sweet spot with consumers on price and features gives it prominence in the continent’s booming tech scene.

Africa already has strong mobile-phone penetration, but continues to undergo a conversion from basic USSD phones, to feature phones, to smartphones.

Smartphone adoption on the continent is low, at 34%, but expected to grow to 67% by 2025, according to GSMA.

This, added to an improving internet profile, is key to Africa’s tech scene. In top markets for VC and startup origination — such as Nigeria, Kenya, and South Africa — thousands of ventures are building business models around mobile-based products and digital applications.

If Transsion’s IPO enables higher smartphone conversion on the continent, that could enable more startups and startup opportunities — from fintech to VOD apps.

Another interesting facet to Transsion’s IPO is its potential to create greater influence from China in African tech, in particular as the Shenzhen company moves more definitely toward venture investing.

In August, Transsion funded Future Hub teamed up with Kenya’s Wapi Capital to source and fund early-stage African fintech startups.

China’s engagement with African startups has been light compared to China’s deal-making on infrastructure and commodities — further boosted in recent years as Beijing pushes its Belt and Road plan.

Transsion’s IPO is the second event this year — after Chinese owned Opera’s venture spending in Nigeria — to reflect greater Chinese influence and investment in the continent’s digital scene.

So in coming years, China could be less known for building roads and bridges in Africa and more for selling smartphones and providing VC for African startups.

The Delta EcoFlow is a new battery generator available on Kickstarter with incredible claimed features. Most are true, some are not.

Device like the Delta offer incredible battery storage capacity. Designed for more than just recharging phones and tablets, these can run refrigerators, pumps, power tools and medical equipment. They’re great for emergencies, camping and general use where power is not available. Similar devices have been on the market for some years so I was eager to verify EcoFlow’s claims.

The EcoFlow Delta can recharge from a wall outlet to 80% in an hour. It’s amazing. The GoalZero Yeti battery of a similar size takes 25 hours. This capability means the Delta can be used and then reused more than competitors.

The device is currently on Kickstarter where it quickly acquired over $2 million from over 2,000 backers. The device’s features listed on the Kickstarter page are clear, but after testing a pre-production unit, I found several of these advertised capabilities and features misleading or false.

The Delta is the latest product from EcoFlow. The company’s founder, Eli Harris, says it’s “The world’s strongest battery generator.” I found the Delta to be a competent battery generator with similar capabilities to competitors but it’s hampered by loud fans.

In short, if you need a battery generator that can recharge much faster than others, the Delta is a great option. Otherwise, the GoalZero Yeti makes more sense for most people.

Battery generators are a safe and more portable option than their gas counterparts. There are no harmful fumes or fuel allowing them to be used indoors, nearer the appliances or tools. Most often (though not with the Delta) they’re silent, too, making them perfect for a camping or hunting companion.

In real-world operation, this quick recharge time could come in handy. Say, on a construction site or in an emergency incident where power is still available, but out of reach of an extension cord — situations where loud gas generators are generally used. While the Delta is louder than other battery generators, it is not as loud as a gas generator.

The Delta battery comes packaged with a warning that the battery must be fully charged before use. I generally ignore warnings, but I followed this one and immediately plugged it in. Instantly, fans whirled to life and the screen popped on displaying the current charge levels and how long it would take to get to 100%. The Delta was at 30% and would take 45 minutes to fully recharge. It worked as advertised and 45 minutes later the battery was at 100%.

Recharging the Delta battery was a noisy affair. The fans are loud and continue to run after the battery is fully charged. Compared to a GoalZero Yeti, this was a shock. The Yeti is silent where the Delta is not. I keep a Yeti 1400 in my basement, plugged in and ready to use. But with the Delta, even when the battery is fully charged, loud fans still run presumably to keep the unit cool. EcoFlow says the shelf life on the Delta is over a year where the GoalZero Yeti is six months. To me, I would rather have the battery constantly plugged into power so I know it’s ready to go when needed.

The Delta recharges without an AC power inverter (a power brick); it uses the same sort of cable as a desktop PC. The company says by passing through the inverter directly, the Delta can increase charging speed to more than 10 times the traditional AC to DC adapter cable. This also means it’s easier to replace a lost charging cable.

The Delta is much lighter than competing products and its design makes it easier to move. EcoFlow says it’s rugged, and it feels the part. Even my pre-production sample feels tough and ready to go to work. Large rubber pads keep the battery in place and the tough plastic feels more durable than competing products.

There are a handful of plugs and outlets around the device, including USB, USB-C and six AC outlets. It’s a lot and similar in capacity to large gas generators. Most battery generators have much fewer AC outlets, though I’ve often supplemented the capability with small power strips.

Kickstarter Beware

The Delta is currently on Kickstarter for pre-order and exceeded its goal. I fear a good amount of backers will be upset to learn several notable advertised features are false or misleading.

The Delta is not silent. Under operation, either recharging a cell phone or running a power tool, loud fans run on both sides of the battery. These fans run when recharging the battery, too — even when the battery is fully charged. The Kickstarter page and video lists throughout that the Delta produces no noise.

These fans detract from the appeal of the Delta battery. They’re loud. You have to raise your voice to speak over them. Because of these fans, I wouldn’t take the Delta camping or use it in the backyard for a quiet get-together. During power outage situations, I wouldn’t want to sleep near it. But I would use it for power tools — like EcoFlow does in one of its demo videos.

Only one of the four videos on the Kickstarter page allows potential owners to hear the Delta battery. The third video on the page shows the battery powering a hammer drill. Six seconds into the video, the drill stops running, and the battery’s fans are audible.

There are a handful of competing batteries that operate without noisy fans. I’ve taken GoalZero’s Yeti batteries camping and they’re great despite their heft. They’re truly silent and can still recharge from solar panels and car batteries. I’ve used battery generators from Jackery, too, and those are also silent.

I spoke with Ecoflow CEO and Founder Eli Harris during the run-up of this review. He was clear that Ecoflow’s main competitor is not other large batteries, but rather small gas generators available from Honda and others. And that makes a lot of sense. Those are the best selling generators available and widely used for emergency and convenience. These small generators are loud, and the Ecoflow Delta is quieter than those options while still offering most of the power capabilities.

EcoFlow claims the Delta battery can run a variety of power tools, including drills, circular saws, power washers and welders. I found this capability hit or miss. Despite some tools being under the claimed amperage and wattage of the Delta battery, the battery wouldn’t power my small or large circular saw or power washer. EcoFlow also claims the battery can recharge a Tesla; it doesn’t recharge my Chevy Volt.

Many tools require extra power when starting up, and I found most of these surge requirements to exceed the capabilities of the Delta battery. This is the same with other batteries like the GoalZero Yeti. In fact, I couldn’t find one tool in my workshop that the Delta powered and the Yeti did not; they worked the same for me, and I have a lot of tools.

Don’t mistake what I’m saying. The EcoFlow Delta has impressive capabilities mainly around its recharge capabilities. This makes it an attractive option for the right use. It’s compact and solid. It has a lot of outlets and is easy to move. This could be a lifesaver in emergency situations where a person still has access to power.

The Delta has some downsides just like other battery generators. It doesn’t offer a dramatic increase in electrical output over competitors so don’t expect this battery to power larger devices. Don’t expect a silent operation, either. This massive battery is loud though, I admit, that’s a relative term. It’s louder than other battery generators but less loud than a gas generator.

I would rather have a silent battery generator that recharges slowly versus a noisy, fast-recharging battery. I use my battery generators camping and around the house when the power goes out. The Delta makes sense on a construction site or on the scene of a natural disaster. I just can’t get over the loud fans.

According to Dropbox CEO Drew Houston, 80% of the product’s users rely on it, at least partially, for work.

It makes sense, then, that the company is refocusing to try and cement its spot in the workplace; to shed its image as “just” a file storage company (in a time when just about every big company has its own cloud storage offering) and evolve into something more immutably core to daily operations.

Earlier this week, Dropbox announced that the “new Dropbox” would be rolling out to all users. It takes the simple, shared folders that Dropbox is known for and turns them into what the company calls “Spaces” — little mini collaboration hubs for your team, complete with comment streams, AI for highlighting files you might need mid-meeting, and integrations into things like Slack, Trello and G Suite. With an overhauled interface that brings much of Dropbox’s functionality out of the OS and into its own dedicated app, it’s by far the biggest user-facing change the product has seen since launching 12 years ago.

Shortly after the announcement, I sat down with Dropbox VP of Product Adam Nash and CTO Quentin Clark. We chatted about why the company is changing things up, why they’re building this on top of the existing Dropbox product, and the things they know they just can’t change.

You can find these interviews below, edited for brevity and clarity.

Greg Kumparak: Can you explain the new focus a bit?

Adam Nash: Sure! I think you know this already, but I run products and growth, so I’m gonna have a bit of a product bias to this whole thing. But Dropbox… one of its differentiating characteristics is really that when we built this utility, this “magic folder”, it kind of went everywhere.

What’s the lesson of WeWork?

Here’s a startup that has been a darling of Silicon Valley investors for years, whose offices and CEO have been stunningly painted across the covers of major trade magazines and strategically deployed across major tech conference stages, including our very own. At its peak, the company commanded a valuation of tens of billions of dollars and was supposed to be on course for the stratosphere, joining companies like Google and Facebook.

And then it all came crashing down, in literally a handful of days.

It’s easy to point to WeWork’s potentially 75%+ valuation drop, its looming layoffs, the firing of its CEO, and the seeming compression of a whole heck of a lot of investors and employee equity as a sordid disaster tale of capitalism, and venture capitalism in particular. VCs — none more so than Masayoshi Son at SoftBank — constantly overbought, oversold, and overcommitted to a company that had pretty much no business fundamentals whatsoever.

So what’s the lesson of WeWork for venture capital? In a word, nothing.

Venture capitalism is about investing in bold bets with huge, outsized returns. It’s meant to be risk-adjusted, both at the valuation scale but also at a portfolio scale. VCs should be buying equity at the right price to take into account every individual startup’s risk profile while also constructing a portfolio that selects each of those risks for the best overall return.

For WeWork, much of those dollars were driven by SoftBank’s Vision Fund, which seemed to double down again and again on the company, even at loggerheads with its own limited partners. The Vision Fund made a bet, seemingly with reasonable access to internal information, and that bet turned out to be wrong.

But a bet it was.

Many bets in venture turn out to be duds. Sometimes you lose some of your money. Sometimes you lose all of it.

And then sometimes you make it in spades. SoftBank’s Son once invested $20 million into a fledging Chinese ecommerce company called Alibaba. That stake is worth around $100 billion today, excluding an $11 billion stock sale a few years ago that was recognized on SoftBank’s financials earlier this year.

This is the math that Son sees in venture: 111,000,000,000 / 20,000,000 = 5,550x. There is no other asset class on the planet that will turn a dollar into thousands of dollars like venture capital.

WeWork’s woes don’t change this base formula. Nor does the continual drop of Wag, which received $300 million from the Vision Fund and looks to be going through tough challenges.

In any portfolio, there are going to be losses. The infamous J-curve in venture, where losses materialize far faster than gains in the early years of a fund, is alive and well — even at the growth stage.

And WeWork isn’t even dead yet — it still has cash, and it will rebuild. Will it be the largest startup turnaround in history? Possibly. Could it go straight to bankruptcy? Sure. Will the Vision Fund make money? Well, it really depends on that preference stack and a thousand other variables to be determined in the coming weeks, months, and years.

It’s all so early. My guess is that we still have about five years to go before we really start to get sufficient information to evaluate the Vision Fund’s ambitions.

Along this line thoughI don’t think I just need to defend venture capitalism though, but capitalism itself.

Matt Stoller, who has made it his mission to target big companies including Big Tech, summarizes the WeWork situation as emblematic of “counterfeit capitalism,” a system of founding story myths and fake growth charts underwritten by venture capitalists trying to build long-term, sustainable monopolistic companies using predatory pricing to kill off competitors.

Yet, that narrative totally misses the point of what capital does, and what investment means. Very, very few companies (venture-backed or not) are profitable from day one. Opening a restaurant requires buying equipment and signing a lease well before any customer walks in through the front door. Ditto for software startups, which need to actually build software before a user will pay for it. Capital investment is the bridge between plans to execution and launch.

The question is how long should a company be unprofitable to goad sales and drive revenues? A decade or two ago, it used to be that companies needed to be profitable to IPO. But why? Why precisely then should a company slow down its investment and clean up its cash flows? Why not earlier? Why not later?

In fact, something great has happened in the last few years in the credit markets: at least some investors are increasingly positioning their portfolios for growth rather than cash flows. They are willing to wait for profits, sometimes for years.

Or, in other words, more and more investors are thinking long-term about the ultimate potential worth of a business.

WeWork could be profitable today. It could shutter its most recently opened locations, condense down to a handful of locations in major cities, and roll around in its positive cash flow. Of course the Vision Fund understands this. But why lock in small gains today when there is so much more potential lurking out there?

We should be cheering this behavior, and not castigating it, even if WeWork itself might turn out to be a dud. The lesson of this whole saga isn’t that capitalism isn’t performing. In fact, it’s precisely the opposite: (venture) capitalism is performing better than ever to invest in future, long-range growth.

Across the political, social and economic stage, women’s issues are finally receiving heightened attention and priority.

There are more women than ever seeking political office; funding for female-founded startups is reaching record levels (even if they still have a long way to go to reach gender parity); a sizable cohort of female-founded and led companies have achieved billion-dollar unicorn valuations; and several women-led companies, including PagerDuty, The RealReal, and Eventbrite, have entered the public markets with successful IPOs.

What’s driving so much positive change?

Clearly, broadened awareness of gender and power issues, largely due to #MeToo, as well as an increase in the number of female investors, thanks to groups like All Raise, are all contributing catalysts. In addition, women now outnumber men in college, a majority of American moms are in the workforce, and in 40 percent of households those women are the breadwinners. But it’s more than that; I believe that there’s a profound generational shift afloat, and that this first wave of female-led unicorns is just the tip of the NASDAQ iceberg.

Unlike previous generations who may have either looked at self-investment as self-indulgence or who simply didn’t have the resources or technology available to make supplementary investments in themselves, today’s badass millennial women are unapologetic about their desire to invest in their own success and well-being. Determined to succeed without compromising their values or physical and mental wellness, these uber-empowered millennial women are making viable a new generation of startups to help them realize their dreams and feel comfortable in their skin. I refer to this economic wave as She-conomy 2.0.

For decades now there have been tech companies, which I refer to as She-conomy 1.0, catering to traditional and homogeneous identities of women primarily as shoppers and caregivers. In contrast, these new modern She-conomy 2.0 brands address latent, historically unmet, often un-discussed and under-served needs that speak to the multitude of other facets of our identities.

These companies have less to do with what women buy and more to do with their willingness to invest in themselves — in their careers and in their physical and emotional health and well-being. They are seeking and are willing to pay for products and services that help them advance their careers, feel comfortable about their bodies, and provide the physical and emotional support they’re seeking.

The founding members of Allraise (Image courtesy of Allraise)

Women are taking control of their careers and supporting each other.

More than two decades ago, when I had my first child, I joined a mom’s group at Stanford Hospital. We were all working moms trying to juggle career and motherhood. It was a truly challenging time for each of us. The group provided such helpful support that we met every Monday evening for five years until our kids were in kindergarten. Why Mondays? Because Mondays are especially hard for working parents, marking yet another week in search of balance. We realized that meeting on Monday evenings provided us with the support we needed to make it through the work week. Perhaps even more critically, it gave us something about Mondays to look forward to.

There’s something incredibly empowering about experiencing a major transition like a new job or new parenthood as part of a cohort. Sheryl Sandberg famously sought to institutionalize this kind of support for working women with her non-profit Lean In. It has dramatically raised awareness around working women’s struggles. However, individual Lean In group leaders are usually volunteers running these sessions on the side while working and shouldering life’s endless list of other responsibilities.

Now a new generation of organizations is offering this support — for a fee. As for-profit organizations, they’re doing so in a scalable, consistent and reliable way. Women don’t have to worry about whether the organizer will be able to carve out time to orchestrate a meeting because doing so is the organizer’s job. Chief, Declare, The Assembly*, The Wing and The Riveter are all examples of companies that are growing and thriving because they’re offering valuable space, support and services that women are willing to pay for. Most of these organizations initially targeted millennials, but women of all generations are benefiting and participating.

A look inside one of The Riveter’s Seattle co-working spaces.

Women are changing the narrative around previously taboo topics and promoting inclusiveness and acceptance of oneself.

It wasn’t long ago that mannequins, much like cover models, only came in one size. Now mainstream brands not only sell broader offerings; they increasingly showcase them in magazines, catalogs, stores and the runway. For example, Nike’s flagship store in London featured both plus-sized mannequins and para-sport mannequins for people with physical and intellectual abilities, and Rhianna’s new inclusive lingerie line regularly presents both plus-size and pregnant models.

Millennials (like all of us) don’t want to feel shamed; they want to feel empowered and beautiful. Instead of settling for frumpy, ill-fitting clothing or outdated product design, millennials are using their social media megaphones to tell the market what they want. Traditional companies like Victoria’s Secret have moved at a molasses-like pace to evolve from treating women as objects of fantasy to celebrating their right to feel great about themselves. Their antiquated practices have created the opportunity for new startups to create brands centered on body positivity. Some companies are filling largely underserved market needs by catering exclusively to larger and specialty sizes, and others are addressing previously taboo topics like body hair, which also contribute strongly to feelings around body positivity. Eloquii offers extended clothing sizes, Ruby Ribbon* and Third Love provide a wide sizing range of under garments and bras, and Fur addresses body hair and grooming.

Women are dedicating more attention to their own health and relationships.

Self-help books have been around for ages, but tech is paving the way for a new generation of services to provide guidance and support that are more convenient and targeted. At the same time, women are increasingly willing to discuss health issues that were previously taboo, like menstruation, menopause and perimenopause, fertility, and depression. Advancements in technology are making health-related self-care more accessible from the convenience of our wristbands and phones. Meanwhile, people are spending a disproportionate amount of their wealth on health, making the entire healthcare industry ripe for disruption.

All of these factors are making femtech big business. Countless new companies are helping women take more active control of their sexual health, including birth control and STI testing (Pill Club and Nurx), period tracking (Flo Health), fertility and egg freezing (Kind Body and Carrot Fertility), menopause (Rory, Genneve), postpartum depression and miscarriage (Maven) and even our relationships (Relish* and Bumble). In addition, no shortage of femtech companies are addressing period care, such as Lola, Cora, The Flex Company, Thinx, and Sustain Natural.

These companies are only viable because so many women — beginning with millennials but expanding out to the rest of us — are now willing and able to invest in themselves. United across a shared mission of female empowerment and inclusivity, She-onomy 2.0 is making it more realistic than ever to empower us to advance our careers, feel good about ourselves and stay healthy. Hats off to the badass millennial women leading this charge; we’re all better off professionally, emotionally and even physically thanks to you!

*Denotes portfolio company for Trinity Ventures