Tonight at 1 am PT, techies who have nothing else to do — that would be me! — can click onto a brand new tech site called The Verge.

Well, kind of — it’s the result of many months of work by the gang that defected from AOL’s popular Engadget tech powerhouse, set up temporary shop under the Web site name This Is My Next and busied themselves with creating The Verge.

I have another screenshot below of the new site that will be focused on news, reviews and features about tech, and which has been getting a final tweaking all today.

From my quick perusal, it has a vibrant and slick design, with a lot of packed boxes, swooshy movement and plenty of content.

Along with the launch, The Verge’s parent company — formerly doing business as SB Nation, focused on sports — will also transform into Vox Media.

In a chit-chat with Vox’s CEO Jim Bankoff, top exec Marty Moe and Josh Topolsky, The Verge’s Editor-in-Chief, the trio of former AOLers all said they were going to for the big time.

“We want to build the platform for talented native Web voices, in sports and tech for now, and then we plan to grow more verticals,” said Bankoff.

“We want to create more than a news site or blog about tech — the frustration at AOL was that we did not get the resources or manpower to realize that bigger vision,” said Topolsky.

(You’re speaking to the choir, brother!)

Said Moe: “We think this category has not had a large enough vision…not enough has been innovated over the years and we think it is a big opportunity.”

Topolsky said the site, along with a mass of original content from 30 writers, will also be helped by a strong database of information about all its topics and gadgets and also focus a lot on community input.

“What we want to do was graduate beyond the blog,” he said.

(Hmm…and here I just got the hang of this blog thing.)

Bankoff, who would not say how much Vox spent on launching The Verge — my back-of-the-envelope guess, several million dollars — said that costs were spread out between the tech and sports sites with centralized sales and product teams.

Initial launch sponsors are BMW, Sony and Samsung, said Moe, who is aiming to sell “major brand advertisers on the idea that we will be the premiere destination of consumer tech coverage.”

It has to grow past big sites like Engadget to do so, but Topolsky said that This Is My Next had three million unique visitors in the last month and more than 10 million page views.

“We have done that with a lot of editorials and in-depth reviews,” he said. “I think people are really hungry for great content and stories.”

As to competitors, Topolsky said that “this not to necessarily I win if you lose,” although his clear aim is to unseat sites like CBS-owned CNET, Engadget and Gawker Media’s Gizmodo and perhaps even newsier sites such as TechCrunch and AllThingsD (as if!).

“We are going to do the nuts and bolts stuff,” he said. “Somewhere between Engadget and Wired.”

Topolsky compared The Verge to a “boutique hotel — we have the same stuff everyone else has, but it is a much more elegant experience.”

Later, that will change, he promised, noting that “this is only version 1.0.”

Of course — but what else would you expect from a gadget site?

(Good luck and congrats to the entire The Verge team from AllThingsD!)

And here is another lovely screenshot, as promised:

Beyond the directory-style LinkedIn, that could mean facilitating professional profiles on social sites, pushing job postings through networks, introducing contacts, soliciting referrals and sharing resources.

Part of the reason this idea has been so resonant with Web entrepreneurs–and investors too–is the trouble they’re having with hiring qualified people to work at their own companies.

(Unlike in other parts of the world right now, unemployment rates are not as much of a problem among techies.)

Assetmap, a pre-launch San Francisco-based start-up, for example, wants to help companies and nonprofits understand what assets they may have at their disposal through their networks.

These connections already exist, but they’re often unexploited, according to Assetmap co-founder Nathaniel Whittemore, who let me in on a bit of what he’s doing.

Whittemore told NetworkEffect the failings of sites like LinkedIn include “forcing a distinction between personal and professional that is becoming less and less obvious and failing to recognize that the one-to-one friend-based social graph isn’t the only graph that has value for business.”

Whittemore and co-founder Danny Moldovan hail from the world of social entrepreneurship. Former Northwestern classmates, they had both been at the fast-growing activism platform Change.org.

They have teamed with Jayson Vantuyl, co-founder of Engine Yard, the Ruby on Rails hosting service. At the moment, they are funded by friends and family while looking for outside capital, and plan to launch this spring.

There are many early companies in this space with fancier pedigrees.

Top Prospect, a social recruiting site that rewards users with $10,000 or more for helping friends find jobs, was funded by Andreessen Horowitz, Spark Capital, Ron Conway, David Goldberg, Dustin Moskovitz, Rick Thompson, Chamath Palihapitiya and other angels.

Also based in San Francisco, Top Prospect was founded by Rotem Perelmuter, who formerly sold an online radio service to MTV Networks during the dot-com boom (and more recently ran a hedge fund). The site is currently in open beta.

Delicious founder Joshua Schachter’s Tasty Labs, which has gotten money from Union Square Ventures, hasn’t said much about what it is doing, but is also working on something similar to the idea of an asset map.

Elsewhere, BranchOut, which bills itself as offering “your professional profile on Facebook,” raised $6 million from Accel Partners, Floodgate, Norwest Venture Partners and many angels.

And Hashable, a network for introductions, raised $4 million, also from Union Square Ventures.

And Namesake, from Ad.ly and Newroo co-founders Brian Norgard and Daniel Gould, offers a pretty site for “opportunity routing,” with features such as a real-time stream and chat.

It goes on–other young start-ups in the space include Sumazi, Pursuit, Identified and Gild. (You knew this would happen: Gild turns the social recruiting concept into an online game.)

It wouldn’t really make sense to combine social and professional networks by starting from scratch, so these sites are built on top of existing networks like LinkedIn and particularly Facebook. If you want to try them out, be prepared to cough up those Facebook Connect credentials a whole bunch of times.

(Cute explainer graphics above from Assetmap, Top Prospect and Identified, respectively.)

That’s the word from developers who are building apps for Google’s new store-to-be, which is supposed to work like iTunes, but for Web-based applications instead of ones designed for mobile handsets.

Then again, Chrome app developers I’ve talked to don’t feel confident about any date they’re hearing from Google at this point. That’s because the store, which Google previewed back in May, has missed several launch dates already.

But for now, at least, most developers expect to see a public beta launch on the week of December 6, though a few are holding out hope for a mid-November launch.

Google, for its part, will say only that it promised to have the app store up by the end of the year, and that it’s still on schedule.

Why should you care? If you’re an average consumer, you probably won’t: The app store will work on any Web browser, but it is optimized for Google’s Chrome browser, which has a relatively small market share. But the bigger issue is convincing consumers  to purchase a Web-based app, period.

But the notion of a browser-based store does appeal to some developers, who are interested in melding the performance of mobile phone apps with the connected nature and flexibility of the Web. And some content companies are interested in the idea of selling their stuff in a store that everyone can access, but which isn’t controlled by Apple.

Which is the pitch that Google is making as it reaches out to TV networks and big magazine and newspaper publishers, and tries to persuade them to build for the store. It’s saying, for instance, that it got Time Warner’s Sports Illustrated to demo a version of its magazine when it previewed the app store last spring.

In some cases, I’m told, Google is offering up substantial technical resources to help content makers get apps ready for a launch. And I know that some small developers have received cash, as well–one developer I talked to cashed a $15,000 check–to persuade them to build apps. Should be interesting to see who has built what when the store finally opens.

Here’s that SI demo, with a voiceover from editor Terry McDonell:

And here’s Google’s general introduction to the app store concept:

Clementi committed suicide after his roommate allegedly secretly taped footage of Clementi having a sexual encounter with another man, posted it on the Internet and also tweeted about it.

We asked CJ Pascoe, a sociology professor at Colorado College, who studies the role of new media in teen sexuality and dating, about how the Internet has been both a help and a hindrance to gay teens.

“It offers both resources and risks, and I don’t think we’re fully prepared to balance the two,” said Pascoe in an interview. “On the one hand, when I talk to gay and lesbian teens, it is a lifeline for them. They are able to find community–especially isolated teens. When I talk to transgender teens, they say they are able to give a name to what they are feeling when they go online.”

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For Sprint, which is suffering from declining revenue and a thinning subscriber base, the move is a quick-and-dirty way of cutting costs and freeing up resources to focus on innovation and remedying the real and perceived issues with its services.

“This is about improving our customer experience,” Steve Elfman, head of Sprint’s network operations, said during a conference call this morning. “While we get the benefit of Ericsson’s expertise…we can focus our attention on bringing great devices, great services, great applications to them….We’ll benefit from the current scale and efficiency and expertise of Ericsson, and this will keep improving over time.”

Citing the standard litany of economic tribulations, Adobe (ADBE) Wednesday reduced its fourth-quarter outlook and said it will cut 600 jobs around the world–about eight percent of its workforce. The company now expects revenue of $912 million to $915 million. In better times, that revenue target range had been $925 million to $955 million. “The global economic crisis significantly impacted our revenue during the fourth quarter,” said CEO Shantanu Narayen. “We have taken action to reduce our operating costs and fine-tune the focus of our resources on key strategic priorities.”

Adobe shares slipped nine percent to $20.50 in after-hours trading.