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Saturday, April 28, 2018

Facebook’s dark ads problem is systemic

Facebook’s admission to the UK parliament this week that it had unearthed unquantified thousands of dark fake ads after investigating fakes bearing the face and name of well-known consumer advice personality, Martin Lewis, underscores the massive challenge for its platform on this front. Lewis is suing the company for defamation over its failure to stop bogus ads besmirching his reputation with their associated scams.

Lewis decided to file his campaigning lawsuit after reporting 50 fake ads himself, having been alerted to the scale of the problem by consumers contacting him to ask if the ads were genuine or not. But the revelation that there were in fact associated “thousands” of fake ads being run on Facebook as a clickdriver for fraud shows the company needs to change its entire system, he has now argued.

In a response statement after Facebook’s CTO Mike Schroepfer revealed the new data-point to the DCMS committee, Lewis wrote: “It is creepy to hear that there have been 1,000s of adverts. This makes a farce of Facebook’s suggestion earlier this week that to get it to take down fake ads I have to report them to it.”

“Facebook allows advertisers to use what is called ‘dark ads’. This means they are targeted only at set individuals and are not shown in a time line. That means I have no way of knowing about them. I never get to hear about them. So how on earth could I report them? It’s not my job to police Facebook. It is Facebook’s job — it is the one being paid to publish scams.”

As Schroepfer told it to the committee, Facebook had removed the additional “thousands” of ads “proactively” — but as Lewis points out that action is essentially irrelevant given the problem is systemic. “A one off cleansing, only of ads with my name in, isn’t good enough. It needs to change its whole system,” he wrote.

In a statement on the case, a Facebook spokesperson told us: “We have also offered to meet Martin Lewis in person to discuss the issues he’s experienced, explain the actions we have taken already and discuss how we could help stop more bad ads from being placed.”

The committee raised various ‘dark ads’-related issues with Schroepfer — asking how, as with the Lewis example, a person could complain about an advert they literally can’t see?

The Facebook CTO avoided a direct answer but essentially his reply boiled down to: People can’t do anything about this right now; they have to wait until June when Facebook will be rolling out the ad transparency measures it trailed earlier this month — then he claimed: “You will basically be able to see every running ad on the platform.”

But there’s a very big different between being able to technically see every ad running on the platform — and literally being able to see every ad running on the platform. (And, well, pity the pair of eyeballs that were condemned to that Dantean fate… )

In its PR about the new tools Facebook says a new feature — called “view ads” — will let users see the ads a Facebook Page is running, even if that Page’s ads haven’t appeared in an individual’s News Feed. So that’s one minor concession. However, while ‘view ads’ will apply to every advertiser Page on Facebook, a Facebook user will still have to know about the Page, navigate to it and click to ‘view ads’.

What Facebook is not launching is a public, searchable archive of all ads on its platform. It’s only doing that for a sub-set of ads — specially those labeled “Political Ad”.

Clearly the Martin Lewis fakes wouldn’t fit into that category. So Lewis won’t be able to run searches against his name or face in future to try to identify new dark fake Facebook ads that are trying to trick consumers into scams by misappropriating his brand. Instead, he’d have to employ a massive team of people to click “view ads” on every advertiser Page on Facebook — and do so continuously, so long as his brand lasts — to try to stay ahead of the scammers.

So unless Facebook radically expands the ad transparency tools it has announced thus far it’s really not offering any kind of fix for the dark fake ads problem at all. Not for Lewis. Nor indeed for any other personality or brand that’s being quietly misused in the hidden bulk of scams we can only guess are passing across its platform.

Kremlin-backed political disinformation scams are really just the tip of the iceberg here. But even in that narrow instance Facebook estimated there had been 80,000 pieces of fake content targeted at just one election.

What’s clear is that without regulatory invention the burden of proactive policing of dark ads and fake content on Facebook will keep falling on users — who will now have to actively sift through Facebook Pages to see what ads they’re running and try to figure out if they look legit.

Yet Facebook has 2BN+ users globally. The sheer number of Pages and advertisers on its platform renders “view ads” an almost entirely meaningless addition, especially as cyberscammers and malicious actors are also going to be experts at setting up new accounts to further their scams — moving on to the next batch of burner accounts after they’ve netted each fresh catch of unsuspecting victims.

The committee asked Schroepfer whether Facebook retains money from advertisers it ejects from its platform for running ‘bad ads’ — i.e. after finding they were running an ad its terms prohibit. He said he wasn’t sure, and promised to follow up with an answer. Which rather suggests it doesn’t have an actual policy. Mostly it’s happy to collect your ad spend.

“I do think we are trying to catch all of these things pro-actively. I won’t want the onus to be put on people to go find these things,” he also said, which is essentially a twisted way of saying the exact opposite: That the onus remains on users — and Facebook is simply hoping to have a technical capacity that can accurately review content at scale at some undefined moment in the future.

“We think of people reporting things, we are trying to get to a mode over time — particularly with technical systems — that can catch this stuff up front,” he added. “We want to get to a mode where people reporting bad content of any kind is the sort of defense of last resort and that the vast majority of this stuff is caught up front by automated systems. So that’s the future that I am personally spending my time trying to get us to.”

Trying, want to, future… aka zero guarantees that the parallel universe he was describing will ever align with the reality of how Facebook’s business actually operates — right here, right now.

In truth this kind of contextual AI content review is a very hard problem, as Facebook CEO Mark Zuckerberg has himself admitted. And it’s by no means certain the company can develop robust systems to properly police this kind of stuff. Certainly not without hiring orders of magnitude more human reviewers than it’s currently committed to doing. It would need to employ literally millions more humans to manually check all the nuanced things AIs simply won’t be able to figure out.

Or else it would need to radically revise its processes — as Lewis has suggested  — to make them a whole lot more conservative than they currently are — by, for example, requiring much more careful and thorough scrutiny of (and even pre-vetting) certain classes of high risk adverts. So yes, by engineering in friction.

In the meanwhile, as Facebook continues its lucrative business as usual — raking in huge earnings thanks to its ad platform (in its Q1 earnings this week it reported a whopping $11.97BN in revenue) — Internet users are left performing unpaid moderation for a massively wealthy for-profit business while simultaneously being subject to the bogus and fraudulent content its platform is also distributing at scale.

There’s a very clear and very major asymmetry here — and one European lawmakers at least look increasingly wise to.

Facebook frequently falling back on pointing to its massive size as the justification for why it keeps failing on so many types of issues — be it consumer safety or indeed data protection compliance — may even have interesting competition-related implications, as some have suggested.

On the technical front, Schroepfer was asked specifically by the committee why Facebook doesn’t use the facial recognition technology it has already developed — which it applies across its user-base for features such as automatic photo tagging — to block ads that are using a person’s face without their consent.

“We are investigating ways to do that,” he replied. “It is challenging to do technically at scale. And it is one of the things I am hopeful for in the future that would catch more of these things automatically. Usually what we end up doing is a series of different features would figure out that these ads are bad. It’s not just the picture, it’s the wording. What can often catch classes — what we’ll do is catch classes of ads and say ‘we’re pretty sure this is a financial ad, and maybe financial ads we should take a little bit more scrutiny on up front because there is the risk for fraud’.

“This is why we took a hard look at the hype going around cryptocurrencies. And decided that — when we started looking at the ads being run there, the vast majority of those were not good ads. And so we just banned the entire category.”

That response is also interesting, given that many of the fake ads Lewis is complaining about (which incidentally often point to offsite crypto scams) — and indeed which he has been complaining about for months at this point — fall into a financial category.

If Facebook can easily identify classes of ads using its current AI content review systems why hasn’t it been able to proactively catch the thousands of dodgy fake ads bearing Lewis’ image?

Why did it require Lewis to make a full 50 reports — and have to complain to it for months — before Facebook did some ‘proactive’ investigating of its own?

And why isn’t it proposing to radically tighten the moderation of financial ads, period?

The risks to individual users here are stark and clear. (Lewis writes, for example, that “one lady had over £100,000 taken from her”.)

Again it comes back to the company simply not wanting to slow down its revenue engines, nor take the financial hit and business burden of employing enough humans to review all the free content it’s happy to monetize. It also doesn’t want to be regulated by governments — which is why it’s rushing out its own set of self-crafted ‘transparency’ tools, rather than waiting for rules to be imposed on it.

Committee chair Damian Collins concluded one round of dark ads questions for the Facebook CTO by remarking that his overarching concern about the company’s approach is that “a lot of the tools seem to work for the advertiser more than they do for the consumer”. And, really, it’s hard to argue with that assessment.

This is not just an advertising problem either. All sorts of other issues that Facebook had been blasted for not doing enough about can also be explained as a result of inadequate content review — from hate speech, to child protection issues, to people trafficking, to ethnic violence in Myanmar, which the UN has accused its platform of exacerbating (the committee questioned Schroepfer on that too, and he lamented that it is “awful”).

In the Lewis fake ads case, this type of ‘bad ad’ — as Facebook would call it — should really be the most trivial type of content review problem for the company to fix because it’s an exceeding narrow issue, involving a single named individual. (Though that might also explain why Facebook hasn’t bothered; albeit having ‘total willingness to trash individual reputations’ as your business M.O. doesn’t make for a nice PR message to sell.)

And of course it goes without saying there are far more — and far more murky and obscure — uses of dark ads that remain to be fully dragged into the light where their impact on people, societies and civilized processes can be scrutinized and better understood. (The difficulty of defining what is a “political ad” is another lurking loophole in the credibility of Facebook’s self-serving plan to ‘clean up’ its ad platform.)

Schroepfer was asked by one committee member about the use of dark ads to try to suppress African American votes in the US elections, for example, but he just reframed the question to avoid answering it — saying instead that he agrees with the principle of “transparency across all advertising”, before repeating the PR line about tools coming in June. Shame those “transparency” tools look so well designed to ensure Facebook’s platform remains as shadily opaque as possible.

Whatever the role of US targeted Facebook dark ads in African American voter suppression, Schroepfer wasn’t at all comfortable talking about it — and Facebook isn’t publicly saying. Though the CTO confirmed to the committee that Facebook employs people to work with advertisers, including political advertisers, to “help them to use our ad systems to best effect”.

“So if a political campaign were using dark advertising your people helping support their use of Facebook would be advising them on how to use dark advertising,” astutely observed one committee member. “So if somebody wanted to reach specific audiences with a specific message but didn’t want another audience to [view] that message because it would be counterproductive, your people who are supporting these campaigns by these users spending money would be advising how to do that wouldn’t they?”

“Yeah,” confirmed Schroepfer, before immediately pointing to Facebook’s ad policy — claiming “hateful, divisive ads are not allowed on the platform”. But of course bad actors will simply ignore your policy unless it’s actively enforced.

“We don’t want divisive ads on the platform. This is not good for us in the long run,” he added, without shedding so much as a chink more light on any of the bad things Facebook-distributed dark ads might have already done.

At one point he even claimed not to know what the term ‘dark advertising’ meant — leading the committee member to read out the definition from Google, before noting drily: “I’m sure you know that.”

Pressed again on why Facebook can’t use facial recognition at scale to at least fix the Lewis fake ads — given it’s already using the tech elsewhere on its platform — Schroepfer played down the value of the tech for these types of security use-cases, saying: “The larger the search space you use, so if you’re looking across a large set of people the more likely you’ll have a false positive — that two people tend to look the same — and you won’t be able to make automated decisions that said this is for sure this person.

“This is why I say that it may be one of the tools but I think usually what ends up happening is it’s a portfolio of tools — so maybe it’s something about the image, maybe the fact that it’s got ‘Lewis’ in the name, maybe the fact that it’s a financial ad, wording that is consistent with a financial ads. We tend to use a basket of features in order to detect these things.”

That’s also an interesting response since it was a security use-case that Facebook selected as the first of just two sample ‘benefits’ it presents to users in Europe ahead of the choice it is required (under EU law) to offer people on whether to switch facial recognition technology on or keep it turned off — claiming it “allows us to help protect you from a stranger using your photo to impersonate you”…

Yet judging by its own CTO’s analysis, Facebook’s face recognition tech would actually be pretty useless for identifying “strangers” misusing your photographs — at least without being combined with a “basket” of other unmentioned (and doubtless equally privacy-hostile) technical measures.

So this is yet another example of a manipulative message being put out by a company that is also the controller of a platform that enables all sorts of unknown third parties to experiment with and distribute their own forms of manipulative messaging at vast scale, thanks to a system designed to facilitate — nay, embrace — dark advertising.

What face recognition technology is genuinely useful for is Facebook’s own business. Because it gives the company yet another personal signal to triangulate and better understand who people on its platform are really friends with — which in turn fleshes out the user-profiles behind the eyeballs that Facebook uses to fuel its ad targeting, money-minting engines.

For profiteering use-cases the company rarely sits on its hands when it comes to engineering “challenges”. Hence its erstwhile motto to ‘move fast and break things’ — which has now, of course, morphed uncomfortably into Zuckerberg’s 2018 mission to ‘fix the platform’; thanks, in no small part, to the existential threat posed by dark ads which, up until very recently, Facebook wasn’t saying anything about at all. Except to claim it was “crazy” to think they might have any influence.

And now, despite major scandals and political pressure, Facebook is still showing zero appetite to “fix” its platform — because the issues being thrown into sharp relief are actually there by design; this is how Facebook’s business functions.

“We won’t prevent all mistakes or abuse, but we currently make too many errors enforcing our policies and preventing misuse of our tools. If we’re successful this year then we’ll end 2018 on a much better trajectory,” wrote Zuckerberg in January, underlining how much easier it is to break stuff than put things back together — or even just make a convincing show of fiddling with sticking plaster.



from Social – TechCrunch https://ift.tt/2Jz0s3q Facebook’s dark ads problem is systemic Natasha Lomas https://ift.tt/2vUlg3j
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From dorm room to Starbucks, Rip Van Wafels is bringing Euro-inspired snack to the masses

Rip Pruisken waffled in college (we got that pun safely out of the way for now). He was a student in the Ivy League at Brown University, and had focused on academics for much of his life. His parents were physicists, and “I thought I would study some sort of cookie-cutter path of studying something that I would use post-college,” he explained. “I didn’t really consider entrepreneurship to be a viable option because I was still in that frame of mind.“

It was during a study trip to Italy that he had an epiphany. He was inside an Italian bookstore looking through business books when he suddenly realized that he had discovered a new passion. “If you can build stuff at a profit, you can build more stuff, and how cool is that? That was my aha moment,” he said.

Being an entrepreneur was one thing, but it wasn’t clear what Pruisken should sell. He had grown up in Amsterdam, where he used to eat stroopwafel, a snack composed of two thin waffle pastries melded together with a syrup center. During his freshman year, he had brought over a large quantity of them to school, and “all of my friends devoured them.” Remembering their popularity, “I literally started making them in my dorm in college, and started selling them on campus” during his junior year.

Selling ‘Van Wafels’ at Brown University

That was 2010. Today, Rip Van Wafels can be found in 12,000 Starbucks locations, and is a popular snack at tech companies, with some larger companies going through tens of thousands of units a week.

Their popularity comes from the intersection of a number of food trends. The snacks are made with natural ingredients and are healthy, with low calorie counts and limited sugar. Perhaps most importantly, they taste great, with different flavors that are designed to strike different moods (a chocolate wafel can work as dessert, while the strawberry wafel feels more like breakfast). The company currently produces eight flavors.

While the startup food company has had tremendous success, none of this was planned a decade ago when Pruisken got started. He worked with co-founder and co-CEO Marco De Leon, who was two years behind Pruisken at Brown University and was a good friend from Brazil looking for a change of pace from his Morgan Stanley internship.

They spent two years on campus trying to improve product marketing and the quality of the snack, which in hindsight was an important iteration process with what would become the company’s core consumer: well-educated and health-conscious tech workers.

The two stumbled into their market and stumbled into their name. “It started as Rip Wafel,” Pruisken explained, “and we got a cease and desist letter from Van’s,” which makes frozen food waffles among other products. A professor suggested Rip van Winkle, and that inspired the company’s current name. Pruisken himself was so enamored with the brand he changed his own name — Abhishek, which he had grown up with in Amsterdam — to Rip.

After much work, the two founders discovered that a tech company was particularly enjoying the snacks. “We realized we found this insight that one of our customers in the northeast was a tech company, and we talked to them and they said that it was the perfect treat that was an alternative to a candy bar,” he explained. So Pruisken borrowed the couch of his brother and started going door-to-door selling these Euro snacks to every tech company he could find, eventually 80 of them in one summer.

As he sold wafels, the same pattern would hold up. An order for one case would become two cases, and then 10 and then 20 of them. Eventually, word-of-mouth and distributor partnerships got the snack into the mini-kitchens of dozens of tech companies in San Francisco, as well as in Peet’s Coffee, Whole Foods, and ultimately Starbucks.

Pruisken believes the company’s success has come from iterating on the snack much as a software engineer might fiddle with JavaScript. “We have been reinventing our product every two years,” he said. “We are trying to make our product healthier while providing this very indulgent taste.” That includes experimenting with new ingredients like tapioca syrup and chickpea powder that can provide better nutrition at reduced sugar levels.

He sees the future of the company much the same way. “You can only cut the cycle time down by so much even if you do everything in-house. There are certain components you need to source like certain ingredients or packaging foam,” Pruisken explained. “The way to get ahead is to plan way ahead. So work on the things you want to launch in two years right now.” That includes a number of new flavors, as well as potentially adding products that touch on the brain-enhancing nootropics space.

Ultimately, Pruisken wants to redefine the category of packaged foods. “Convenient foods have been associated with cheaper, lower qualities and generally unhealthy foods in the US,” he said. “I think it would be great if that was elevated not just in the food space but broader.” From a foreign food in a Brown University dorm room to redefining the products on every grocery store shelf, stumbling has paid off for Rip Van, which is taking over the world one wafel at a time.



https://ift.tt/2Fq0sAj From dorm room to Starbucks, Rip Van Wafels is bringing Euro-inspired snack to the masses https://ift.tt/2KlpSCR

Emissary wants to make sales networking obsolete

There is nothing meritocratic about sales. A startup may have the best product, the best vision, and the most compelling presentation, only to discover that their sales team is talking to the wrong decision-maker or not making the right kind of small talk. Unfortunately, that critical information — that network intelligence — isn’t written down in a book somewhere or on an online forum, but generally is uncovered by extensive networking and gossip.

For David Hammer and his team at Emissary, that is a problem to solve. “I am not sure I want a world where the best networkers win,” he explained to me.

Emissary is a hybrid SaaS marketplace which connects sales teams on one side with people (called emissaries, naturally) who can guide them through the sales process at companies they are familiar with. The best emissaries are generally ex-executives and employees who have recently left the target company, and therefore understand the decision-making processes and the politics of the organization. “Our first mission is pretty simple: there should be an Emissary on every deal out there,” Hammer said.

Expert networks, such as GLG, have been around for years, but have traditionally focused on investors willing to shell out huge dollars to understand a company’s strategic thinking. Emissary’s goal is to be much more democratized, targeting a broader range of both decision-makers and customers. It’s product is designed to be intelligent, encouraging customers to ask for help before a sales process falters. The startup has raised $14 million to date according to Crunchbase, with Canaan leading the last series A round.

While Emissary is certainly a creative startup, its the questions spanning knowledge arbitrage, labor markets, and ethics it poses that I think are most interesting.

Sociologists of science generally distinguish between two forms of knowledge, concepts descended from the work of famed scholar Michael Polanyi. The first is explicit knowledge — the stuff you find in books and on TechCrunch. These are facts and figures — a funding round was this size, or the CEO of a company is this individual. The other form is tacit knowledge. The quintessential example is riding a bike — one has to learn by doing it, and no number of physics or mechanics textbooks are going to help a rider avoid falling down.

While org charts may be explicit knowledge, tacit knowledge is the core of all organizations. It’s the politics, the people, the interests, the culture. There is no handbook on these topics, but anyone who has worked in an organization long enough knows exactly the process for getting something done.

That knowledge is critical and rare, and thus ripe for monetization. That was the original inspiration for Hammer when he set out to build a new startup.“Why does Google ever make a bad decision?” Hammer asked at the time. Here you have the company with the most data in the world and the tools to search through it. “How do they not have the information they need?” The answer is that it has all the explicit knowledge in the world, but none of the implicit knowledge required.

That thinking eventually led into sales, where the information asymmetry between a customer and a salesperson was obvious. “The more I talked to sales people, the more I realized that they needed to understand how their account thinks,” Hammer said. Sales automation tools are great, but what message should someone be sending, and to who? That’s a much harder problem to solve, but ultimately the one that will lead to a signed deal. Hammer eventually realized that there were individuals who could arbitrage their valuable knowledge for a price.

That monetization creates a new labor market for these sorts of consultants. For employees at large companies, they can now leave, take a year off or even retire, and potentially get paid to talk about what they know about an organization. Hammer said that “people are fundamentally looking for ways to be helpful,” and while the pay is certainly a major highlight, a lot of people see an opportunity to just get engaged. Clearly that proposition is attractive, since the platform has more than 10,000 emissaries today.

What makes this market more fascinating long-term though is whether this can transition from a part-time, between-jobs gig into something more long-term and professional. Could people specialize in something like “how does Oracle purchase things,” much as how there is an infrastructure of people who support companies working through the government procurement system?

Hammer demurred a bit on this point, noting that “so much of that is being on the other side of those walls.” It’s not any easier for a potential consultant to learn the decision-making outside of a company than it is for a salesperson. Furthermore, the knowledge of an internal company’s processes degrades, albeit at different rates depending on the organization. Some companies experience rapid change and turnover, while knowledge of other companies may last a decade or more.

All that said, Hammer believes that there will come a tipping point when companies start to recommend emissaries to help salespeople through their own processes. Some companies who are self-aware and acknowledge their convoluted procurement procedures may eventually want salespeople to be advised by people who can smooth the process for all sides.

Obviously, with money and knowledge trading hands, there are significant concerns about ethics. “Ethics have to be at the center of what we do,” Hammer said. “They are not sharing deep confidential information, they’re sharing knowledge about the culture of the organization.” Emissary has put in place procedures to monitor ethics compliance. “Emissaries can not work with competitors at the same time,” he said. Furthermore, emissaries obviously have to have left their companies, so they can’t influence the buying decision itself.

Networking has been the millstone of every salesperson. It’s time consuming, and there is little data on what calls or coffees might improve a sale or not. If you take Emissary’s vision to its asymptote though, all that could potentially be replaced. Under the guidance of people in the know, the fits and starts of sales could be transformed into a smooth process with the right talking points at just the right time. Maybe the best products could win after all.



https://ift.tt/eA8V8J Emissary wants to make sales networking obsolete https://ift.tt/2r6JsLj

Friday, April 27, 2018

Facebook shrinks fake news after warnings backfire

Tell someone not to do something and sometimes they just want to do it more. That’s what happened when Facebook put red flags on debunked fake news. Users who wanted to believe the false stories had their fevers ignited and they actually shared the hoaxes more. That led Facebook to ditch the incendiary red flags in favor of showing Related Articles with more level-headed perspectives from trusted news sources.

But now it’s got two more tactics to reduce the spread of misinformation, which Facebook detailed at its Fighting Abuse @Scale event in San Francisco. Facebook’s director of News Feed integrity Michael McNally and data scientist Lauren Bose held a talk discussing all the ways it intervenes. The company is trying to walk a fine line between censorship and sensibility.

These red warning labels actually backfired and made some users more likely to share, so Facebook switched to showing Related Articles

First, rather than call more attention to fake news, Facebook wants to make it easier to miss these stories while scrolling. When Facebook’s third-party fact-checkers verify an article is inaccurate, Facebook will shrink the size of the link post in the News Feed. “We reduce the visual prominence of feed stories that are fact-checked false,” a Facebook spokesperson confirmed to me.

As you can see below in the image on the left, confirmed-to-be-false news stories on mobile show up with their headline and image rolled into a single smaller row of space. Below, a Related Articles box shows “Fact-Checker”-labeled stories debunking the original link. Meanwhile on the right, a real news article’s image appears about 10 times larger, and its headline gets its own space.

 

Second, Facebook is now using machine learning to look at newly published articles and scan them for signs of falsehood. Combined with other signals like user reports, Facebook can use high falsehood prediction scores from the machine learning systems to prioritize articles in its queue for fact-checkers. That way, the fact-checkers can spend their time reviewing articles that are already qualified to probably be wrong.

“We use machine learning to help predict things that might be more likely to be false news, to help prioritize material we send to fact-checkers (given the large volume of potential material),” a spokesperson from Facebook confirmed. The social network now works with 20 fact-checkers in several countries around the world, but it’s still trying to find more to partner with. In the meantime, the machine learning will ensure their time is used efficiently.

Bose and McNally also walked the audience through Facebook’s “ecosystem” approach that fights fake news at every step of its development:

  • Account Creation – If accounts are created using fake identities or networks of bad actors, they’re removed.
  • Asset Creation – Facebook looks for similarities to shut down clusters of fraudulently created Pages and inhibit the domains they’re connected to.
  • Ad Policies – Malicious Pages and domains that exhibit signatures of wrong use lose the ability to buy or host ads, which deters them from growing their audience or monetizing it.
  • False Content Creation – Facebook applies machine learning to text and images to find patterns that indicate risk.
  • Distribution – To limit the spread of false news, Facebook works with fact-checkers. If they debunk an article, its size shrinks, Related Articles are appended and Facebook downranks the stories in News Feed.

Together, by chipping away at each phase, Facebook says it can reduce the spread of a false news story by 80 percent. Facebook needs to prove it has a handle on false news before more big elections in the U.S. and around the world arrive. There’s a lot of work to do, but Facebook has committed to hiring enough engineers and content moderators to attack the problem. And with conferences like Fighting Abuse @Scale, it can share its best practices with other tech companies so Silicon Valley can put up a united front against election interference.



from Social – TechCrunch https://ift.tt/2Hz9CMF Facebook shrinks fake news after warnings backfire Josh Constine https://ift.tt/2r6F3Hl
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T-Mobile is reportedly much closer to a merger deal with Sprint

{rss:content:encoded} T-Mobile is reportedly much closer to a merger deal with Sprint https://ift.tt/2HACCaX https://ift.tt/2HwtjZI April 27, 2018 at 11:09PM

It looks like a potential merger deal between T-Mobile and Sprint, two of the major telecom companies in the U.S., is getting closer and now has set valuation terms, according to a report by Bloomberg.

The deal could be announced as soon as Sunday, according to a report by CNBC. The proposed tie-up of the two companies was called off in November last year, but now that deal appears to be coming closer, with T-Mobile’s backer valuing Sprint at around $24 billion, according to Bloomberg. As part of the deal, Deutsche Telekom AG will get a 69% voting interest on a 42% stake in the company, according to that report. (Both reports, however, disagree on the valuation — with CNBC citing a $26 billion valuation.)

This deal seems to have been a long time coming, and consolidates two of the four major telecom providers in the U.S. into one larger entity. That could, in theory, offer it some more flexibility as they expand into 5G networks. Still, a deal of this scale could still fall apart and would be subject to regulation — with significant international ownership of both companies (Softbank for Sprint, and Deutsche Telekom for T-Mobile).

Sprint shares fell more than 8% in extended trading to under $6, while T-Mobile shares were largely unchanged. Shares of Sprint were up around 8% on the day up to $6.50 in early trading.

A representative from Sprint declined to comment. A representative from T-Mobile did not immediately respond to a request for comment.

Essential’s first handset is coming to more markets

{rss:content:encoded} Essential’s first handset is coming to more markets https://ift.tt/2r4NNh3 https://ift.tt/2vSA56t April 27, 2018 at 10:46PM

It’s hard launching a phone company — something Essential was pretty candid about from the start. Andy Rubin’s latest endeavor got off to something of a slow start, according to outside accounts, but today the well-funded hardware startup is getting ready to add a whole bunch of new markets to its online store.

On Twitter today, the company announced a handful of key additions to its coverage map, including Canada, France, Japan and UK. As Engadget notes, availability in some of those markets already exists, but not through the company’s own shop, most notably Canada, where users can pick the handset up via Amazon or Telus.

There are also some country specific caveats here. Those can be found through the company’s Terms of Service, which notes that the handset is now also available in Germany.

It’s been a slow roll out for the company, but understandably so. It’s not easy starting this kind of endevour from scratch, even with the $300 million in funding the company managed to drum up. Essential spent its first year primarily focused on its home market, delivering Amazon and Best Buy availability, along with a Sprint deal.

Building distribution channels this time out should ease some of the burden of launching when time comes to deliver version 2.0.

CultureCrush breaks out of the swipe right box

Most dating apps are aimed at a general population, but people of color and immigrants are rarely well-represented. CultureCrush wants to fix that. This app, created by a team led by former attorney Amanda Spann, lets you search the dating pool by nationality, ethnicity and tribe in an effort to help fish out of water find a match.

“We have 24,000 users, 5% of which are premium paid users, and the app has generated revenue every month since its existence. Upon our relaunch, we anticipate this number to rapidly accelerate,” said Spann. “CultureCrush is the only app of its kind that enables you to search by nationality, ethnicity, and tribe. We have nearly 1,000 tribes from across the continent of Africa. Akin to JDate, CultureCrush allows users to connect with others from specific ethnic or national backgrounds. Anyone who grew up in a specific culture understands the magic of connecting with others from the same or similar background. CultureCrush improves upon the JDate model by establishing an inclusive ecosystem where all cultures can find and date each other, or any other culture they like.”

The app also supports friend-to-friend matchmaking and has a three-day message countdown that dumps matches after 72 hours. The app is similar to other niche dating services like BlackPeopleMeet, PlentyOfGeeks and even Trump.Dating. There’s someone for everyone, the thinking goes, but sometimes you have to shrink the pool.

Spann created the app in Chicago after talking with a friend of hers from Nigeria. She said her friend found it difficult to date especially because of the cultural divide she experienced on traditional dating apps. Further, Spann and her friend felt uncomfortable on traditional dating apps after getting fetish comments like “Hi Chocolate Goddess.” For her, enough was enough.

“It’s predicted that by the end of this year African-Americans will be the most represented out of any ethnic group online. Pairing this with the fact that African-Americans are currently spending nearly 48 billion on travel annually and 8.7 percent of the overall US black population is comprised of immigrants, we believe that 2018 is ripe with opportunity for CultureCrush,” she said. “We’re excited to see how our users respond to the new features and we are looking forward to focusing our energy and attention back into growing our user base after our initial setbacks.”

“We decided to pursue the project after observing that mainstream dating apps often fail to account for cultural preferences and rarely yield positive experiences for users of color,” said Spann. “Imagine being a Nigerian man who just moved from Lagos to Chicago for med school, it might be nice to meet a local woman from your tribe. Or being a Jamaican woman spending a week in Copenhagen for work who wants to grab a drink with someone of Caribbean descent. Or what if you are an African-American who lives in a predominately white community, having difficulty meeting other people of color,” she said.

The app is available now and you can sign up to be notified when the new app hits the stores.



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Facebook’s Messenger Kids’ app gains a ‘sleep mode’

Facebook’s Messenger Kids, the social network’s new chat app for the under-13 crowd, has been designed to give parents more control over their kids’ contact list. Today, the app is gaining a new feature, “sleep mode,” aimed at giving parents the ability to turn the app off at designated times. The idea is that parents and children will talk about when it’s appropriate to send messages to friends and family, and when it’s time for other activities – like homework or bedtime, for example.

The app, which launched last December, has not been without controversy.

Some see it as a gateway drug for Facebook proper. Others whine that “kids should be playing outside!” – as if kids don’t engage in all sorts of activities, including device usage, at times. And of course, amid Facebook’s numerous scandals around data privacy, it’s hard for some parents to fathom installing a Facebook-operated anything on their child’s phone or tablet.

But the reality, from down here in the parenting trenches, is that kids are messaging anyway and we’re desperately short on tools.

Instead of apps built with children’s and parents’ needs in mind, our kids are fumbling around on their own, making mistakes, then having their devices taken away in punishment.

The truth is, with the kids, it’s too late to put the toothpaste back in the tube. Our children are FaceTime’ing their way through Roblox playdates, they’re texting grandma and grandpa, they’re watching YouTube instead of TV, and they’re begging for too-adult apps like Snapchat – so they can play with the face filters – and Musical.ly, which has a lot of inappropriate content. (Seriously, can someone launch kid-safe versions?)

Until Messenger Kids, parents haven’t been offered any social or messaging apps built with monitoring and education in mind.

I decided to install it on my own child’s device, and I’ll admit being conflicted. But I’m using it with my child as a learning tool. We talk about how to use the app’s features, but also about appropriate messaging behavior – what to chat about, why not to send a dozen stickers at once, and how to politely end a conversation, for example.

Unlike child predator playgrounds like Kik, popularity-focused social apps like Instagram, or apps where messages simply vanish like Snapchat, Messenger Kids lets parents choose the contact list and control the experience. And, as a backup, I have a copy of the app on my own phone, so I can spot check messages sent when I’m not around.

With the new sleep mode feature, I can now turn Messenger Kids off at certain times. That means no more 8 AM video calls to the BFF. (Yes, we’ve discussed this – after the fact. Sorry, BFF’s parents.) And no more messaging right at bedtime, either.

To configure sleep mode, parents access the Messenger Kids controls from the main Facebook app, and tap on the child’s name. You can create different settings for weekdays and weekends. If the child tries to use the app during these times, they’ll instead see a message that says the app is in sleep mode and to come back later.

The control panel is also where parents can add and remove contacts, delete the child’s account, or create a new account.

Facebook suggests that parents have a discussion with kids about the boundaries they’re creating when turning on sleep mode.

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That may seem obvious, but it’s surprisingly not. I’ve actually heard some parents scoff at parental control features because they think it’s about offloading the job of parenting to technology. It’s not. It’s about using tools and parenting techniques together – whether that’s internet off times, device or app “bedtimes,” internet filtering, or whatever other mechanisms parents employ.

I understand if you can’t get past the fact that the app is from Facebook, of all places. Or you have a philosophical point of view on using Facebook products. But Facebook integration means this app could scale. In the few months it’s been live, the app has been download around 325,000 times, according to data from Sensor Tower.

Messenger Kids is a free download on iOS and Android.

 



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Aloe Bud is the adorable self-care app you’ve been waiting for

The buzz or chime of a push notification on your phone is, at best, a distraction, and at worst, a source of stress and anxiety. A new app called Aloe Bud wants to make those push notifications into something more welcome: gentle reminders to take care of yourself and your own needs. With its configurable reminders, Aloe Bud will encourage you to take a break, drink water, move your body, rest, breathe, and more.

The app is the latest to enter the booming “self-care” market, which caters to a largely younger demographic who are better handling the pressures of modern-day life by carving out time for themselves to mediate, relax, and practice other mindfulness techniques. Some older folks have scoffed at the movement, claiming millennials are too self-involved – or they just scratch their head in confusion. (“Mindfulness?”)

But there’s real demand for these self-care applications and services – in the first quarter of the year, the top ten self-care apps pulled in $15 million in revenue. Now who’s scoffing?

However, most of the self-care apps today are focused on meditation and calming techniques, not on the day-to-day aspects of self-care.

That’s where Aloe Bud comes in.

Even cynics will have to admit the app is kind of adorable with its soft color scheme and its original, retro-ish pixel art icons.

It’s also simple to use – there’s no sign-up process where you have to give your name, email or phone number. No “friend-finding” function, nor the competitive pressures of joining yet another social network, where people can track your activity and judge you accordingly. Instead, the app launches you right into a simple screen where you tap icons like “hydrate,” “breathe,” or “motivate” to set up when and how you want to be reminded. You can choose to use Aloe Bud without reminders by just checking in to those activities, if you prefer, and you can use it for journaling, too.

If you plan on using Aloe Bud long-term, you’ll probably want to pop for the $4.99 expansion pack which includes different versions of the reminder texts so your notifications’ messaging doesn’t become too routine. However, the app itself is free to use.

The idea for Aloe Bud – whose name is meant to invoke the soothing qualities of the Aloe plant – comes from Amber Discko.

Discko’s background in community, social, and development led to a number of opportunities over the years, including running social media for the popular Denny’s Twitter account, working as a creative strategist at Tumblr, founding the online publication and community Femsplain, and working on the digital organizing team for the Hillary for America campaign.

When the election was over, Discko needed to recover, and turned to self-care apps.

“I found myself destroyed mentally afterwards. I wasn’t leaving the house at all. I needed to find a way to get myself back to a grounded normal state,” they said.

Discko then tried a number of other self-care apps, but didn’t feel any of them did the trick.

“I didn’t find myself really keeping with it. I either forgot about the app, or I felt like they were shaming me, so I deleted them right away,” Discko said. “I couldn’t find one that felt like it worked for my personal needs – I’m a sensitive person. I work best with positive, encouraging reinforcement,” they added.

[gallery ids="1629784,1629785,1629786,1629787,1629788,1629789,1629790"]

Aloe Bud was born of these frustrations, but originally as an online community where people could check in with their self-care routines. However, there was growing demand to turn the self-care system into an app. To raise the funds for the app’s development, Discko ran a Kickstarter campaign, which led to 1,538 backers donating over $50,000 to the cause.

A year later, Aloe Bud officially arrived, with help from the development team Lickability (Houseparty, Jet, Meetup), user interface designer Tin Kadoic, and pixel art icon designer Katie Belton.

The app went up on the Apple App Store this week, and was pre-ordered by 1,000 people. By day one, it had already gained 5,000 downloads.

Aloe Bud is deceptively simple. A lot of care and research actually went into its making, as it turns out.

Discko worked with a mental health researcher to help craft the app, and referenced other research in the space, as well. They even carefully selected language in the app so it wouldn’t be triggering – for example, the reminders to eat aren’t referenced as “food,” which people have hang-ups about (or possibly even eating disorders). Instead, it’s referenced as “fuel.”

Aloe Bud is not for everyone, but it will make sense for those who appreciate little reminders to take care of ourselves – like those in Apple Watch, which now alerts you to stand and to breathe, for example.

And it could be especially useful for those who work online, or who face ongoing harassment because of their work – something Discko is familiar with, too.

“I was getting toxic push notifications and it was really destroying my sanity for a while. I deleted Twitter off my phone and replaced it with Aloe Bud,” said Discko. “I encourage a lot of people to do that.”

Aloe Bud is a free download for iOS.



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Meet the first four startups in the MetaProp Bridge international accelerator

Real estate-focused MetaProp NYC has been adding new programs on top of its core accelerator. The latest: The MetaProp Bridge at Columbia University.

It’s an international accelerator designed specifically for real estate and property tech-related startups from Europe, the Middle East and Africa that are looking to expand into North America. Participants get access to MetaProp mentors, advisory services and up to $250,000 in financing.

The 14-week program begins with eight weeks in London before moving to New York City and concluding with a two-week, five-city roadshow across North America.

“From our first days on the ground in London, it was clear that this is a critical time for PropTech in EMEA,” said MetaProp’s Leila Collins in a statement. “There is an abundance of compelling technology for the real estate industry emerging from the region. We are happy to now have the infrastructure to partner with and support some of the most promising EMEA PropTech startups as they launch in North America.”

MetaProp says that less than 4 percent of applicants were admitted to this inaugural cohort. Here are the four participating startups:

  • Airlite says it’s creating natural paint that also purifies of odors, bacteria and other air pollution. (UK, Switzerland and Italy)
  • 720° is a cloud-based analytics service for monitoring indoor air and environmental quality. (Finland)
  • Frontdoor offers business intelligence for real estate agents. (France)
  • YourWelcome is building a technology hub for vacation rental owners — specifically a tablet where they can provide instructions for their guests and earn money by offering tickets and deals. (UK)


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Facebook drops fundraising fees for personal causes

Despite Facebook being under fire for everything pertaining to Cambridge Analytica, the company still hopes to be able to do some good. Today, Facebook is dropping its platform fees pertaining to fundraisers for personal causes.

That means Facebook is getting rid of the 4.3 percent platform fee in the u.S. and the 6.2 percent fee in Canada. Those fees were charged to cover a review process for and vetting for each fundraiser. Now, Facebook says it will absorb the costs associated with those safety and protection measures.

“We’re continuously learning and this was something we wanted to do to help people maximize the benefits,” Facebook Head of Product for Social Good Asha Sharma told me over the phone.

To be clear, there will, however, still be fees for payment processing and taxes. In the U.S. and Canada, payment processing fees are 2.6 percent plus $0.30.Facebook is also unveiling two new features for its fundraising tool.

The first is the ability for people to match donations for non-profit fundraisers and the second is the expansion of categories for personal causes. Now, in addition to raising money for things like vet bills, personal emergencies and whatnot, people can also raise money for travel (community trips or for medical needs), family-related causes (adoption, etc), religious events and volunteer supplies.

 

Facebook isn’t yet sharing specific dollar amounts raised pertaining to fundraisers, but says its tool has helped over 750,000 non-profits collect donations. All Sharma would say about personal causes is that “we’re seeing activity across all of these categories, which is why we have them.”



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Nintendo is releasing a mobile RPG this summer

{rss:content:encoded} Nintendo is releasing a mobile RPG this summer https://ift.tt/2JxmpA5 https://ift.tt/2HUmQHu April 27, 2018 at 03:20PM

The maker of Shadowverse and Granblue Fantasy is teaming up with Nintendo for a new mobile RPG. Called Dragalia Lost, the Japanese-style action RPG will be a free-to-play game though likely loaded with Loot Box-style mechanics that will result in a financial windfall for Nintendo and developer Cygames.

The trailer doesn’t reveal many details about the game’s story. I assume from the title that someone called Dragalia is lost and a team of unlikely heros will have to fight monsters along their journey to find this Dragalia. I guess.

Nintendo turned to Cygames to make this new title instead of retooling Zelda or Xenoblade for the mobile screen. The game reportedly use Cygame’s system that randomly unlocks characters and upgrades. It’s like loot boxes but not called loot boxes. This is how the game will make money as players are encouraged to pay to buy more unlocks.

As part of the deal, Nintendo is acquiring 5-percent of Cygrames. Nintendo also has a stake in mobile phone platform maker DeNA, which also holds 25-percent of Cygrames showing how Nintendo is slowing spreading throughout the mobile game world.

Maverick, a social network for young women, launches with $2.7M in funding

While Bumble BFF and Hey! Vina help adult women find new friends, there isn’t a social network dedicated to young women.

But Brooke Chaffin and Catherine Connors are looking to change that with the introduction of Maverick, a social network that connects young girls with female mentors to express their creativity in a safe space.

Here’s how it works:

When a new user signs up, they can browse through various challenges set forth by Catalysts, inspiring role models selected specifically by the founders to inspire the younger demographic on the network. These challenges include things like making their own super hero, creating their own dance number or choosing a mantra.

Users, usually between the ages of 10 and 20, can post their response to a challenge via photo or a 30-second video and browse the responses of others. Interestingly, Maverick has done away with ‘likes’ and instead offers points for various types of engagement, like posting a response to a challenge, posting a comment, or giving someone a badge.

For now, there are four badges on the platform (unique, creative, unstoppable, and daring) and the company has plans to add more badges as it grows.

But Maverick isn’t just an app. The company also plans on holding a series of one-day live events across the country, highlighting young women emerging on the platform in categories like STEAM, entrepreneurship, comedy and music.

In fact, the first live event goes down tomorrow in Los Angeles, featuring “Founding Mavericks” or role models such as Chloe & Halle Baily, Brooklyn and Bailey McKnight, Daunnette Reyome, Laurie Hernandez and Ruby Karp.

For now, Maverick is a free app focused on growing its user base. But the founders see an opportunity to turn Maverick into a utility, not unlike LinkedIn, offering a subscription for premium features. And it makes sense that LinkedIn would serve as inspiration for Chaffin and Connors, as LinkedIn CEO Jeff Weiner is one of Maverick’s investors.

The company has raised $2.7 million in seed funding led by Matt Robinson of Heroic Ventures, with participatino from Susan Lyne and Nisha Dua of BBG Ventures as well as Jeff Weiner.

Here’s what co-founder and Chief Content Officer Catherine Connors had to say:

The research on girls’ social development has shown us the same thing for decades. During early adolescence, the majority of girls stop raising their hands, participating in sports and extra-curricular activities, taking risks, and stepping into leadership roles. In short, they stop believing in themselves. And it’s not because we don’t tell them that they should believe in themselves — it’s that they don’t get enough real opportunity to prove to themselves that they can.

Founders Chaffin and Connors met during their tenure at the Walt Disney Company and kept coming back to the idea of empowering girls through a new social network, and so Maverick was born.

The network is designed with a progression loop not unlike that of a game, where Mavericks can progress toward becoming a Catalyst and inspiring other young women.

The app launches out of beta today.



from Social – TechCrunch https://ift.tt/2HvhjYq Maverick, a social network for young women, launches with $2.7M in funding Jordan Crook https://ift.tt/2r4OdEi
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Maverick, a social network for young women, launches with $2.7M in funding

While Bumble BFF and Hey! Vina help adult women find new friends, there isn’t a social network dedicated to young women.

But Brooke Chaffin and Catherine Connors are looking to change that with the introduction of Maverick, a social network that connects young girls with female mentors to express their creativity in a safe space.

Here’s how it works:

When a new user signs up, they can browse through various challenges set forth by Catalysts, inspiring role models selected specifically by the founders to inspire the younger demographic on the network. These challenges include things like making their own super hero, creating their own dance number or choosing a mantra.

Users, usually between the ages of 10 and 20, can post their response to a challenge via photo or a 30-second video and browse the responses of others. Interestingly, Maverick has done away with ‘likes’ and instead offers points for various types of engagement, like posting a response to a challenge, posting a comment, or giving someone a badge.

For now, there are four badges on the platform (unique, creative, unstoppable, and daring) and the company has plans to add more badges as it grows.

But Maverick isn’t just an app. The company also plans on holding a series of one-day live events across the country, highlighting young women emerging on the platform in categories like STEAM, entrepreneurship, comedy and music.

In fact, the first live event goes down tomorrow in Los Angeles, featuring “Founding Mavericks” or role models such as Chloe & Halle Baily, Brooklyn and Bailey McKnight, Daunnette Reyome, Laurie Hernandez and Ruby Karp.

For now, Maverick is a free app focused on growing its user base. But the founders see an opportunity to turn Maverick into a utility, not unlike LinkedIn, offering a subscription for premium features. And it makes sense that LinkedIn would serve as inspiration for Chaffin and Connors, as LinkedIn CEO Jeff Weiner is one of Maverick’s investors.

The company has raised $2.7 million in seed funding led by Matt Robinson of Heroic Ventures, with participatino from Susan Lyne and Nisha Dua of BBG Ventures as well as Jeff Weiner.

Here’s what co-founder and Chief Content Officer Catherine Connors had to say:

The research on girls’ social development has shown us the same thing for decades. During early adolescence, the majority of girls stop raising their hands, participating in sports and extra-curricular activities, taking risks, and stepping into leadership roles. In short, they stop believing in themselves. And it’s not because we don’t tell them that they should believe in themselves — it’s that they don’t get enough real opportunity to prove to themselves that they can.

Founders Chaffin and Connors met during their tenure at the Walt Disney Company and kept coming back to the idea of empowering girls through a new social network, and so Maverick was born.

The network is designed with a progression loop not unlike that of a game, where Mavericks can progress toward becoming a Catalyst and inspiring other young women.

The app launches out of beta today.



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Thursday, April 26, 2018

Square is acquiring website builder Weebly for $365M

Square just announced that it’s reached an agreement to acquire Weebly for $365 million in cash and stock.

While Square is best known for its payment software and hardware, it’s also been expanding into other areas, for example with the acquisition of food delivery service Caviar and corporate catering startup Zesty.

Weebly, meanwhile, offers easy-to-use website building tools. While those tools can be used by individuals (my personal website is built on Weebly), the company has increasingly focused on serving small businesses and e-commerce companies.

Meanwhile, competitor Squarespace raised $200 million at a $1.7 billion valuation at the end of last year.

Square says that by acquiring Weebly, it can create “one cohesive solution” for entrepreneurs looking to build an online and offline business. And since 40 percent of Weebly’s 625,000 paid subscribers are outside the U.S., the deal will help Square expand globally.

“Square and Weebly share a passion for empowering and celebrating entrepreneurs,” said Square CEO Jack Dorsey in the acquisition release. “Square began its journey with in-person solutions while Weebly began its journey online. Since then, we’ve both been building services to bridge these channels, and we can go even further and faster together.”

Weebly was founded in 2007 by David Rusenko, Chris Fanini and Dan Veltr. (Rusenko, who’s still the company’s CEO, is pictured above.) According to Crunchbase, the company raised $35.7 million in funding from Sequoia Capital, Tencent Holdings, Baseline Ventures, Floodgate, Felicis, Ron Conway and Y Combinator.

Square says the acquisition price includes stock for Weebly founders and employees that will vest over a four-year period.



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MoviePass CEO says he doesn’t know if the one-movie-per-day subscription will ever return

MoviePass is known for a pricing model that sounds too good to be true — in exchange for paying $9.95 per month, subscribers get up to one movie ticket per day.

At least, they used to: If you try to sign up now, that isn’t quite what you’re offered. Instead, there’s a bundle that combines a three-month trial for iHeartRadio All Access with four tickets per month on MoviePass — still a pretty good deal (especially since MoviePass says 88 percent of users see fewer than two movies per month), but not quite as irresistible as the old plan.

Does this represent a permanent change in the MoviePass business model? Well, the company has experimented with bundling before, but when The Hollywood Reporter asked CEO Mitch Lowe whether the movie-per-day-plan might return, he replied, “I don’t know.”

“We just always try different things,” Lowe said. “Every time we try a new promotion, we never put a deadline on it.”

We reached out to a MoviePass spokesperson who confirmed that The Hollywood Reporter story is accurate. They also said that this doesn’t affect any of the subscribers who signed up under the old plan.

MoviePass’ parent company Helios and Matheson Analytics sold additional stock last week in what seemed like a move to raise money for the service. (By the way, TechCrunch’s parent company Verizon recently acquired a stake in Helios and Matheson.) At the same time, filings revealed that an independent auditor had raised “substantial doubt” about whether MoviePass would be able to continue operating as “a going concern.”



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The alternative to the four-hour workweek mindset

Often when I attend a conference or a networking event I am surprised by how many people operate at the periphery of the tech industry. Social media gurus, SEO “ninjas,” bloggers, etc. It’s a coterie of tech “club promoters.” The hype men of the industry.

“Hack your way to success.” “Meet the right people.” “Become a business superstar.” They’ve found their silver bullet. They boast of building a passive income from a web business, all while traveling the world as the rest of us mortals are slaving away at our 9-5 jobs.

In a world where we are searching for silver bullets, these people seem to have amassed an arsenal of them. Moreover, they’ve found audiences to sell their silver bullets to, en masse.

The most blatant example of this are some of the disciples of the 4-Hour Workweek, by Tim Ferriss. The book itself is not really the issue. Ferriss indeed outlines some interesting tips on managing resources to get the highest ROI on your work. What is objectionable, however, is the hack-your-way-to-success mentality it has spawned in entrepreneurial circles.

It’s a mindset that is antithetical to everything I know about entrepreneurship; a mindset that I see when I hear people talk about having an amazing idea that they want to farm out to a young college student who can code, or outsourcing development of a product to a cheap dev house. It’s a mindset that assumes entrepreneurship is a series of networking events and fundraising meetings, or even some silver-bullet business connection they have, in lieu of a real distribution strategy. It’s taking a passive approach to a very difficult undertaking.

What is missed in all of this is the mindset of craftsmanship; that one’s expertise and deliberate focus on one’s craft is actually the primary driver for success — and not some crapshoot of a series of hacks.

What happens on the periphery  —  whether it be the towel slapping we see on Twitter from tech celebrities or headline gossip out of TechCrunch  —  is not actually meaningful as a foundation of a business or a profession. Neither are the number of coffee meetings you have scheduled or the amount of networking meetings you attend. These things are tertiary at best, and, at worst, just plain-old distractions.

Startup graveyards are full of visionaries without expertise or the proper skills to execute.

To be successful over the course of a career requires the application and accumulation of expertise. This assumes that for any given undertaking you either provide expertise or you are just a bystander. It’s the experts that are the drivers — an expertise that is gained from a curiosity, and a mindset of treating one’s craft very seriously.

A startup is by nature a crash-course in developing expertise. What makes startups unique is the sheer dearth of resources. This dearth of resources forces founders to rapidly adapt their skills to meet the demands of the project.

“I didn’t know how to do x, so I just had to figure it out.” This is what I regularly hear from successful founders, whereas “I couldn’t find someone to do x, so I had to reconsider whether to pursue it at all” is a common refrain from unsuccessful founders.

If you step up to the challenge, you’ll realize that the startup is nothing more than a teacher. It, in fact, is a great teacher for no other reason than it demands the accumulation of knowledge quickly for the startup to survive.

A technical founder, whose experience may relegate her or him to a specialist role in a large company, for example, has to adapt and take on more expertise in adjacent technical areas. There simply aren’t the human resources to delegate these tasks to another specialist.

This is true for taking on tasks in other domains, whether that be sales, finance, marketing, management or design. You have to take an interest in these domains because there is no one else to fill these roles in your early-stage company.

It’s in exploring these unknown territories and facing the headwind of startup challenges that it becomes clear that the startup is merely a force of catalytic professional and character growth. With actual success of any given venture subject to the whim of outside forces, this growth is the non-monetary dividend that makes the experience priceless.

That is why the passive, 4-Hour Mindset is so self-defeating. To lounge on a beach or travel the world and not actively engage in building your arsenal of expertise is professional malpractice.

It’s also not practical. No serious company has been created passively — the passive mindset that leads people to say “I’ve got a great idea, I’ll hire a team to build it out” or “I have this great connection who will drive sales” while I play armchair visionary simply doesn’t work. Startup graveyards are full of visionaries without expertise or the proper skills to execute, for no other reason than ideas are not self-executing, but are rather made into being by intense engagement by skilled operators.

Most importantly, to think of a business as a series of hacks and transactional relationships, you’ll never amass the expertise that your future self and future businesses need to succeed. Startups fail withstanding founder expertise, of course. It is certainly not sufficient to be an expert. However, expertise does make it possible to traverse the struggles of creating businesses over the course of a career. You’re not simply working on the idea in front of you, you’re building the knowledge to succeed at your next projects, as well.

It is the expertise and the mindset of craftsmanship that allows someone like Elon Musk to jump from project to project and sector to sector with the knowledge of how to execute on the highest-level problems. It’s not simply his ability to find interesting ideas — it’s his command of the domains of the business that allow him to execute the way he does. He is the epitome of an interdisciplinary student of his businesses.

If you are to optimize for anything, optimize for the long-term. Use the challenges of your business today to build mastery in your craft. There is no guarantee that any one venture will succeed, but that mastery will bend luck in your favor over the long course of your career.



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DeepCode cleans your code with the power of AI

Zurich-based DeepCode claims that their system – essentially a tool for analyzing and improving code – is like Grammarly for programmers. The system, which uses a corpus of 250,000 rules, reads your public and private Github repositories and tells you how to fix problems, remain compatible, and generally improve your programs.

Founded by Veselin Raychev, advisor Martin Vechev, and Boris Paskalev, the team has extensive experience in machine learning and AI research. This project is a spinoff from ETH in Switzerland and is a standalone research project turned programming utility.

How does it work? Pretty well. I ran one of my public repositories through the system and received 49 suggestions in 449 files. The fixes range from literal code changes – changing name: String, to name: {type: String}, – to suggestions for code that might be actually missing in function calls. It’s an interesting tool, especially if you need help finding hidden bugs in your code. The advice this tool gives is also surprisingly precise. Because it can build its own recommendations based on large amounts of code it finds things humans might miss.

“We built a platform that understands the intent of the code,” said Paskalev. “We autonomously understand millions of repositories and note the changes developers are making. Then we train our AI engine with those changes and can provide unique suggestions to every single line of code analyzed by our platform.”

“Today we have more than 250K rules and growing daily,” said Paskalev. “Our competition has to manually create rules and the biggest competitor has 3-4,000 rules and they’ve been working for years.

The company is self-funded and recently raised $1.1 million from btov. The founders are serial entrepreneurs. Paskalev worked at Vistaprint and PPAG and Raychev worked for Google and is a researcher in the field of machine learning in programming language semantics.

More than a simple debugger, DeepCode “reads” and tries to compare code to other implementations, giving you best-of-class performance from every line. Now the team just has to get programmers to use it.

“We have a unique platform that understands software code the same way Grammarly understands written language,” Paskalev said. “This unique proposition is positioned us save billions of dollars within the software development community with our first service and then to be on the front end of transforming the industry towards fully autonomous code synthesis.”



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What we learned from Facebook’s latest data misuse grilling

Facebook’s CTO Mike Schroepfer has just undergone almost five hours of often forensic and frequently awkward questions from members of a UK parliament committee that’s investigating online disinformation, and whose members have been further fired up by misinformation they claim Facebook gave it.

The veteran senior exec, who’s clocked up a decade at the company, also as its VP of engineering, is the latest stand-in for CEO Mark Zuckerberg who keeps eschewing repeat requests to appear.

The DCMS committee’s enquiry began last year as a probe into ‘fake news’ but has snowballed in scope as the scale of concern around political disinformation has also mounted — including, most recently, fresh information being exposed by journalists about the scale of the misuse of Facebook data for political targeting purposes.

During today’s session committee chair Damian Collins again made a direct appeal for Zuckerberg to testify, pausing the flow of questions momentarily to cite news reports suggesting the Facebook founder has agreed to fly to Brussels to testify before European Union lawmakers in relation to the Cambridge Analytica Facebook data misuse scandal.

“We’ll certainly be renewing our request for him to give evidence,” said Collins. “We still do need the opportunity to put some of these questions to him.”

Committee members displayed visible outrage during the session, accusing Facebook of concealing the truth or at very least concealing evidence from it at a prior hearing that took place in Washington in February — when the company sent its UK head of policy, Simon Milner, and its head of global policy management, Monika Bickert, to field questions.

During questioning Milner and Bickert failed to inform the committee about a legal agreement Facebook had made with Cambridge Analytica in December 2015 — after the company had learned (via an earlier Guardian article) that Facebook user data had been passed to the company by the developer of an app running on its platform.

Milner also told the committee that Cambridge Analytica could not have any Facebook data — yet last month the company admitted data on up to 87 million of its users had indeed been passed to the firm.

Schroepfer said he wasn’t sure whether Milner had been “specifically informed” about the agreement Facebook already had with Cambridge Analytica — adding: “I’m guessing he didn’t know”. He also claimed he had only himself become aware of it “within the last month”.

Who knows? Who knows about what the position was with Cambridge Analytica in February of this year? Who was in charge of this?” pressed one committee member.

“I don’t know all of the names of the people who knew that specific information at the time,” responded Schroepfer.

“We are a parliamentary committee. We went to Washington for evidence and we raised the issue of Cambridge Analytica. And Facebook concealed evidence to us as an organization on that day. Isn’t that the truth?” rejoined the committee member, pushing past Schroepfer’s claim to be “doing my best” to provide it with information.

A pattern of evasive behavior

“You are doing your best but the buck doesn’t stop with you does it? Where does the buck stop?”

“It stops with Mark,” replied Schroepfer — leading to a quick fire exchange where he was pressed about (and avoided answering) what Zuckerberg knew and why the Facebook founder wouldn’t come and answer the committee’s questions himself.

“What we want is the truth. We didn’t get the truth in February… Mr Schroepfer I remain to be convinced that your company has integrity,” was the pointed conclusion after a lengthy exchange on this.

“What’s been frustrating for us in this enquiry is a pattern of behavior from the company — an unwillingness to engage, and a desire to hold onto information and not disclose it,” said Collins, returning to the theme at another stage of the hearing — and also accusing Facebook of not providing it with “straight answers” in Washington.

“We wouldn’t be having this discussion now if this information hadn’t been brought into the light by investigative journalists,” he continued. “And Facebook even tried to stop that happening as well [referring to a threat by the company to sue the Guardian ahead of publication of its Cambridge Analytica exposé]… It’s a pattern of behavior, of seeking to pretend this isn’t happening.”

The committee expressed further dissatisfaction with Facebook immediately following the session, emphasizing that Schroepfer had “failed to answer fully on nearly 40 separate points”.

“Mr Schroepfer, Mark Zuckerberg’s right hand man whom we were assured could represent his views, today failed to answer many specific and detailed questions about Facebook’s business practices,” said Collins in a statement after the hearing.

“We will be asking him to respond in writing to the committee on these points; however, we are mindful that it took a global reputational crisis and three months for the company to follow up on questions we put to them in Washington D.C. on February 8

“We believe that, given the large number of outstanding questions for Facebook to answer, Mark Zuckerberg should still appear in front of the Committee… and will request that he appears in front of the DCMS Committee before the May 24.”

We reached out to Facebook for comment — but at the time of writing the company had not responded.

Palantir’s data use under review

Schroepfer was questioned on a wide range of topics during today’s session. And while he was fuzzy on many details, giving lots of partial answers and promises to “follow up”, one thing he did confirm was that Facebook board member Peter Thiel’s secretive big data analytics firm, Palantir, is one of the companies Facebook is investigating as part of a historical audit of app developers’ use of its platform.

Have there ever been concerns raised about Palantir’s activity, and about whether it has gained improper access to Facebook user data, asked Collins.

“I think we are looking at lots of different things now. Many people have raised that concern — and since it’s in the public discourse it’s obviously something we’re looking into,” said Schroepfer.

“But it’s part of the review work that Facebook’s doing?” pressed Collins.

“Correct,” he responded.

The historical app audit was announced in the wake of last month’s revelations about how much Facebook data Cambridge Analytica was given by app developer (and Cambridge University academic), Dr Aleksandr Kogan — in what the company couched as a “breach of trust”.

However Kogan, who testified to the committee earlier this week, argues he was just using Facebook’s platform as it was architected and intended to be used — going so far as to claim its developer terms are “not legally valid”. (“For you to break a policy it has to exist. And really be their policy, The reality is Facebook’s policy is unlikely to be their policy,” was Kogan’s construction, earning him a quip from a committee member that he “should be a professor of semantics”.)

Schroepfer said he disagreed with Kogan’s assessment that Facebook didn’t have a policy, saying the goal of the platform has been to foster social experiences — and that “those same tools, because they’re easy and great for the consumer, can go wrong”. So he did at least indirectly confirm Kogan’s general point that Facebook’s developer and user terms are at loggerheads.

“This is why we have gone through several iterations of the platform — where we have effectively locked down parts of the platform,” continued Schroepfer. “Which increases friction and makes it less easy for the consumer to use these things but does safeguard that data more. And been a lot more proactive in the review and enforcement of these things. So this wasn’t a lack of care… but I’ll tell you that our primary product is designed to help people share safety with a limited audience.

“If you want to say it to the world you can publish it on a blog or on Twitter. If you want to share it with your friends only, that’s the primary thing Facebook does. We violate that trust — and that data goes somewhere else — we’re sort of violating the core principles of our product. And that’s a big problem. And this is why I wanted to come to you personally today to talk about this because this is a serious issue.”

“You’re not just a neutral platform — you are players”

The same committee member, Paul Farrelly, who earlier pressed Kogan about why he hadn’t bothered to find out which political candidates stood to be the beneficiary of his data harvesting and processing activities for Cambridge Analytica, put it to Schroepfer that Facebook’s own actions in how it manages its business activities — and specifically because it embeds its own staff with political campaigns to help them use its tools — amounts to the company being “Dr Kogan writ large”.

“You’re not just a neutral platform — you are players,” said Farrelly.

“The clear thing is we don’t have an opinion on the outcome of these elections. That is not what we are trying to do. We are trying to offer services to any customer of ours who would like to know how to use our products better,” Schroepfer responded. “We have never turned away a political party because we didn’t want to help them win an election.

“We believe in strong open political discourse and what we’re trying to do is make sure that people can get their messages across.”

However in another exchange the Facebook exec appeared not to be aware of a basic tenet of UK election law — which prohibits campaign spending by foreign entities.

“How many UK Facebook users and Instagram users were contacted in the UK referendum by foreign, non-UK entities?” asked committee member Julie Elliott.

“We would have to understand and do the analysis of who — of all the ads run in that campaign — where is the location, the source of all of the different advertisers,” said Schroepfer, tailing off with a “so…” and without providing a figure. 

“But do you have that information?” pressed Elliott.

“I don’t have it on the top of my head. I can see if we can get you some more of it,” he responded.

“Our elections are very heavily regulated, and income or monies from other countries can’t be spent in our elections in any way shape or form,” she continued. “So I would have thought that you would have that information. Because your company will be aware of what our electoral law is.”

“Again I don’t have that information on me,” Schroepfer said — repeating the line that Facebook would “follow up with the relevant information”.

The Facebook CTO was also asked if the company could provide it with an archive of adverts that were run on its platform around the time of the Brexit referendum by Aggregate IQ — a Canadian data company that’s been linked to Cambridge Analytica/SCL, and which received £3.5M from leave campaign groups in the run up to the 2016 referendum (and has also been described by leave campaigners as instrumental to securing their win). It’s also under joint investigation by Canadian data watchdogs, along with Facebook.

In written evidence provided to the committee today Facebook says it has been helping ongoing investigations into “the Cambridge Analytica issue” that are being undertaken by the UK’s Electoral Commission and its data protection watchdog, the ICO. Here it writes that its records show AIQ spent “approximately $2M USD on ads from pages that appear to be associated with the 2016 Referendum”.

Schroepfer’s responses on several requests by the committee for historical samples of the referendum ads AIQ had run amounted to ‘we’ll see what we can do’ — with the exec cautioning that he wasn’t entirely sure how much data might have been retained.

“I think specifically in Aggregate IQ and Cambridge Analytica related to the UK referendum I believe we are producing more extensive information for both the Electoral Commission and the Information Commissioner,” he said at one point, adding it would also provide the committee with the same information if it’s legally able to. “I think we are trying to do — give them all the data we have on the ads and what they spent and what they’re like.”

Collins asked what would happen if an organization or an individual had used a Facebook ad account to target dark ads during the referendum and then taken down the page as soon as the campaign was over. “How would you be able to identify that activity had ever taken place?” he asked.

“I do believe, uh, we have — I would have to confirm, but there is a possibility that we have a separate system — a log of the ads that were run,” said Schroepfer, displaying some of the fuzziness that irritated the committee. “I know we would have the page itself if the page was still active. If they’d run prior campaigns and deleted the page we may retain some information about those ads — I don’t know the specifics, for example how detailed that information is, and how long retention is for that particular set of data.”

Dark ads a “major threat to democracy”

Collins pointed out that a big part of UK (and indeed US) election law relates to “declaration of spent”, before making the conjoined point that if someone is “hiding that spend” — i.e. by placing dark ads that only the recipient sees, and which can be taken offline immediately after the campaign — it smells like a major risk to the democratic process.

“If no one’s got the ability to audit that, that is a major threat to democracy,” warned Collins. “And would be a license for a major breach of election law.”

“Okay,” responded Schroepfer as if the risk had never crossed his mind before. “We can come back on the details on that.”

On the wider app audit that Facebook has committed to carrying out in the wake of the scandal, Schroepfer was also asked how it can audit apps or entities that are no longer on the platform — and he admitted this is “a challenge” and said Facebook won’t have “perfect information or detail”.

“This is going to be a challenge again because we’re dealing with historic events so we’re not going to have perfect information or detail on any of these things,” he said. “I think where we start is — it very well may be that this company is defunct but we can look at how they used the platform. Maybe there’s two people who used the app and they asked for relatively innocuous data — so the chance that that is a big issue is a lot lower than an app that was widely in circulation. So I think we can at least look at that sort of information. And try to chase down the trail.

“If we have concerns about it even if the company is defunct it’s possible we can find former employees of the company who might have more information about it. This starts with trying to identify where the issues might be and then run the trail down as much as we can. As you highlight, though, there are going to be limits to what we can find. But our goal is to understand this as best as we can.”

The committee also wanted to know if Facebook had set a deadline for completing the audit — but Schroepfer would only say it’s going “as fast as we can”.

He claimed Facebook is sharing “a tremendous amount of information” with the UK’s data protection watchdog — as it continues its (now) year-long investigation into the use of digital data for political purposes.

“I would guess we’re sharing information on this too,” he said in reference to app audit data. “I know that I personally shared a bunch of details on a variety of things we’re doing. And same with the Electoral Commission [which is investigating whether use of digital data and social media platforms broke campaign spending rules].”

In Schroepfer’s written evidence to the committee Facebook says it has unearthed some suggestive links between Cambridge Analytica/SCL and Aggegrate IQ: “In the course of our ongoing review, we also found certain billing and administration connections between SCL/Cambridge Analytica and AIQ”, it notes.

Both entities continue to deny any link exists between them, claiming they are entirely separate entities — though the former Cambridge Analytica employee turned whistleblower, Chris Wylie, has described AIQ as essentially the Canadian arm of SCL.

“The collaboration we saw was some billing and administrative contacts between the two of them, so you’d see similar people show up in each of the accounts,” said Schroepfer, when asked for more detail about what it had found, before declining to say anything else in a public setting on account of ongoing investigations — despite the committee pointing out other witnesses it has heard from have not held back on that front.

Another piece of information Facebook has included in the written evidence is the claim that it does not believe AIQ used Facebook data obtained via Kogan’s apps for targeting referendum ads — saying it used email address uploads for “many” of its ad campaigns during the referendum.

The data gathered through the TIYDL [Kogan’s thisisyourdigitallife] app did not include the email addresses of app installers or their friends. This means that AIQ could not have obtained these email addresses from the data TIYDL gathered from Facebook,” Facebook asserts. 

Schroepfer was questioned on this during the session and said that while there was some overlap in terms of individuals who had downloaded Kogan’s app and who had been in the audiences targeted by AIQ this was only 3-4% — which he claimed was statistically insignificant, based on comparing with other Facebook apps of similar popularity to Kogan’s.

“AIQ must have obtained these email addresses for British voters targeted in these campaigns from a different source,” is the company’s conclusion.

“We are investigating Mr Chancellor’s role right now”

The committee also asked several questions about Joseph Chancellor, the co-director of Kogan’s app company, GSR, who became an employee of Facebook in 2015 after he had left GSR. Its questions included what Chancellor’s exact role at Facebook is and why Kogan has been heavily criticized by the company yet his GSR co-director apparently remains gainfully employed by it.

Schroepfer initially claimed Facebook hadn’t known Chancellor was a director of GSR prior to employing him, in November 2015 — saying it had only become aware of that specific piece of his employment history in 2017.

But after a break in the hearing he ‘clarified’ this answer — adding: “In the recruiting process, people hiring him probably saw a CV and may have known he was part of GSR. Had someone known that — had we connected all the dots to when this thing happened with Mr Kogan, later on had he been mentioned in the documents that we signed with the Kogan party — no. Is it possible that someone knew about this and the right other people in the organization didn’t know about it, that is possible.”

A committee member then pressed him further. “We have evidence that shows that Facebook knew in November 2016 that Joseph Chancellor had formed the company, GSR, with Aleksandr Kogan which obviously then went on to provide the information to Cambridge Analytica. I’m very unclear as to why Facebook have taken such a very direct and critical line… with Kogan but have completely ignored Joseph Chancellor.”

At that point Schroepfer revealed Facebook is currently investigating Chancellor as a result of the data scandal.

“I understand your concern. We are investigating Mr Chancellor’s role right now,” he said. “There’s an employment investigation going on right now.

In terms of the work Chancellor is doing for Facebook, Schroepfer said he thought he had worked on VR for the company — but emphasized he has not been involved with “the platform”.

The issue of the NDA Kogan claimed Facebook had made him sign also came up. But Schroepfer counter claimed that this was not an NDA but just a “standard confidentiality clause” in the agreement to certify Kogan had deleted the Facebook data and its derivatives.

“We want him to be able to be open. We’re waiving any confidentiality there if that’s not clear from a legal standpoint,” he said later, clarifying it does not consider Kogan legally gagged.

Schroepfer also confirmed this agreement was signed with Kogan in June 2016, and said the “core commitments” were to confirm the deletion of data from himself and three others Kogan had passed it to: Former Cambridge Analytica CEO Alexander Nix; Wylie, for a company he had set up after leaving Cambridge Analytica; and Dr Michael Inzlicht from the Toronto Laboratory for Social Neuroscience (Kogan mentioned to the committee earlier this week he had also passed some of the Facebook data to a fellow academic in Canada).

Asked whether any payments had been made between Facebook and Kogan as part of the contract, Schroepfer said: “I believe there was no payment involved in this at all.”

‘Radical’ transparency, not regulation

Other issues raised by the committee included why Facebook does not provide an overall control or opt-out for political advertising; why it does not offer a separate feed for ads but chooses to embed them into the Newsfeed; how and why it gathers data on non-users; the addictiveness engineered into its product; what it does about fake accounts; why it hasn’t recruited more humans to help with the “challenges” of managing content on a platform that’s scaled so large; and aspects of its approach to GDPR compliance.

On the latter, Schroepfer was queried specifically on why Facebook had decided to shift the data controller of ~1.5BN non-EU international users from Ireland to the US. On this he claimed the GDPR’s stipulation that there be a “lead regulator” conflicts with Facebook’s desire to be more responsive to local concerns in its non-EU international markets.

“US law does not have a notion of a lead regulator so the US does not become the lead regulator — it opens up the opportunity for us to have local markets have them, regions, be the lead and final regulator for the users in that area,” he claimed.

Asked whether he thinks the time has come for “robust regulation and empowerment of consumers over their information”, Schroepfer demurred that new regulation is needed to control data flowing over consumer platforms. “Whether, through regulation or not, making sure consumers have visibility, control and can access and take their information with you, I agree 100%,” he said, agreeing only to further self-regulation not to the need for new laws.

“In terms of regulation there are multiple laws and regulatory bodies that we are under the guise of right now. Obviously the GDPR is coming into effect just next month. We have been regulated in Europe by the Irish DPC whose done extensive audits of our systems over multiple years. In the US we’re regulated by the FTC, Privacy Commissioner in Canada and others. So I think the question isn’t ‘if’, the question is honestly how do we ensure the regulations and the practices achieve the goals you want. Which is consumers have safety, they have transparency, they understand how this stuff works, and they have control.

“And the details of implementing that is where all the really hard work is.”

His stock response to the committee’s concerns about divisive political ads was that Facebook believes “radical transparency” is the fix — also dropping one tidbit of extra news on that front in his written testimony by saying Facebook will roll out an authentication process for political advertisers in the UK in time for the local elections in May 2019.

Ads will also be required to be labeled as “political” and disclose who paid for the ad. And there will be a searchable archive — available for seven years — which will include the ads themselves plus some associated data (such as how many times an ad may have been seen, how much money was spent, and the kinds of people who saw it).

Collins asked Schroepfer whether Facebook’s ad transparency measures will also include “targeting data” — i.e. “will I understand not just who the advertiser was and what other adverts they’d run but why they’d chose to advertise to me”?

“I believe among the things you’ll see is spend (how much was spent on this ad); you will see who they were trying to advertise to (what is the audience they were trying to reach); and I believe you will also be able to see some basic information on how much it was viewed,” Schroepfer replied — avoiding yet another straight answer.



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