When your website crashes on launch day it really sucks. It’s ridiculous to me that that still happens today as a regular course of business.
Every time a marketing team works with a web design firm, there is the usual painful and broken handoff between the outside agency and the technical operations of the client which culminate on launch day. So many things have to go right for your launch to be flawless: server configuration, load testing, and deployment. For our portfolio companies, this requires diverting senior DevOps engineers to ensure things go right, which of course comes at the expense of delivering and operating their product and even then there are no guarantees.
Our portfolio company Pantheon is fixing this. Today they are launching Pantheon for Agencies, which enables professional web designers and developers to standardize all DevOps for all of their clients and nail every launch every time. If you know anyone who designs or builds websites for a living they should know about it.
It includes Pantheon’s most developer loved features, their enterprise tools for managing teams and websites en masse, and lessons learned powering 85,000 Drupal and WordPress websites. It is available instantly to digital agencies and for free. Agencies that standardize their work on Pantheon are generating hundreds of thousands of dollars a year in additional profit by efficiency gains due to time saved by the Pantheon development and deployment tools.
Pantheon for Agencies gets everyone on the same page with a common set of management and testing tools for clients and their agencies. It makes handoffs seamless and it ensures everything just works the way you expect it to on launch day.
If I take a step back, it’s so clear to me how much the website market needs to change. Websites are a huge industry that is now bigger than digital advertising business, much of which is serviced by digital agencies (e.g. every web design, development, and digital marketing company on the planet.) Until now agencies have had to bear the responsibility of website DevOps for their customers by necessity. At the end of the day agency clients expect their website to work, even if it’s a server problem at 3AM on a client site that the agency last worked on six months ago.
Pantheon fixes this broken and frustrating dynamic. They enable digital agencies to walk into any customer at any scale and know they can nail the launch no matter how demanding the requirements.
Every digital agency should try Pantheon out – it’s free!
And yes – this site is on Pantheon and my friends at Young & Hungry who did the design and migration from my previous hosting hell are now experts at this.
I am on the board of Sitrion, who just released their latest version of Sitrion ONE, which allows enterprises to deliver mobile solutions in one single day.
Many companies travel a long and interesting journey. When we invested in NewsGator in 2004, RSS was just starting to emerge as a protocol and wire up much of the content on the web. At the time, it was impossible to anticipate how the web would evolve, as 2004 was a particularly low point in the evolution of venture capital and tech companies. Of course, it was also the year that Facebook was founded, which is an important thing to remember about the relationship between perception in the moment and long term reality.
A little over a decade later, mobile is dominating much of the growth of the web. Every company we are involved in is working on a mobile app. Every Fortune 1000 company I’m in touch with is focused on its mobile strategy and figuring out how to build and deploy mobile applications to its employees, many of them who are now engaging in BYOD where their personal mobile device and work mobile device is the same iPhone or Android phone.
A year and a half ago NewsGator acquired Sitrion to expand from their historical Microsoft SharePoint ecosystem product footprint to include SAP via Sitrion’s products. We decided to rebrand the company Sitrion as we liked the name better. As a hidden gem, we got the beginnings of an amazing mobile product that Sitrion had started working on.
NewsGator also had developed key mobile technology, especially for the enterprise, but with a tight dependency on SharePoint. Last year the combined product team stepped back, thought about what it had, and redefined the vision of the company around the notion of “the industrialization of mobile.”
Daniel Kraft, the CEO of Sitrion, has a very simple explanation of what the product and team addresses. Today, mobile apps are hand-crafted solutions for a specific use case. Accordingly enterprises make investments in very specific projects and just start to look for ways to mobilize their entire workforce.
Instead of building a new app for each use case, Sitrion provides the customer with one app for each platform (iOS, Android, Windows Phone) and pushes all the required services (micro-apps) to this app based on people’s roles, context or even behavior. As a result, you can create many custom apps, for specific use cases, without having to have a developer create multiple apps.
We think this will result in up to 90% reduction in development costs as you actually don’t need any OS developers. Time to market is correspondingly faster and TCO drops dramatically. Instead of an employee having 25 different company apps on their BYOD phone, they have one “container” app with 25 micro-apps.
What do you think? Are we in front of an industrialization of mobile, or are enterprises just slow and need to wait many more years for mobile being the main way things get done in large companies, just like how it’s playing out with consumer behavior?
Raj Bhargava (CEO of JumpCloud) and I got into a discussion at dinner the other night about the major security hacks this past year including Sony, eBay, Target, and The Home Depot. Raj spend over a decade in the security software business and it was fascinating to realize that a common thread on virtually all of these major compromises was hacked credentials.
I felt this pain personally yesterday. A bunch of random charges to Match.com, FTD.com, and a few other sites showed up on Amy’s Amex card. We couldn’t figure out where it got stolen from, but clearly it was from another online site somewhere since it’s a card she uses for a lot of online purchases, so I cancelled it. Due to Amex’s endless security process, it took almost 30 minutes to cancel the card, get a new one, and add someone else to the account so I wouldn’t have to go through the nonsense the next time.
In my conversation with Raj, we moved from basic credential security to the notion that the number of sites we access is exploding. Think about how many different logins you have to deal with each day. I’m pretty organized about how I do it and it’s still totally fucked.
Every major new service is managed separately. Accounts to AWS or Google Compute Engine or Office 365 are managed separately. Github is managed separately. Google Apps are managed separately. Every SaaS app is managed separately. All your iOS logins are yet another thing to deal with. The only thing that isn’t managed separately are individual devices – as long as you have an IT department to manage them. Oh wait, are they managing your Mac? How about your iPhone and other BYOD devices? Logins and passwords everywhere.
Raj’s assertion to me at our dinner was that there are too many different places, and too many scenarios, where something can be compromised. For instance, some companies use password managers and some don’t. Some companies that take password management to an individual level – where a single employee manages her own passwords – end up with many login / password combinations which are used over and over again. Or worse, the login / password list ends up in an unencrypted file on someone’s device (ahem Sony.)
If you are nodding, you are being realistic. If you aren’t nodding, do a reality check to see if you are in denial about your own behavior or your organization’s behavior. Think about how new services enter your organization. A developer, IT admin, marketing person, executive, or salesperson just signs up for a new online service to try. When doing so, which credentials do they use? If it is connecting to your company’s environment, it’s likely they are using your organization’s email address and a verbatim password they use internally as well. That’s a recipe for getting hacked.
So, Raj and I started discussing solutions. Some of it may just be unsolvable as human nature may not let us completely protect users online. But it seems like there are areas where we can make some immediate headway.
What other approaches exist that would scale up from small (10 person orgs) to large (100,000 person orgs) and provide the same level of identity and credential security?
There is a moment during the exploration of a new relationship where a switch flips and the answer is “I want to do this.”
With Mattermark, I remember the moment clearly – I was at The Kitchen in Boulder with the founders (Danielle Morrill, Kevin Morrill, and Andy Sparks) and my partner Seth. I had just put a garlic french fry in my mouth (if you’ve never had them at The Kitchen, they are epic) and looked over at Seth. He looked at me and gave me that “yeah – we should do this” look. And that was it.
As an investor for the past 20 years, I’ve had this happen many times. When I first started investing as an angel investor in 1994, I was focused on a very simple set of criteria. First, did I care about / have affinity for the product? Next, were the entrepreneurs obsessed about their product? Last, did I want to be a long term partner with the entrepreneurs?
With a slight diversion in the late 1990’s when everyone (including me) lost their mind for a few years, I’ve held to this algorithm for all my investing. If you look at the boards I’m on, including companies like Fitbit, FullContact, Oblong, Orbotix, littleBits, Yesware, and Return Path, this pattern should be pretty clear. And if you ponder how I originally got involved in Techstars, and how my role has evolved, those three criteria loom large.
I’ve been interested in private company data since I started Feld Technologies in 1987. Well before the web existed, I was physically tearing articles out of industry magazines and sending them to customers, prospects, other entrepreneurs, and my partner Dave, who probably got tired of the stack of paper with notes scribbled on them that landed on his desk each day. I’ve been through multiple iterations of competitive databases, endless applications for trying to keep track of companies I’m either an investor in or compete with, and every different type of alerting system you could imagine.
During the first decade of my experience with this, I couldn’t afford to subscribe to anything. Every now and then I’d get a free trial and realize how shitty the underlying data was. For the past almost 20 years, I’ve been able to afford the subscriptions, but the data is still shitty. There have been several efforts to crowdsource this kind of data, or make it publicly available, but none have resulted in anything magnificent.
So, regarding the question of “do I care about / have affinity for the product of Mattermark”, the answer was a strong, unambiguous yes. I know how hard the problem is, how wide open the opportunity is, how far it will scale in multiple directions (not just the data set, but the use case, target market, and ultimate product family.) My affinity in this case borders on obsession, just like it does with the Contact Management problem.
Now, let’s shift to #2: “Are the entrepreneurs obsessed about their product?” If you know Danielle, Kevin, and Andy, you know the answer is yes. But there’s nothing quite like experiencing it. Over the past year, as I’ve gotten to know Danielle, I’ve seen her obsession and focus, not just on the short term Mattermark product, but on the long game she and the team is playing. During dinner at The Kitchen, which was the first time we were face to face since we’d met at the beginning of the year, and the first time I’d interacted with Kevin and Andy, all I had to do was sit there, prompt every now and then, and I got another layer of product vision. Obsession. Endless intellectual exploration of where this could go. When I challenged ideas, there was no defensiveness, just more exploration. When I suggested things, there wasn’t blanket approval or rejection, but rather a socratic inquiry as Danielle, Kevin, and Andy tried to understand what I was suggesting. I watched Seth do his thing and the gang continue to engage the same way. At some point, Seth and I had the look I referred to at the beginning of this post.
I’ve always been impulsive about #3: “Do I want to be long term partners with the entrepreneurs?” For the first decade of my investing experience, I made a lot of mistakes on this dimension. Howard Diamond, a close friend and entrepreneur I’ve worked with since 1996 (now the CEO of MobileDay), regularly criticized me as been too trusting, too willing to see the good in people, and too patient with people. This kicked me in the ass very, very hard between 2001 and 2004. While it didn’t make me cynical, I calibrated my filters as I slogged through three more very long years between 2004 and 2007. I like to believe that I brought a new frame of reference around this to Foundry Group, informed by Howard’s constructive criticism, feedback from lots of other friends, learning from my mistakes, and all the long-term positive relationships that I now had as a frame of reference.
I also have a lot of people in my world who know me well, know what I like, and know who I will work well with. This includes a small set of VCs, such as Jon Callaghan at True Ventures and Greg Gottesman at Madrona who know me so well that they only approach me with companies and founders they know I will love. But mostly I use the many CEOs and entrepreneurs I have developed a long-term relationship with to help me calibrate what Amy likes to refer to as my “poor impulse control”, sort of like Raven’s from Snow Crash.
The combination of my own experience and feedback from my universe – both good and bad – made it clear that I wanted to be long term partners with Danielle and team. Recognize that I’m not looking for unambiguously good feedback – we are all flawed in different ways, make mistakes, and have endless and enormous opportunities to learn. An understanding and appreciation of that by the entrepreneurs I work with is deeply important to me.
Back to dinner. Seth eventually had to leave and we kept at it for a while. Driving home, I rolled around what was left in my mind as questions and concerns I had about making an investment. When I got home 20 minutes later, I had none. When we got together the next morning for more discussion, it was easy to look forward and pretend I was already an investor, which felt good. At some point, we shifted to a mode where I asked Danielle, Kevin, and Andy what they wanted, expected, and demanded from an investor. I let them ask me whatever they wanted for a while. But by this point I was all in, as long as they wanted to work with me.
Sure, we did some more up front work and some formal legal diligence, but in that moment at The Kitchen, Seth and I knew that we wanted to be investors in Mattermark.
And that was that. Last week we led a $6.5 million round in Mattermark. I’m delighted to finally be an investor in a problem I’ve been obsessed about for 20 years. We are at the beginning of the journey – check back in a decade from now to see whether or not we are successful. But, regardless, this is a team I hope to work with for the rest of my investing career.
I live in Gmail. Gmail Contacts has been lame for a long time. Within an email, it’s even lamer on the right side bar, especially since it could be so amazingly useful.
FullContact has just released their FullContact for Gmail product. It’s a free download in the Chrome Store. I’ve been using it for about six months since and it’s just awesome.
I’ve been obsessed about the contact management problem for many years. In 2012 when we invested in FullContact, I wrote a post titled One Address Book To Rule Them All. FullContact has made great progress in the past two years on this problem while building a substantial enterprise API business. At the same time, we’ve been working extremely hard on a wide range of consumer products which are all just now rolling out into production (many have been in beta for the past year.)
I use all of them. FullContact for Gmail. FullContact for iOS. FullContact for MacOS. FullContact Web. All integrate with each Address Books on all my devices and computers. Everything syncs bidirectionally. Everything integrates with my contacts in Facebook, Twitter, LinkedIn, AngelList, and Foursquare. FullContact deduplicates everything so I only have one integrated contact record for each person. It enriches each contact record automatically with new public data that is finding on a continual basis.
This is a really hard problem. We invested in a company called Gist in 2009 – it was acquired early in its life by RIM in a deal that was financially successful for everyone involved, but before Gist rolled out in a big way. At the time, Gist was competing with several other companies, including Rapportive, all which were ultimately acquired and then more or less abandoned.
While we hoped to blanket the world with FullContact in 2014, we knew that waiting until we got the underlying massively large data infrastructure right, at scale, in a way that wouldn’t fuck up any contacts, was price of admission for going big on the consumer side. So we focused on building out our enterprise API business which started the year at a substantial level and tripled in 2014. At the same time, we acquired a company called CoBook and went extremely heads down on getting to a place where we thought we were ready to fix everyone’s address books on Planet Earth.
We are there. FullContact for Gmail is the first product to be released. If you are a Gmail user, quit fooling around, download it, and make your life a lot better right now. And get ready for several more releases in the next few months.
The FullContact team works as hard as any team I know. I’m proud of you guys and glad to be on this ride with you to finally solve a problem that has vexed me my entire adult life.
I have been talking, writing, and helping advocate for women in technology for a long time. While my most visible role is as chair of National Center for Women & Information Technology (NCWIT) since its inception in 2006, I’ve tried to be actively involved and supportive of as many initiatives as I can. My partners and I are focused on promoting diversity in our fund (here’s a run-down of our stats) and have recently back several female CEOs, with a few more about to happen. At Techstars, we’ve put a huge amount of energy into building a pipeline of female founders and getting women involved in Techstars in many roles, especially at the leadership level in companies and the program.
Six months ago, two Boulder entrepreneurs and angel investors approached me and my partners about investing in a new accelerator targeting women-led companies. We’ve known and worked with both Elizabeth Kraus and Sue Heilbronner and deeply believe that each are committed to the “give before you get” ethos of our startup community in Boulder.
Our respect for Elizabeth and Sue, combined with our passion for their objective, led us to invest personally in MergeLane, which has secured strong support from a tremendous group of mentors, investors, media, and the Boulder startup community.
In order to be considered for admission into the 12-week program, which begins on February 2nd, companies must have at least one female in a leadership role. The program is industry-agnostic, but startups need to have some level of traction. MergeLane requires only three weeks of residency in Boulder in hopes of accommodating founders that can’t relocate for a full three months.
The deadline to apply for MergeLane is December 15th. Take a look and apply at www.MergeLane.com.
Several years ago, I had to go through the process of disconnecting Active Directory and untangling it from a number of services that depended on it. One of these cases was a migration off of all Microsoft services. Another was a result of a company I was involved in acquiring another company that had Active Directory deeply integrated into its infrastructure.
I hadn’t paid much attention to Active Directory or LDAP since them, but I recently found myself in a conversation with Raj Bhargava, the CEO of JumpCloud, about why there was no “Directory as a Service” product. Raj and the team at JumpCloud had begun exploring the notion of a cloud-based directory, I was intrigued and remember the first conversation well. I was driving up to my place in Keystone and Raj was explaining some of the customer feedback they were receiving on their initial product. They were getting positive feedback on the user management capabilities and when they added the ability to execute tasks on servers, the feedback was just add desktop and laptop OSs and voila you have a replacement for Active Directory. Of course, it’s not that easy, but the feedback hit us all like a ton of bricks. Conceptually it was very interesting.
I worked closely with the team over the summer to dig in and really understand the feedback. Turns out, it was more than just moving Active Directory to the cloud. We regularly heard that it was time for a new directory approach as LDAP and Active Directory have been the two dominant directories for the last few decades and there has been very little innovation around them. While Google Apps is awesome for email and apps, it doesn’t really function as a directory, at least, not in the way that IT organizations have come to view them.
As we talked to more people, it was clear that they were looking for a directory that could handle cloud and on-prem systems, variety of operating systems / device types, and the move to cloud services.
So, the JumpCloud team went to work and started executing on that concept. Given the depth of their existing product, adding directory capabilities wasn’t too challenging. Two weeks ago, JumpCloud launched the first ever Directory-as-a-Service offering.
The initial reception has been fantastic. Clearly there are a lot of companies that don’t want to deal with Microsoft Active Directory or manage LDAP themselves. And this was exactly the thesis around the need for a new directory approach that Raj and team had developed from their customer conversations.
If you are interested is using the service, you can do so for free – 10 users are free forever, and then it’s a paid offering. Drop me a note and I’ll connect you to the JumpCloud team or just go on over to JumpCloud and sign-up!
I’d love to hear what you think of the concept and the product if you have a chance to use it.
If you’ve been following along at home, you know that we recently created an AngelList Syndicate called FG Angels. Our goal is to make 50 investments through AngelList before the end of 2014. We’ll contribute $50k to each investment; our FG Angels Syndicate will contribute up to $450k.
Shortly after doing our first few investments, I got a really nice email from a member of Impact Angel Group, a Colorado-based angel group that organized an investment in the FG Angels syndicate. It shows a second order effect of what we are trying to accomplish with FG Angels. I thought it was worth sharing.
I just wanted to say thank you for all of your work in breaking through the red tape to put together FG Angels. I believe all of our committed members have completed their investments as individuals and we have made our first investment through the LLC we put together.
We really appreciate the time you spent to answer our questions and work through the details. I thought it might be helpful for you to see the positive impact you are making for our small group, which I’m sure can be multiplied a hundred times over. As you all know, herding angels and getting new angels to actually pull the trigger is not an easy task. FG Angels has helped us address all of our major angel-herding challenges through the following:
If you are in NY on 7/24 and want to have your mind blown by one of my favorite companies ever, go to the Oblong NYC Open House to see their new demo center.
In addition to an amazing demo and good food, Christopher Walsh (Director of Product Effectiveness for McGraw Hill Financial S&P Capital IQ) is going to be talking about how his organization uses Oblong’s Mezzanine to change the way they work.
It’s Thursday, July 24th from 5:30-8:30pm EST. Register here.