Google Launchpad Accelerator is a six-month acceleration program designed to rapidly accelerate the best start-ups from emerging markets. The program starts with a two-week all-expense-paid program in the Launchpad space in San Francisco.
The start-ups face an unrelenting barrage of mentorship sessions, presentations from Googlers and mentors, and topics spanning from goal-setting to artificial intelligence.
I had the chance to be one of the mentors for these start-ups, being in daily contact and observing their progress. The air in the Launchpad space is filled with the wanting to learn new things. The start-ups are picked as the best from their region and immediately subject to questioning everything about their business. The first two days are the most brutal; as a mentor I could see some of the start-ups being deconstructed and having to start again from the beginning.
The one thing that separates all the start-ups in Launchpad from all the others is their drive to solve problems and learn new things. By the third and fourth day of the first week, the teams are already adjusting their strategies and measurable improvements can be seen.
What’s clear from the whole experience is that start-ups, around the whole world, face similar challenges. The camaraderie and connection you see among the start-ups stems from the entrepreneurs being very similar people.
Launchpad is primarily a two-week onsite activity in San Francisco and the following half year support. Launchpad is not asking for any equity in the start-ups. Other accelerator programs, such as Y Combinator and 500 Startups, are longer-term programs which focus on getting investment after going through the acceleration process and connects the start-ups with more external partners. Launchpad picks the best start-ups from emerging markets with existing traction and functioning product and tries to expose them to the Silicon Valley approach as well as the access to Google directly.
For African start-ups, this is invaluable.
“The biggest struggle for our business is in getting the resources needed for business success – people, finances, and enabling infrastructure,” says Lanre Oyedotun, Co-Founder and CEO of Delivery Science, the start-up that developed FieldInsight, an app that helps organizations obtain data, visibility, and control over everything going on in the field.
“It’s a big struggle to build the right partnerships needed to start and grow the business. When you’re small, it’s quite difficult to partner with bigger organizations,” says Shola Akinlade, Co-Founder and CEO of Paystack, which helps businesses accept payments, from all channels, from their customers.
Organizations don’t get much bigger than Google.
“Google is an iconic company and it has managed to build a reputation for solid technology tools and infrastructure, while maintaining world-class people operations. No organization in the world epitomizes scale more than Google. We want to learn how Google did that, how they managed rapid scaling and how we can apply those lessons to our organization,” says Iyinioluwa Aboyeji, the Managing Director and CEO of Flutterwave, a technology and infrastructure platform for processing payments across Africa.
A large proportion of Africa’s recent economic growth comes from investment in technology. Tech start-ups are important for the development of the continent.
“By 2025 Africa will have 800 million people below the age of 25. Humanity is faced with a potential catastrophe of epic proportions unless they receive adequate capacity development,” says Adetunji Adegbesan, the Founder and CEO of Gidi Mobile, a start-up that uses mastery learning to connect Africans to economic opportunity at scale.
To help Africans make the most of this economic opportunity is JUMO, the largest scale, lowest cost financial services platform for emerging markets.
“In the emerging markets, the vast majority of people have no access to good financial choices. We are creating access at an unprecedented rate. We help people to borrow and save at the lowest price and with products that help them improve their lives. JUMO is a multi-bank marketplace where banks compete to give customer the best deal on their phone using only behavioral data,” says Andrew Watkins-Ball, the CEO and Founder of JUMO.
“Launchpad is an incredible opportunity to work with hugely experienced people from a broad array of disciplines, helping us to solve the big challenges that we are experiencing as we scale our company. We are being given incredible access to the Valley eco-system of investors, large businesses and potential mentors. It is great to connect with start-ups from all over the world that are solving really big problems,” says Watkins-Ball.
Africa has many problems to solve and, with the help of Launchpad, these start-ups are doing their bit to provide some of the solutions. – Written by Jan Beránek, Google Launchpad mentor
How A BlackBerry Wiretap Helped Crack A Multimillion-Dollar Cocaine Cartel
On August 18, 2017, four men travelling in a dual-engine speedboat carrying 1,590 pounds of cocaine were intercepted by the U.S. Coast Guard northwest of the Galapagos Islands.
The federal agents manning the channel chose to launch a helicopter to hover over the boat. With this aggressive move, the men began to jettison the bales of coke, each with their own GPS tracker so they could be picked up at a later date, according to the government’s narrative. They attempted to flee, and when they ignored the warning shots from the helicopter, the chopper fired rounds directly at the boat, disabling it.
After the bales were collected, the government realized they had just stopped a huge amount of cocaine from entering the U.S. In total, it carried a street value of $25 million. The four men, all Ecuadorians, were swiftly arrested and charged.
Though the cartel had set up a sophisticated, multilayered operation that sought to slip coke into the country and up to Ohio via land, air and sea, they had made a crucial error: They used BlackBerry phones. As the drug barons chatted about shifting cocaine and how to avoid the narcs over BlackBerry Messenger, a wiretap on a server in Texas was quietly collecting all their communications.
In a case that’s Narcos meets The Wire, federal agents have, since June 2017, been listening in on that server. And beyond that interception, Forbes can exclusively reveal it is yielding results. On Friday, an Ohio court is unsealing charges against one of the crew’s top brass: Francisco Golon-Valenzuela, 40.
Known as El Toro, Spanish for The Bull, the Guatemalan was extradited from Panama earlier this week and is appearing before a magistrate judge today. (Forbes hasn’t yet made contact with his counsel for a response but will update if comment is forthcoming.)
Described as one of various organizers and leaders of the unnamed cartel, El Toro is charged with conspiring to distribute at least 5 kilograms or more of cocaine on the high seas. As a result, he’s facing between 10 years and life in prison.
A key to BlackBerry
For any organized crime operation, BlackBerry has always been a poor choice. No longer extant since being decommissioned in spring this year, BlackBerry Messenger did encrypt messages, but the Canadian manufacturer of the once-ubiquitous smartphone had the key. And all messages went through a BlackBerry-owned server. If law enforcement could legally compel BlackBerry to hand over that key, they would get all the plain-text messages previously garbled into gibberish with that key.
Compare this to genuine, end-to-end encrypted messaging apps like WhatsApp or Signal; they create keys on the phone itself and the device owner controls them. To spy on those messages, governments either have to hack a target device or have physical access to the phone. Both are tricky to do, especially for investigations of multinational criminal outfits. Police can put a kind of tap on a WhatsApp server, known as a pen register.
This will tell them what numbers have called or messaged one another, and at what date and time, but won’t provide any message content. This makes those apps considerably more attractive to privacy-conscious folk than those where the developer holds the keys, though sometimes to the chagrin of law enforcement.
It’s unclear how or when the DEA got access to the BlackBerry server. A so-called Title III order was issued, granting them court approval to carry out the wiretap, though that remains under seal.
It proved vital to the investigation. “There would be no case without the without the Title III on BlackBerry Messenger,” said Dave DeVillers, who was recently nominated as U.S. Attorney for the Southern District of Ohio. “The defendants, the seizures, the conspiracy were all identified with the Title III.”
A spokesperson for BlackBerry said: “We do not speculate or comment upon individual matters of lawful access.” The company has, however, previously made its stance on encryption public: Unlike other major tech providers like Apple or Google, BlackBerry will hand over the keys if it’s served with a legitimate law enforcement request.
If the police did receive a key from BlackBerry, it wouldn’t be the first time. Back in 2016, it emerged that the Royal Canadian Mounted Police (RCMP) had decrypted more than one million BlackBerry messages as part of a homicide investigation dating back to 2010.
As per reports from that time, it’s possible to use one of BlackBerry’s keys to unlock not just one device’s messages, but those on other phones too. Forbes asked the DOJ whether investigators would’ve been able to access other, innocent people’s BlackBerry messages as part of this wiretap, but hadn’t received a response at the time of publication.
Fishermen and spies
However those BlackBerry messages were intercepted, they helped illuminate a dark criminal conspiracy constructed of myriad parts. As revealed in today’s indictment, made known to Forbes ahead of publication, the gang employed “load coordinators.” Think of them as project managers, helping locate drivers for trucks and boats while finding people to invest in the cocaine.
Fishermen and other maritime workers were also allegedly recruited. They would help both in refueling the drug baron’s ships, but also helping transport the powder, prosecutors said.
Other individuals became ad hoc spies, sharing information on the activities and locations of police and military personnel trying to intercept shipments, according to the government’s allegations. Other coconspirators sheltered individuals who were at risk of extradition—not that it saved El Toro.
Forbes first became aware of the investigation in 2017, when a search warrant detailed various BlackBerry intercepts. In one, a pair of cartel employees discussed having to put some cocaine transports on hold because of a multinational maritime exercise—the Unitas Pacifico 2017—taking place in their shipment lanes, according to the warrant. BlackBerry wasn’t the only major tech provider to help on the case; That search warrant was for a Google account linked to one of the suspects, which investigators believe was used for further logistics.
The investigation has revealed that the 2017 seizure wasn’t the only time the cops had disrupted what was evidently a criminal enterprise worth hundreds of millions. In May 2016, long before the BlackBerry wiretap went up and the investigation into the cartel had begun in earnest, U.S. authorities intercepted 1,940 pounds of coke near the Guatemalan-Mexico border, worth another $30 million.
Despite such successes, DeVillers told Forbes the American government will never interdict its way to ending the drug trade. “We can only disrupt it,” he added. “And if we turn the tools used by the cartels to run their organization against them, we do just that.”
-Thomas Brewster; Forbes
How Virtual Therapy Apps Are Trying To Disrupt The Mental Health Industry
Millions of Americans deal with mental illness each year, and more than half of them go untreated. As the mental health industry has grown in recent years, so has the number of tech startups offering virtual therapy, which range from online and app-based chatbots to video therapy sessions and messaging.
Still a nascent industry, with most startups in the early seed-stage funding round, these companies say they aim to increase access to qualified mental health care providers and reduce the social stigma that comes with seeking help.
While the efficacy of virtual therapy, compared with traditional in-person therapy, is still being hotly debated, its popularity is undeniable. Its most recognizable pioneers, BetterHelp and TalkSpace, have enrolled nearly 700,000 and more than 1 million users respectively. And investors are taking notice.
Funding for mental health tech startups has boomed in the past few years, jumping from roughly $100 million in 2014 to more than $500 million in 2018, according to Pitchbook. In May of this year, the subscription-based online therapy platform Talkspace raised an additional $50 million, bringing its total funding to just under $110 million since its 2012 inception.
The ubiquity of smartphones, coupled with the lessening of the stigma associated with mental health treatment have played a large role in the growing demand for virtual therapy. Of the various services offered on the Talkspace platform, “clients by far want asynchronous text messaging,” says Neil Leibowitz, the company’s chief medical officer.
Users seem to prefer back-and-forth messaging that isn’t restricted to a narrow window of time over face-to-face interactions. At BetterHelp, founder Alon Matas notes that older users are more likely to go for phone and video therapy sessions, whereas younger users favor text messaging.
“Each generation is getting progressively more mobile-native,” says John Prendergass, an associate director at Ben Franklin Technology Partners’ healthcare investment group, “so I think we’re going to see people become increasingly more accustomed, or predisposed, to a higher level of comfort in seeking care online.”
The ease and convenience of virtual therapy is another draw, particularly for busy people or those who live in rural areas with limited access to therapy and a range of care options.
Alison Darcy, founder and CEO of Woebot, a free automated chatbot that uses artificial intelligence to provide therapeutic services without the direct involvement of humans, says that with Woebot and other similar services, there is no need to schedule appointments weeks in advance and users can receive real-time coaching at the moment they need it, unlike traditional therapy. The sense of anonymity online can also lead to more openness and transparency and attracts people who normally wouldn’t seek therapy.
Along with stigma, the cost of therapy has historically acted as a barrier to accessing quality mental-health care. Health insurance is often unlikely to cover therapy sessions. In most cities, sessions run about $75 to $150 each, and can go as high as $200 or more in places like New York City. Web therapists don’t have to bear the expense of brick-and-mortar offices, filing paperwork or marketing their services, and these savings can be passed on to clients.
BetterHelp offers a $200-a-month membership that includes weekly live sessions with a therapist and unlimited messaging in between, while Talkspace’s cheapest monthly subscription at $260-a-month, offers unlimited text, video and audio messaging.
But virtual therapy, particularly text-based therapy, is not suitable for everyone. Nor is it likely to make traditional therapy obsolete. “Online therapy isn’t good for people who have severe mental and relational health issues, or any kind of psychosis, deep depression or violence,” says Christiana Awosan, a licensed marriage and family therapist.
At her New York and New Jersey offices, she works predominantly with black clients, a population that she says prefers face-to-face meetings. “This community is wary of mental health in general because of structural discrimination,” Awosan says. “They pay attention to nonverbal cues and so they need to first build trust in-person.”
Virtual therapy apps can still be beneficial for people with low-level anxiety, stress or insomnia, and they can also help users become aware of harmful behaviors and obtain a higher sense of well-being.
Sean Luo, a psychiatrist whose consultancy work focuses on machine learning techniques in mental health technology, says: “This why some of these companies are getting very high valuations. There are a lot of commercialization possibilities.” He adds that from a mental health treatment perspective, a virtual therapy app “isn’t going to solve your problems, because people who are truly ill will by definition require a lot more.”
Relying on digital therapy platforms might also provide a false sense of security for users who actually need more serious mental-health care, and many of these apps are ill-equipped to deal with emergencies like suicide, drug overdoses or the medical consequences of psychiatric illness. “The level of intervention simply isn’t strong enough,” says Luo, “and so these aspects still need to be evaluated by a trained professional.
– Ruth Umoh, Diversity and Inclusion Writer, Forbes Staff.
AI 50 Founders Say This Is What People Get Wrong About Artificial Intelligence
Forbes’ new list of promising artificial intelligence companies highlights how the technology is creating real value across industries like transportation, healthcare, HR, insurance and finance.
Naturally, the founders of the honoree companies are excited about the technology’s benefits and, in their roles, spend a lot of time thinking and talking about its strengths and limitations. Here’s what they think people get wrong about artificial intelligence.
Affectiva CEO Rana el Kaliouby says she’s too often encountered the idea that AI is “evil.”
“AI—like any technology in history—is neutral,” she says. “It’s what we do with it that counts, so it’s our responsibility, as an AI ecosystem, to drive it in the right direction.”
Companies need to be aware of how AI could widen bounds of inequality, she adds: “Any AI that is designed to interact with humans—Affectiva’s included—must be evaluated with regards to the ethical and privacy implications of these technologies.”
Sarjoun Skaff, CTO and cofounder of Bossa Nova Robotics, says that the biggest misconception he encounters is that artificial intelligence is actually, well, intelligent.
“The truth is much more mundane,” he says. “AI is a very good pattern-matching tool. To make it work well, though, scientists need to understand the details of how it internally works and not treat it as an ‘intelligent’ black box. At the end of the day, making good use of great pattern matching still belongs to humans.”
Similarly, Aira cofounder Suman Kanuganti says that the public has “over-inflated expectations” for artificial intelligence.
“Garry Kasparov sums it up nicely: ‘We are in the beginning of MS-DOS and people think we are Windows 10,’” Kanuganti says. “AI realistically is still like a 3-year-old child at this stage. When it works, it feels magical. It does some things well, but there’s still a long way to go.”
So, no, we are nowhere close to “artificial general intelligence,” or AGI, where machines are actually as smart as humans.
“We’re still a long way from AI having the general intelligence of even a flea,” says David Gausebeck.
Despite the tendency to overestimate what artificial intelligence can do, the difficulty of building an effective system is often underestimated, some founders say.
“The systems you need to implement and manage machine learning in production are often much more complex than the algorithms themselves,” says Algorithmia CEO Diego Oppenheimer. “You can’t throw models at a complex business problem and expect returned value. You need to build an ecosystem to manage those models and connect their intelligence to your applications.”
Put another way, you can’t just “sprinkle on some artificial intelligence like a magic sauce,” says Feedzai CEO Nuno Sebastiao.
One of the most common tropes that a handful of founders brought up was the idea that artificial intelligence is primarily a job killer.
People.ai founder Oleg Rogynskyy says that AI should be seen as a creator of new opportunities instead of a destroyer of jobs.
“In a nutshell, AI does two things: It automates repetitive low-value-add work for humans (which will indeed take low-complexity jobs away), which we think of as ‘Autopilot,’ and it guides people on how to do their work or other activities better (which makes humans more effective at what they do), which we call ‘Copilot,’” he says. “While Autopilot can take simple, repetitive and boring jobs away, Copilot is absolutely the best way to guide, train and educate humans on how to do new things.”
– By Jillian D’Onfro, Forbes
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