A month ago, I posted an initial list of speakers for the 10th D: All Things Digital conference.

After a decade, the event — which is held in Rancho Palos Verdes, Calif., just south of Los Angeles, at the end of May — has attracted another amazing group of speakers, including: New York City Mayor Michael Bloomberg; serial entrepreneur Sean Parker, who will appear with Spotify co-founder and CEO Daniel Ek; Zynga founder and CEO Mark Pincus; Federal Trade Commission Chairman Jon Leibowitz; LinkedIn Chairman and VC Reid Hoffman, who will appear with the social business site’s CEO Jeff Weiner; and Skype CEO Tony Bates.

Now, here’s another group of stellar speakers we’ve added to the programming lineup (and there are still even more big names to come in the weeks ahead): Oracle CEO Larry Ellison; former tech analyst superstar and now VC Mary Meeker of Kleiner Perkins; Intellectual Ventures’ Nathan Myhrvold; Pixar co-founder and Disney animation head Dr. Ed Catmull; and Visa President John Partridge.

Larry Ellison, CEO and founder of the enterprise giant Oracle, needs little introduction, as one of tech’s highest profile figures and a true Silicon Valley icon. Frankly, I think the short bio that’s on Oracle’s Web site says it all: “Larry Ellison has been CEO of Oracle Corporation since he founded the company in 1977. He also races sailboats, flies planes, and plays tennis and guitar.” There will be a lot to talk about with the voluble and always entertaining exec — who appeared at the D conference once before many years ago — from the current state of the tech industry to insights to where it’s all going. (In addition, Ellison has agreed to appear on a panel we are doing as a tribute to his close friend, Apple’s former CEO Steve Jobs.)

Another well-known tech figure is Meeker, who is now a partner at Kleiner Perkins Caufield & Byers, having joined the storied venture capital firm in early 2011. She focuses there on investments in its digital practice and via KP’s Digital Growth Fund, working with companies such as Spotify, Jawbone and One King’s Lane. But Meeker is perhaps best known for her long stint — 1991 to 2010 — as a star Internet research analyst at Morgan Stanley, where she brought many of the Internet’s great companies to the attention of Wall Street and beyond. She also wrote a series of groundbreaking reports on the landscape. That includes her annual “State of the Internet,” which Meeker will debut this year at the conference in an extended demo of her always riveting Internet trends presentation.

Nathan Myhrvold is also a tech legend, having worked for 14 years as chief strategist and CTO of Microsoft. But, instead of retiring, the avid inventor decided to focus on patents, founding and leading a controversial company called Intellectual Ventures, which buys them up and licenses them out (or sues if it doesn’t sell). With all the mishegas around patents right now, it’s a good time to have Myhrvold back to explain it all and perhaps to take some of the blame for the explosion in intellectual property lawsuits. (Myhrvold also co-authored a cookbook, “Modernist Cuisine,” so we hope we will also get some sort of futuristic cooking demo. Perhaps, Patently Delicious Flan?)

Speaking of tasty, the animation from Pixar over the years has been just that and it’s been one of Disney’s greatest acquisitions. Given how much Pixar has contributed to animation technology, we are glad to finally get Dr. Ed Catmull onstage. As co-founder of Pixar Animation Studios and president of Walt Disney and Pixar Animation Studios, he will discuss where entertainment and technology are intersecting and where they are not. Catmull is a geek’s geek in the industry — having also founded the computer graphics laboratory at the New York Institute of Technology, the computer division of Lucasfilm, as well as Pixar, which he did with chief creative officer John Lasseter. Get ready to talk about image compositing, motion blur, subdivision surfaces, cloth simulation and rendering techniques, texture mapping and the z-buffer. Also, Catmull’s five Academy Awards.

Lastly, it is perfect timing for bringing on John Partridge, president of Visa. With swirling issues around online identity theft, digital privacy, the future of money and the rise of upstart competitors such as Square, Partridge has his hands full at the credit card giant. One of the most neglected arenas in tech, the way we manage payments is perhaps the biggest story of the next era, especially as it relates to mobile and the rise of smartphones as all-purpose devices.

It’s certainly not easy — the road to disruption can be paved with premature launches, faulty products, tepid or negative consumer reaction and lawsuits — and that’s usually after years of research and development and dollars spent.

The minds behind Jawbone, the Nest thermostat and the new Lytro camera came together on Monday to discuss this exact topic on a SXSW Interactive panel.

All agreed on two points: Good design is critical, and even if you’re a hardware company, you’re not just a hardware company anymore.

“The way we see it, it’s hardware and software services,” said Matt Rogers, co-founder of Nest, which late last year launched a new “smart” thermostat. “You have to think of how these pieces tie together: When you pair it with your iPhone, how’s it going to work? And that’s incredibly difficult, some of the most difficult engineering we’ve done.”

For Ren Ng, founder and chief executive of Lytro, introducing a new type of camera meant not only designing a new light-capturing sensor, but also creating an entirely new form factor. “You can’t just build software, because it’s connecting an entirely new kind of data inside. So, for us, it was clear that we had to build new hardware, too.”

Jawbone, which is known for products pairing audio technology with hardware devices, said technology companies have to deliver a complete experience that’s cohesive to consumers.

“The barrier to entry for hardware has come down, but the barrier to great hardware has not actually gone down, and I think that’s given a false sense of hope to some people,” said Travis Bogard, Jawbone’s vice president of product management.

Jawbone, which uses expensive medical-grade plastic in its best-selling Jambox speaker, recently faced its first major setback with hardware — and complementary software — when it was forced to pause production on its UP wristband and fix its companion iPhone app.

“It means putting cost and good design into products,” Bogard said. “These are not easy decisions to make.”

And while many tech entrepreneurs hold Apple products up as the pinnacle of design, these “disruptors” said that reaching almost-perfection means killing your design darlings — often many times over.

Bogard said that with the UP wristband, Jawbone was actually set to launch the product six months earlier than it did, but the company decided the band needed to be 30 percent smaller. Nest’s Rogers said the company threw away many designs before settling on “the one.”

“To take something you think is beautiful, and say it’s not good enough yet, and throw it away, it takes a lot of effort,” Rogers said. “It’s emotionally intensive, and it’s also cost-intensive. It’s impossible to get to perfection, but as entrepreneurs and designers, that’s what we strive for.”

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If the early buzz over a rubberized activity-tracking wristband that syncs with your smartphone gives you deja vu, it might be because you’ve seen this all before — with something called the Jawbone UP.

Oh, right. The UP! So, what’s going on with the Jawbone UP?

Unfortunately, what we don’t know is still more than what we do know. Jawbone, which is known for its slick audio products in addition to the UP, paused production and agreed to issue no-questions-asked refunds for faulty UP bands back on Dec. 9. The company has declined to say anything specific about when it might resume production of the device, or if consumers will see a hardware update.

A spokeswoman for Jawbone has said that refunds are still in progress, and reconfirmed that the company still doesn’t have anything to share in terms of timing.

Jawbone did recently update the UP iPhone app, as it said it would; based on the update description, which includes vague “bug fixes,” the app update seems incremental.

We also know that Jawbone’s UP testers program is ongoing.

As part of the program, volunteers are sent UP bands to test and offer feedback on. They’re also issued challenges, and asked to weigh the UP against competing devices. Participants are required to respond to regular surveys and had to sign a binding confidentiality agreement, meaning that, outside of designated UP tester channels, they’re not supposed to blog, tweet or talk to the media about the product.

The program kicked off in early January and was invite-only (it’s now closed to new participants).

Below, you can see some of the questions Jawbone is posing to UP testers:

Readers, are you still using your UP wristbands, or have you returned them for a refund? Feel free to leave your comments below.

(UP band photo courtesy of Flickr/m8roberto)

Andy Smith, CEO of IAC-owned DailyBurn, says that the benefit of fitness-tracking tools goes away after the first few weeks, and users ultimately fall into the same activity — or inactivity — patterns as before.

“They do help a small subset of people,” Smith said. “You find that there are type-A personalities that like to track everything, and that’s great. For others, it might give them a little jump start. But the value proposition of those devices after the first few weeks goes way down.”

DailyBurn is a fitness-data-tracking company that is now focusing on fitness content. The company pivoted partly because data-tracking wasn’t all that effective, Smith said.

Last week, Nike introduced a $150 lightweight wristband with a tri-axis accelerometer for gauging activity levels; earlier this week, Fitbit — maker of the popular Fitbit device — announced that it had raised $12 million in Series C funding to continue making fitness products.

Nike’s FuelBand just became available for preorder, so it’s too early to tell how enthusiastic consumers are about that particular device. And while it’s unclear how many Fitbit units have sold since it hit the market in 2009, the newer Fitbit Ultra is listed as one of the top 50 products in the health-and-fitness section on Amazon.com.

Another wearable fitness device, the Jawbone UP, is currently in production limbo as the company deals with technical and hardware issues, but the wristband was initially received with excitement from some consumers.

“I feel like these are not quite a gimmick, but are close to it,” Smith told AllThingsD. “You get people to spend $100 to $150 bucks on something that’s just a glorified accelerometer — which, by the way, you have in your phone, too.”

“I think people know when they’re not active,” Smith added. “They know if they didn’t move around enough today. I don’t buy it.”

Smith’s opinion is informed by the fact that DailyBurn used to be more data-oriented, but has since shifted its strategy become more content-focused, he said.

DailyBurn first launched in 2008 under the name Gyminee. Back then, the company was tailored more toward fitness data tracking and the sharing of data through social networks to help users meet their weight loss goals.

In May 2010, the company was acquired by IAC. At the time, the company claimed 500,000 members; Smith said it has around two million users now.

Following the acquisition, DailyBurn introduced the DailyBurn Tracker app, as well as food-tracking app Meal Snap, an attempt to spur weight loss motivation by giving caloric estimates based on photos of food.

Ultimately, Smith said, constant tracking isn’t necessarily the best way to facilitate that.

With DailyBurn’s newest fitness product — a personalized Web video program that streams over smartphones and the iPad to users’ TV sets — the company is focused on getting people to exercise four to six times a week, for 30 minutes a day, at a good level of intensity. It’s not something you buy that’s a quick fix, Smith said.

Readers, what are your thoughts? Are health-and-fitness tracking devices useful or useless?

The new round comes entirely from existing investors Foundry Group, True Ventures, SoftTech VC and Felicis Ventures.

The company said it plans to use the funding mainly for hiring and for aggressive product development. Fitbit declined to elaborate further on what type of new product or products it has up its sleeve, except to say that it is now looking ahead to other connected and affordable health-and-fitness devices for the year, and is hiring top engineers to get the company there.

But Fitbit’s next steps — no pun intended — probably need to be very strategic ones.

The funding round comes amid increasing competition from other makers of wear-’em-and-forget-’em data-tracking devices. While Fitbit has been a leader in this area of health-and-fitness tracking, Jawbone, a maker of audio products, launched the $99 UP wristband tracker late last year, which was initially received with enthusiasm. And Nike just introduced its version of a polymer-encased wristband, the FuelBand.

The Jawbone UP has since suffered technical difficulties, forcing the company to refund unhappy customers and temporarily pause production.

But with the $149 FuelBand, Nike has brought big-brand cachet to activity tracking. And Nike isn’t just targeting the serious athlete or runner anymore — it’s going after the casual athlete and the desk jockey, too.

While some fitness devices involve the use of pedometers, accelerometers or galvanic skin-response sensors, Nike’s band promises to combine oxygen uptake with the activity tracked through the device’s tri-axis accelerometer for a high-tech reading. To be fair, it’s not entirely clear yet how that differentiates the FuelBand, and we won’t be able to gauge how well it works until we can get our hands on one and test it.

The Fitbit also uses a three-dimensional accelerometer to measure users’ steps and activity levels. When the $100 Fitbit device launched in 2008, it punched up the idea of the average pedometer, and offered hassle-free, wireless uploading of 24-7 personal analytics and activity data. Fitbit also created a Web dashboard through which users can monitor their activity levels; for $50 a year, Fitbit users can view even more detailed analytics.

In October 2011, the company introduced the Fitbit Ultra, which added a digital clock, a stopwatch and an altimeter that measures elevation gain; a Fitbit iPhone app was launched, too.

San Francisco-based Fitbit, which recently started selling Fitbits in Canada and the U.K., declined to say how many units have been sold to date. In the U.S., the Fitbit recently became available in Target stores through a retail partnership.

At the Consumer Electronics Show in Las Vegas earlier this month, Fitbit also unveiled the Fitbit Aria, a Wi-Fi-enabled “smart” scale, as Forbes reported here. The company plans to ship the scale starting in April.

(Fitbit photo courtesy of Redefinery/Flickr)

The Nike+ FuelBand measures time, calories, steps and “NikeFuel.” It uses an accelerometer to measure movement, has built-in USB and 20 LED flights that flash red or green to show your progress, and can connect wirelessly to the iPhone via Bluetooth.

The FuelBand comes with a free iPhone app, and is social network friendly, for those users who want to share their activity updates with Facebook, Foursquare and even Path. For now, the FuelBand app is iOS-only. Stefan Olander, Nike’s vice president of digital sport, says that the company will eventually explore other mobile operating systems for the app.

Nike, for competitive reasons, currently isn’t sharing details on how the band calculates users’ NikeFuel levels, whether they’re running, skateboarding, or doing any other kind of physical activity. The idea of NikeFuel — a measurement or score of a user’s activity — sounds a little bit like the Fitbit’s “flower power” currency. It’s a way for users to compare workouts without necessarily referring to data like calories burned, which may differ from user to user.

With FuelBand, Nike seems to be taking a slightly different measurement approach from those of other makers of health-and-fitness bands. The company says it maps oxygen uptake against a three-axis accelerometer during both activity and downtime to measure the metabolic equivalent of a task (a.k.a. M.E.T).

The Jawbone UP, for example, measures steps, heart rate, calories burned and sleep patterns. Basis is also focused on measuring heart rate and other metrics with its Basis B1 Band (no chest strap needed). And BodyMedia’s Fit armband uses galvanic skin response (GSR) sensors to measure body temperature and how much heat has dissipated from the body to determine the amount of energy that’s being used.

The Nike+ FuelBand will be available for preorder in the U.S. on Jan. 19, and will cost $149 — more than the UP, less than the B1 Band, and in the same range as BodyMedia’s bands.

Nike has a few other wearable workout tools already on the market, but its FuelBand is really meant to be worn all day, so Nike device users don’t have to switch from day wear to workout wear. With the FuelBand, Olander says, Nike is aiming to hit all areas and levels of the fitness market, not just serious athletes and runners.

Here’s a quick rundown of how the FuelBand compares to Nike’s other fitness-monitoring devices:

There’s the Nike+ SportBand, which currently retails for $59, has a slightly bulkier form factor, and works in conjunction with a sensor that goes under the sock liner of your left-foot Nike+ compatible shoe. This one is water-resistant, tracks distance, pace, time elapsed and calories burned, and stores 30 hours of running data. (It’s also available as a “Livestrong” SportBand.)

There’s also the $199 Nike+ GPS Sportwatch powered by TomTom, which works with or without a Nike+ sensor as well as a Polar WearLink Transmitter for measuring heart rate. Compared to a single rubbery wristband, that’s a lot of stuff to carry around; without those devices, the watch alone shows a mapped route and tracks time, distance, pace, heart rate and calories burned. It plugs directly into a USB port on your computer to upload run data and recharge the battery.

And the Nike Amp+ iPod Remote is no longer available through Nike’s store, but way back in the day — four years ago — it was a nifty device that synced the Nike watch to users’ iPods and provided voice updates on time, distance, calories and pace during workouts.

Popular right now are monthly shoe clubs that send you a new pair every 30 days. But here’s a twist: A site that lets you try out consumer electronics and home and kitchen gadgets before buying them.

YBuy.com, which launched today, allows members to try out a product, such as an iPad, a Jawbone headset, a Keurig coffee maker or an iRobot Roomba vacuum, for 30 days before deciding whether they want to keep it.

Members must pay $25 for the service. If they decide to keep the product, the fee applies toward the item’s purchase price. YBuy says shipping is free both ways.

The Manhattan Beach, Calif.-based company was started by Stephen Svajian and Kevin and Tim Wall, and has raised $750,000 in funding from angel investors.

The concept is based on the theory that product returns are already costing the consumer electronics industry a lot of money. In 2011, YBuy estimates that 68 percent of products were returned because they did not meet customer’s expectations, costing the industry $16.7 billion.

Thus, if users get the chance to use the product before they buy it, the number of returns will drop. YBuy says it offers new products, but will also refurbish unwanted products before sending them to another customer.

Other subscription services have received large investments recently with a new twist on the business model introduced in the 80s with the CD club.

For example, ShoeDazzle, which was co-founded by celebrity Kim Kardashian, raised $40 million in capital last year, and JustFabulous raised $33 million with the help of former model Kimora Lee Simmons, who was previously married to Russell Simmons.

Unlike the onerous subscription services of the past, YBuy says subscribers can cancel anytime or choose to skip a month and have that month’s fee applied toward the purchase of a future product.

Right now, YBuy is invitation-only as it ramps up.

The e-commerce giant (a term typically reserved for Amazon in these woods) is one of the larger examples companies from the Bay Area that are setting up shop here and looking to soak up some of the Northwest’s rich engineering talent.

Other companies with satellite offices in the Seattle area include Google, Facebook, Zynga and Salesforce.

“I’m surprised I ended up at eBay, but the story is compelling,” said Ken Moss, who was hired in November to be eBay’s VP of managed marketplaces technology; Moss is GM of the Redmond office.

A long-time Microsoft employee whose claim to fame includes inventing the Pivot table in Excel, Moss more recently co-founded CrowdEye, a start-up focused on search technology and later on stock market prediction.

He said eBay’s dedication to the region is one of the biggest selling points for recruitment.

Most of the 75 employees that currently work there were hired over the past few months, and a small team has been here for seven years. Among the newbies I met were a number of Microsoft veterans who had been there for 12 to 15 years.

Moss says he will report directly to eBay’s CTO Mark Carges, which is “a signal to the whole company that diversified development is for real.”

“We are first-class citizens,” Moss said, referring to sometimes strained relationship between remote workers and a company’s headquarters.

Eric Brill, VP of eBay’s research labs, is also based in the Redmond office, and has been working part-time there since joining the company in 2009.

Moss said eBay will be looking to hire a range of technologists, from college graduates to senior leaders, including developers, testers, researchers, data miners and other positions.

While I was at the office on Tuesday, the mountains were peeking out from the clouds and were easy to spot from the floor-to-ceiling windows on the fourth floor. It was easy enough for everyone to have a window seat in the open-floor plan.

Although the employees just moved in on Monday, a sign outside the building already announced eBay’s presence. Inside, workers were busy putting the final touches on the space to make it feel like eBay. Primary colors of red, blue, yellow and green highlighted the office walls; with a bit of Seattle flair, conference rooms were named after Northwest tribes such as Puyallup and Quinault (and other names that might be difficult for San Jose-based employees to pronounce).

But missing were some of the perks that some recruits expect these day — no shuttles to and from work or fancy cafeterias, for instance. 

In fact, eBay has a long way to go to compare with what Google has done here. Since entering the market seven years ago, Google has hired more than 900 employees, spread across two locations, a spokesperson confirmed.

One office is in Seattle’s Fremont neighborhood; the other is on the Eastside.

The two offices are geographically divided by Lake Washington, which can be crossed by one of two floating bridges — or by boat, if you are crafty enough. The traffic bottlenecks make for a horrendously notorious commute, so having two locations that straddle both sides is a huge perk — like having offices in both San Francisco and San Jose.

Because of Google’s size here, many of its perks are similar to its Mountain View headquarters, including free meals prepared by chefs, frozen-yogurt bars and other, mostly food-based, luxuries.

In eBay’s case, the new digs are located deep on the Eastside, a couple of miles past Microsoft in Redmond, and roughly 15 miles from Jeff Bezos’s empire in downtown Seattle. Recently, Amazon relocated its headquarters to a brand-new campus in South Lake Union, a neighborhood being revitalized by former Microsoft executive Paul Allen.

Other outside companies that have also established sizable tech centers here include Facebook and Zynga. A couple others have gained offices through acquisitions. Electronic Arts, for instance, now has a large office here, after acquiring PopCap; EMC now has big expansion plans here, after purchasing Isilon.

And Geekwire, a Seattle-based technology blog, is good at keeping an ongoing tally, including recent moves into the area by Jawbone and SweetLabs, a San Diego-based start-up, based by Intel Capital and Google Ventures.

Two years ago, Facebook opened an office in the heart of downtown Seattle. It plans to move soon to a 27,000-square-foot space that will have room for about 135 employees. The 70 or so engineers in the office today have worked on projects such as video calling, the Facebook iPad app and other big issues, such as security.

Last April, social game maker Zynga opened an office in Seattle’s historic Pioneer Square neighborhood, hoping to absorb some of the game talent here, spawned from Xbox and Nintendo, and cloud-computing knowledge from Amazon. It has 50 employees today, but declined to say how many it planned to hire in the near future.

As with most of these companies, eBay believes it can find a diversity of talent here that can’t always be easy to hire in the Bay Area.

As a Seattle native, and having covered tech here for the past 12 years, including an eight-year stint at the Seattle Times, I might not be the most unbiased on the subject. But I’ve seen first-hand the breadth of talent here, from Microsoft, Amazon, Expedia, T-Mobile and many others, including a strong start-up pool.

Despite that, the local tech community often suffers from an inferiority complex when it compares itself with the Bay Area, which is much larger. Still, it seems that Silicon Valley companies are finding a number of excuses to travel north to drink from the area’s plentiful tech waters.