Founded in 2009, the marketplace site Thumbtack has been working at this problem for a while. It has a directory of 250,000 U.S. service providers. But last fall, when it changed its payment structure to charge providers for offering a price quote to address a certain user’s request, growth started shooting through the roof.

That’s not to say Thumbtack is huge, yet. The company doesn’t disclose its size, but comScore counted 421,000 U.S. visitors in May. Co-founder and CEO Marco Zappacosta said Thumbtack had $300 million worth of requests in the past year. As the startup doesn’t have a well-known brand (yet), the majority of customers find the site through search, according to Zappacosta.

Meanwhile, esteemed venture capital firm Sequoia Capital makes a very few investments per year — fewer than 15, usually — and almost all of them are Series A. Sequoia partner Bryan Schreier had his eye on Thumbtack for years, and was intrigued to learn that they now have significantly more jobs than competitors like TaskRabbit, Zaarly and RedBeacon.

“What became clear is they’ve gotten to real scale and figured out a business model that really seems to work,” Schreier said in an interview yesterday. “It has the marketplace dynamics of Airbnb and eBay, but there’s this automated service component that’s the magic, and that makes it very differentiated,” he said.

So Schreier and his partnership decided to make a somewhat later-stage bet, and have led the company’s $12.5 million Series B round. Thumbtack had previously raised $5.7 million from Javelin Venture Partners and angels including Scott and Cyan Banister, Joshua Schachter, Jason Calacanis and Ali and Hadi Partovi.

Unlike some other competitors in this space, Thumbtack is particularly broad — it lists almost any sort of local service. However, the site acknowledges that customers use various services differently, and treats them as such. “There’s never going to be an Uber for wedding photography,” noted Zappacosta.

In a key hire, Jawbone said today that it had hired Mindy Mount, a top corporate VP at Microsoft, as its president.

The move by the San Francisco-based maker of wireless, music and wearable devices is part of what has been a major upgrading of its management and board. Recently, Jawbone added Yahoo CEO Marissa Mayer and Rob Wiesenthal of Warner Music as directors.

Jawbone has also recently done a big acquisition — purchasing BodyMedia, a wearable health and fitness company, for $100 million. The move comes just a couple months after it bought data and digital-design companies Massive Health and Visere.

All this expansion requires tight organizational efforts and Mount has a lot of financial and operational experience, having held several key jobs at the software giant. She was most recently corporate VP and CFO at Microsoft’s Online Services Division, which includes Bing, MSN and Microsoft Advertising. Before that she held a similar job at the Entertainment and Devices Division, which has the Xbox, Zune and Windows Phone units.

Previous to that, Mount ran AOL’s U.K. unit, worked in strategy at Time Warner and also was an exec at Morgan Stanley. She has an MBA from the Harvard Graduate School of Business and an undergraduate degree from the University of Wisconsin-Madison.

In an interview today, Mount said that what attracted her to Jawbone was the challenge of scaling the fast-growth company, which is helmed by CEO and co-founder Hosain Rahman.

“Right out of the block, I’ll be spending time on business operations, since the scale and scope and complexity of Jawbone has really increased,” she said. “What really attracted me to the role is that it is a really meaty one … It’s a company with great products, where I can come in and have real impact, because consumer electronics companies really have to execute.”

Jawbone products include Jawbone wireless headsets, Jambox speakers and the Up personal fitness wristbands. The company has raised a lot of funding, totaling about $210 million from such venture firms as Andreessen Horowitz, Khosla Ventures, Kleiner Perkins and Sequoia Capital, as well as Deutsche Telekom, investor Yuri Milner and others.

The Yahoo board has approved a massive $1.1 billion all-cash deal to buy Tumblr.

It’s not clear when the official vote was taken, but sources close to the board said the acquisition was a foregone conclusion and was unanimously approved by the directors of Silicon Valley Internet giant.

The deal will likely be announced Monday morning, said numerous sources.

AllThingsD.com initially broke the story of the acquisition efforts and later followed up with details of the exact price and the board meeting to approve the transaction.

There were no other competing bids, despite reports, to snap up the New York-based social blogging service. That said, Tumblr had held some very preliminary discussions about various deals with Facebook, Google, Microsoft and also Twitter earlier this year.

As part of the Yahoo deal, Tumblr CEO David Karp — who will get a windfall of cash from the acquisition — will stay at Yahoo for four years at least and retain a lot of control over the service, much in the same way Instagram CEO Kevin Systrom does at Facebook. But, as there, Yahoo will undergird Tumblr’s nascent advertising business with its large and established infrastructure, said sources.

Yahoo had been mulling some kind of deal with Tumblr, from a strategic investment to an outright acquisition, for about six weeks. Sources said that Yahoo CEO Marissa Mayer had decided that buying the company was going to be “the stake in the ground of what her strategy is going forward for Yahoo.”

And that is to attract younger audiences with just the kind of user-generated content Tumblr has pioneered to impressive growth.

According to numerous sources, Mayer determined quickly in her research that the site was just the kind of property that Yahoo needed to make it both “cool” and relevant to new consumers.

Yahoo is looking to bolster its strong set of existing media offerings to appeal to a different demographic and also get into the social space via consumer-based software solutions that are both elegant and easy to use.

Tumblr’s mobile usage has also been strong, which also interested Mayer. While Tumblr started as a desktop-based service, its mobile offering has ramped up quickly in the last few years. ComScore says that a quarter of the service’s U.S. visitors now come from mobile devices.

At this price, it will be Mayer’s biggest acquisition so far. Since she became CEO last summer, Mayer has made only a series of small acquisitions of mobile startups at a low cost.

According to sources, the Tumblr brand will continue.

The deal, if consummated, will be a big win for investors. In a series of fundings since 2007, Tumblr has raised $125 million so far and is now at a reported valuation of $800 million. Investors include Spark Capital, Union Square Ventures, Sequoia Capital, Greylock Partners, Insight Venture Partners and the Chernin Group.

While Tumblr’s Karp has resisted various offers for the company over the years, Mayer spent a lot of time with him reassuring him that Yahoo could turbocharge his business. He has also been searching for a COO to help him build out the infrastructure of its business, especially its advertising one.

And as Peter Kafka and I previously wrote, Tumblr could certainly bring Yahoo a big, young audience. Its worldwide traffic was at 117 million visitors in April, according to comScore. On its home page, Tumblr claims it has 107.8 million blogs and 50.6 billion posts. U.S. desktop traffic to Tumblr was 37 million in April, close to LinkedIn and Twitter, although Twitter obviously has much more via mobile.

But figuring out how to make money from that is a task that the company has only recently started to tackle.

Like other recent Web startups that have seen rocketship growth — see: Twitter, Facebook — Tumblr resisted advertising for its formative years, and its user base seems particularly unwilling to accept standard banner ads. In addition, many industry observers think that Tumblr’s pages are packed with porn or other questionable content that would scare off advertisers.

But within the last year or so, Tumblr has started selling modestly sized “native ads” promoting brands’ Tumblr pages, on users’ “dashboards,” which has shown promise. Tumblr has said it had $13 million in revenue last year and sources said it could get up to $100 million this year.

Tumblr has been represented by Qatalyst Partners’ Frank Quattrone, while Yahoo’s Mayer, as well as M&A head Jackie Reses and CFO Ken Goldman, have been on the company’s side.

Interestingly, what got me first focused on Tumblr last week were Goldman’s comments at JP Morgan’s Global Technology conference last week, where he underscored the need for the aging Yahoo to attract more users from the coveted 18-to-24-years-old age bracket. Along with more marketing, he explicitly said Yahoo needed to be “cool again.”

“One of our challenges is we have had an aging demographic,” said Goldman at the Boston event. “Part of it is going to be just visibility again in making ourselves cool, which we got away from for a couple of years.”

Tumblr, apparently, fits the very expensive bill.

Forbes magazine put out its much-watched Midas List today, which is kind of the Oscars for venture capitalists in tech. (Caveat: Think more khakis and dudes than glitz and glamour.)

On the Top 10 list of 100 of the best-performing and most influential tech investors, Jim Breyer of Accel Partners and Marc Andreessen of Andreessen Horowitz led the list at No. 1 and No. 2, as they did last year. And several others in last year’s list remained on it: Peter Fenton of Benchmark Capital, Greylock Partners’ Reid Hoffman, and also David Sze, Peter Thiel and Bessemer Venture Partners’ Jeremy Levine.

Accel scored well on the rest of the list with nine partners named; Sequoia Capital had six VCs on the list; Benchmark, Greylock and New Enterprise Associates got five slots; Bain Capital Ventures, Bessemer, Kleiner Perkins and Meritech Capital Partners had four; and Andreessen Horowitz, Institutional Venture Partners and Venrock each had three.

As usual, there were few women on the list — only three — reflecting the lack of gender equality in the top tier of the VC business, which solidly remains a boy’s club, despite a lot of noise about changing it (see the pictures here and become depressed once again). Those women who did manage to get on the Midas List were Jenny Lee at GGV Capital, who jumped from No. 94 to No. 36; Kleiner Perkins’s Mary Meeker, who dropped from No. 42 to No. 47; and Theresia Gouw of Accel at No. 82, up from No. 92.

One notable part of the massive Forbes package of VCs on parade was the intense and multipart focus on the travails of Kleiner Perkins and its longtime leader and legendary VC John Doerr. Doerr clocks in at No. 26 on the list, dropping from No. 12 last year, a significant fall.

He does address the nagging issues at the storied firm, including ill-conceived investments in clean tech, a late-to-the-game move into social media, and even its big stake in stock-declining online gaming giant Zynga, in a video (below) and in several pieces, one of which is titled ““John Doerr’s Plan To Reclaim the Venture Capital Throne.”

More like “Game of Thrones” from reading it; there is another, more critical article in the New York Times that appeared yesterday. That piece focused on Kleiner’s investment in the troubled green-car startup, Fisker Automotive, and also the firm’s ongoing sex-discrimination lawsuit with former partner Ellen Pao.

“It was a challenging year, one of my more challenging years in the venture business,” said Doerr to Forbes.

Indeed, although Forbes does hand Kleiner a hey-we-have-some-sharpie-young-folks-here-too! gimme with its focus on “new generation” partners Megan Quinn and Mike Abbott in an interesting Q&A, as well as yet another piece on Kleiner supporters — such as Google’s Eric Schmidt — touting the firm as perhaps down but definitely not out in the “mojo” department.

“John always wins eventually, and the reason he always wins eventually is because he has the processing power and human energy,” Schmidt told Forbes. “Whatever the set of challenges, he will drive the change in the firm. They’ll have a crisis meeting and another crisis meeting, but he will do it. It may be messy but he will get them there.”

Presumably, if Doerr and team can get some mileage out of its Twitter investment next year and somehow turn around Zynga’s moribund stock. (Kleiner has held on to a pile of it, which is why Doerr recently joined the board that already had Kleiner’s Bing Gordon on it.)

On problem for Kleiner, and boon to others like Accel and Greylock, was that the firm was not early in Facebook, whose IPO — as rocky as it was — gave many VCs making the top of the Midas List the needed turbocharge in terms of performance. Other key companies to help VCs look good this year, according to the Forbes report: Workday, LinkedIn and Skype.

Here’s Doerr, who is indeed a legend, even if more bruised and battered this year, talking about it all to Forbes’s Connie Guglielmo, in the video interview:

Speaking of media attention, here’s a more provocative video interview by Forbes with Sequoia’s Doug Leone (No. 4, up from No. 18 last year), in which he takes aim at VC firms that do too much self-promotion — three guesses which pioneering browser inventor he is referring to here, and the first two don’t count. He called it an “embarrassment,” although Sequoia did hire an excellent PR person from Google this year — nonetheless making the point that the focus should be on entrepreneurs and not investors.

Except, of course, when it comes to scoring high on the Midas List.

Kennelly is the latest executive from a publicly traded company to join the board of Nimble. In July, Frank Calderoni, CFO at networking giant Cisco Systems, joined Nimble’s board, as well. Also on its board are Kirk Bowman, a former executive at Dell unit EqualLogic and also of VMware, Ping Li of Accel and Jim Goetz of Sequoia.

Nimble last fall closed a $40.7 million mezzanine round of venture capital funding led by Sequoia Capital and Accel Partners, and has raised a combined $98 million. Other investors include Lightspeed Venture Partners, Artis Capital Management and GGV Capital. The implied valuation is said by people familiar with the matter to be between $650 million and $700 million. I doubt it will be long before people start whispering about IPO plans, if they aren’t already.

The company said in February that it had reached a $100 million run rate in bookings for the fiscal year ended Jan. 31.

Nimble is seen right now as one of the important up-and-coming storage companies to watch among the people I talk to who follow these things. I talked last week with CEO Suresh Vasudevan, who told me that Nimble asks a pretty fundamental question about enterprise storage: Why keep backup storage separated from other storage? Every time you move your data to another storage medium, there’s an extra step, one that Vasudevan argues isn’t necessary.

The company builds storage arrays that use a unique architecture called CASL, or Cache Accelerated Sequential Layout. I won’t go into the technical weeds, but the basic idea is that the arrays use integrated flash memory not as a separate tier to speed things up, but as part of the basic design. It’s essentially a hybrid that brings together flash and spinning hard disks, and takes advantage of the unique properties of both. The end result is that many customers are able to reduce the amount they invest in storage hardware. It has so far shipped 2,000 systems, and has more than 1,100 customers.

In its first C-level hire from outside the company, Eventbrite has brought in experienced finance exec Mark Rubash as CFO. The San Francisco-based self-service ticketing platform has hired the former Shutterfly CFO — who also held top finance jobs at eBay and Yahoo — to focus on scaling and expanding its business model and global growth.

And while CEO and co-founder Kevin Hartz declined to say in an interview whether the move was Eventbrite’s first major step toward a possible IPO, he did underscore the need to gird the company’s management for future expansion.

Recently, the company said it had sold $1.5 billion in gross ticket sales since it was founded five years ago, with total tickets sold topping 100 million. Eventbrite said that it had sold $600 million of that in 2012 alone, hawking 36 million tickets in 179 countries for such events as San Francisco’s iconic Bay to Breakers footrace.

That kind of hypergrowth requires some more experienced management, “independent of any public offering process,” said Hartz.

“We had an opportunity to bring in a great operator to help us become a multi-category e-commerce marketplace,” he said. “Mark has deep experience in building marketplaces of buyers and sellers.”

Indeed. At eBay, Rubash had global purview over eBay finance, investor relations, accounting and more, while he ran Yahoo’s global finance for its paid search, display advertising and e-commerce units. He has also worked at PricewaterhouseCoopers, and at companies such as HeartFlow, Rearden Commerce and Critical Path.

“It’s a real alignment of what I am passionate about, with a team I really enjoy,” said Rubash. “With the mass of transactions growing on a global basis at Eventbrite, it’s the kind of challenge that is really hard to resist.”

Eventbrite’s investors include Tiger Global, Sequoia Capital, DAG Ventures and Tenaya Capital, with about $80 million in funding raised since 2006.

Here’s something new going up on GitHub: Starting today, the latest version of documents from Series Seed, a basic set of documents for companies working with early-stage investments, will be up on GitHub, too.

No, it’s not software code, but the fact is, said Ted Wang, the Fenwick and West lawyer behind Series Seed, it’s pretty much the first place that companies look when they evaluate people they want to hire. “When my clients are evaluating people, they look at GitHub. It’s sort of replacing the resume,” Wang told me.

Wang, of course, is the well-known lawyer who has guided companies like Twitter, Facebook, and has advised companies that were acquired by Google, Zynga, eBay and others from their earliest days.

Wang created the Series Seed documents in 2010, and since then several major venture capital funds, including Andreessen Horowitz, Kleiner Perkins and Sequoia Capital, among others, have agreed to use them as the basis of their own seed-stage investments.

As the costs to start a company have come down, it no longer made sense to have more than 100 pages of legal documents to sign and review.

Now the documents themselves will be available on GitHub with all that implies. Discussion about changes and tweaks will move to GitHub and off private email chains and comments on the Series Seed blog. But it also means that other people can take the basic version of Series Seed documents, change the bits they don’t like and upload their own.

“I think that would be great,” Wang told me. “All the time, I hear from people who like the documents, but don’t like a few little things they’d like to see changed. Now they can create their own.”

(Update: I made some minor changes above in the description of companies advised by Wang.)

High-profile Silicon Valley entrepreneur Max Levchin is launching a new mobile payments startup today called Affirm.

It’s the first project emerging from Levchin’s San Francisco tech incubator Hard, Valuable, Fun (HVF), which he started after selling his last company — Slide — to Google and then eventually leaving the search giant. Previous to that, Levchin and investor Peter Thiel had sold PayPal to eBay.

While it might seem at first as if Affirm is in direct competition with other mobile payments-focused companies such as Square and Stripe, it seems to be aimed at another layer of the value chain in an effort to improve conversion for mobile payments.

In fact, Stripe — in which Levchin is an investor, too — will be processing credit card payments on the back end.

But it will be an uphill battle for Levchin in the current payments arena, with a range of challenges from a multitude of rivals to regulatory scrutiny to the risks associated with credit in general.

Its most similar competitor, for example, is Klarna, a hugely funded company based in Sweden that offers payment solutions for a wide range of online storefronts across Europe that did $200 million in revenue last year. Klarna, which means “clear” in Swedish, is likely to be eying the U.S. market and has well-regard VC Mike Moritz of Sequoia Capital on its board.

As part of its effort, Affirm will use Facebook for authentication of consumers, and also use a number of other social and data signals to assess risk. It will then guarantee payment to merchants — who will pay Affirm a fee — after this check.

“We are trying to get as close as possible to one-click, which has always been the case on the desktop,” said Levchin in an interview today. “In mobile, it has become an imperative to be able to buy it now or you lose a customer quickly.”

Levchin described Affirm as a digital charge card rather than a credit card, trying to be valuable to merchants by lowering the abandonment rate of mobile transactions. Affirm’s beta launch retail partner is 1-800-Flowers.

“You will essentially be putting a purchase on a digital tab, and we are going to make it work for us by looking at all available data to determine if you are someone who will pay it back,” said Levchin.

Like an American Express or other charge card, consumers will have about 30 days to settle bills, although Affirm will not be making any money from them.

As to why he decided to enter the increasingly competitive online payment space — which is also rife with regulatory and fraud issues — Levchin said that his efforts at PayPal did not go far enough.

“Payments online are still too hard — we started the revolution with PayPal and democratized payments for small businesses, but we stopped short of changing the system,” he said. “The world is now awash in data and we can see consumers in a lot clearer ways.”

In addition, he added, the “overwhelming transformation of everything toward mobile changes all the fundamentals.”

Relying on Facebook could be an issue, of course, opening up a thicket of privacy issues and also worrisome reliance on the social networking giant. But Levchin said that Affirm’s system depends on the company for confirming identity more than anything else and there will eventually be a number of ways to do that.

Other data Affirm will be using, he said, range from incomes per zip code and even a user’s mobile device ID.

Affirm has been funded by Levchin and a group of friends in the “low-digit millions,” he said, with only a few dozen employees compared to bigger mobile payments efforts from others.

He said he knows the risk of entering the space, especially given that there are only so many solutions and a limited retailer attention.

Still, Levchin noted: “I just think there is so much more to do. Technology has come a long way since PayPal.”

Schireson joined New York-based 10gen in 2011, and previously served as COO at MarkLogic. Before that he spent nearly a decade at Oracle where he was chief applications architect and vice president for eCommerce and Self-Service Applications.

MongoDB has certainly got a lot of momentum behind it. It has been downloaded 3.8 million times. 10gen’s commercial customers include Cisco Systems, Disney, eBay, Salesforce.com and FourSquare. It has raised more than $81 million in funding from investors including Flybridge Capital Partners, In-Q-Tel, Intel Capital, NEA, Red Hat, Sequoia Capital and Union Square Ventures.

Merriman, a former CTO at DoubleClick, the Web advertising company that Google acquired for $3.1 billion, started MongoDB in 2007 with current CTO Eliot Horowitz.

Seagate, which is the world’s biggest supplier of hard drives to PC and server manufacturers, will offer a complete line of flash-based products to its OEM and distribution partners. It will also work jointly with Virident on developing new flash-based storage products.

The investment is a strategic round, and Seagate will nominate someone to Virident’s board of directors. Virident launched in 2006 and has raised more than $63 million in four rounds of funding. Its most recent round was a $26 million series D led by Mitsui Global Investments. Other investors include Globespan Capital Partners, Sequoia Capital, Intel Capital, Cisco Systems and Artiman Ventures.

Separately, Seagate reported a fiscal second-quarter profit of $492 million, or $1.30 a share, on $3.7 billion in revenue. The results were better than the $1.27 analysts had expected. The company also said it shipped 58 million disk-drive units in the quarter ended December 28. Seagate’s shares rose 2.7 percent in after-hours trading.

Late last year, it landed a significant round of venture capital funding, a $25 million Series C led by Sequoia Capital. Prior investors Andreessen Horowitz, Greylock Partners, Khosla Ventures and Floodgate all participated, too. The round nudged Okta’s total capital raised to north of $52 million.

The funding announcement was accompanied by a larger vision statement about what Okta aims to achieve. In that statement, CEO Todd McKinnon argued that “identity is central to how work gets done in a business,” meaning that Okta aims to be a lot more than the company that makes it easy to manage account credentials.

I recently had a chance to catch up with McKinnon in New York to talk about what he meant by that, and to flesh out what he sees happening at Okta in the coming year.

AllThingsD: You’ve just landed a big C round investment, but it coincided with the publication of a big vision statement. What is the vision statement all about?

McKinnon: I think people misunderstand a lot of things about our company. The first thing they think is that we’re just for cloud stuff. And CIOs and other people thinking about building the next generation of their IT environment don’t want two identity systems. They don’t want the old that barely worked, and the new one that doesn’t talk to the old one. They want one. And we’re positioned to build that. We’re trying to be more aggressive at communicating that.

Initially, everyone understood the identity layer to be a simple manner of managing all the credentials for using cloud services. Now you’re reaching into more on-premise products. How much of a pivot is that for you?

The vision has always been about a single identity layer for everything. The reality is that we started as a little cloud company; the most receptive buyers were companies doing a lot of cloud stuff. So that was how we communicated about ourselves to the marketplace. And now the product has matured to a point where we can really communicate about the vision, about a unified way of managing identity.

Give me some sense of momentum. Funding is certainly an indirect indicator, but what else is going on?

We have, in the last year, added 140 enterprise customers, which brings us to more than 200. We’ve added 300,000 end users. Those are paid enterprise-user seats, which means there’s real money behind them, and that has brought our total user footprint to 500,000.

The obvious thing that people start wondering about a company like yours is when you might be ripe for acquisition, or if you’re going to go the distance. I can think of a handful of cloud and software companies, like Salesforce.com or Oracle or IBM, that could be logical buyers. What are your thoughts about this?

We’re building the identity layer for the next generation of corporate IT. Everyone is going to want to do something like this. You saw Saleforce’s announcement that they want to do this, too. This is clearly something strategic. The value of our product comes from it being in the hands of a neutral party. Our customers want Switzerland; they don’t want someone like, say, a Salesforce.com or a Google, because it would be beholden to their own apps.

I’m reminded that David Sacks, the CEO at Yammer, used to say something similar about being Switzerland when asked about being acquired. Look what happened there: Yammer is now part of Microsoft. Couldn’t the same thing happen to you? And what would it mean if it did?

It’s different for us. If you never connected Yammer to anything, it could be valuable. If any one of our integration partners, say, Jive or Box, or any one of those companies cuts us off, the value of the product goes down. So it’s different in that regard. The Yammer platform is still valuable with no integrations. Our platform is not. So I think that’s a big difference. It gets back to the funding. We’re venture-backed. At the end of the day, I have a responsibility to my shareholders, and we have to build enough momentum in the company to have the outcome of not being acquired, to be superior in the minds of my shareholders than the outcome of being acquired. Clearly at Yammer, they couldn’t do that.

Now you jumped ahead to my next question. Salesforce’s Marc Benioff announced a plan to create a competitor to Okta, and we talked about it at the time. How far, to the extent that you’re aware, has that effort come along? Are you worried about it?

Anytime a big company announces they want to compete with you, you should be worried. They said they’re going to build a product, and that’s definitely going to be a competitive threat. The reality is that Salesforce is doing a lot of things, and they’re spread very thinly. I don’t think they’re going to make the kind of investment necessary.

What will you do with the money?

The big thing is to build out the product. Right now, it’s robust, scalable, used by tons of customers live. But there’s a lot of work to do on it. We have 2,000 connectors to different applications and services, but there’s more than 2,000 of those. We need 20,000 connectors and then we need 50,000. We need to really expand that number and connect to everything. Every device, every application, every platform. So we’re going to use the money to build the product in that way. If a customer has an application that’s built by some regional provider, with maybe 50 customers in some niche business, to a customer in a certain vertical, that application is very important. They don’t want to have some kind of one-off situation where they can sign in to everything they use, but not this one thing. And it’s not economical for us to go out and build the connector ourselves. So we need to have a platform where someone can go and build the connector themselves and share it with anyone who might need it. The thing about our platform, because it’s based in the cloud, is that it can be maintained and supported over time. There’s also some exciting things we can do with helping companies collaborate with each other. So if two companies are using Okta, they can connect their systems across firewalls more easily. That’s the identity network we’ve been talking about.

“Something Ventured: Risk, Reward, and the Original Venture Capitalists” is a documentary that celebrates — pretty much without a lot of criticism — the very first venture capitalists who were behind the tech giants launching companies like Apple, Intel, Cisco, Atari and Genentech.

Starting in January, “Something Ventured” is being aired on public television stations nationwide.

The film — which premiered at SXSW last year — focuses on the key VCs, including investor Arthur Rock, Kleiner Perkins’ Tom Perkins, Sequoia Capital’s Don Valentine and New Enterprise Associate’s Dick Kramlich. It’s full of great stories from them and others, such as remembering the late Apple co-founder Steve Jobs’s proclivity to not worry too much about showering.

And there are some tasty quotes, too:

Perkins: “I don’t know how to write a business plan. I can only tell you how we read them. We start at the back, and if the numbers are big, we look at the front to see what kind of business it is.”

Rock: “Steve Jobs is a national treasure. He is so visionary, and so bright. I had to fire him, though.”

Valentine: “I’m not interested in entrepreneurs who will do it our way. I’m not interested in entrepreneurs who think there’s a dress code. I’m interested in entrepreneurs who have a vision of doing something consequential –preferably that becomes big.”

And from Atari founder Nolan Bushnell, where Jobs once worked: “They (Steve Jobs and Steve Wozniak) offered a third of Apple Computer for $50,000, and I said, ‘Gee, I don’t think so.’ I could have owned a third of Apple Computer for $50,000. Big mistake.”

Indeed.

Here’s the trailer.

The marketing software concern for which the software giant will pay $871 million might have also made a logical fit at Salesforce.com, though Salesforce might have had to take on some debt to pay that price.

Anyway, there’s speculation that today’s deal for Eloqua may amount to a starting gun for a new round of acquisitions in the cloud software space. In a note to clients today, Karl Keirstead, an analyst with BMO Capital Markets, argues that Salesforce may answer Oracle with some acquisitions of its own.

“In our view, the deal is a modest net negative for Salesforce.com, making it incrementally tougher for them to pick off Oracle’s Siebel client base,” Keirstead wrote this morning. He also believes that about 50 percent or more of Eloqua’s customers are also Salesforce.com customers.

That might spur Salesforce into action on the acquisition front, he says. Having already made significant acquisitions of Radian6 and Buddy Media in the last two years, Salesforce might move on two privately held cloud-based companies in the marketing field.

One is Marketo, a fast-moving company that specializes in revenue performance management. It raised $50 million in a Series F round led by Battery Ventures last year, bringing its total capital raised to $108 million. Its other investors include Institutional Venture Partners, InterWest Partners, Mayfield Fund and Storm Ventures.

Another possible target for Salesforce, Keirstead argues, is HubSpot, a social media marketing outfit based in Cambridge, Mass. It raised $35 million in a fifth round of funding last month. The round brought its total capital raised to about $101 million, and Salesforce had invested in earlier rounds. Its other investors include Google Ventures, Sequoia Capital, General Catalyst Partners, Matrix Partners, Altimeter Capital and Cross Creek Capital.

The point, Keirstead says, is that Salesforce will seek to build its own “marketing cloud” offering. Of course, Salesforce doesn’t have the financial flexibility that Oracle does. It has only $1.4 billion in combined cash and short- and long-term investments as of the close of its most recent quarter. That’s almost pocket change compared to Oracle’s $34 billion as of the quarter reported earlier this week.

They include Palantir, SurveyMonkey, GitHub, Square, ZocDoc, Zulily, LegalZoom, Twitter, Warby Parker and others.

CB Insights calls the report “The Tech IPO Pipeline” — which is perhaps a bit generous given its cutoff was a $100 million valuation, and especially considering the problems some newly public Internet companies have faced in the past year.

But still, it’s an interesting slice of the industry, with some observations about who and what is creating value in tech.

For instance, it isn’t cheap to be considered a potential IPO candidate. The average company worth at least $100 million — though many on the list are valued at more than that — has raised $84.7 million, with 90 percent of them in the Series C stage or later.

The 472 companies have raised a total of $40 billion.

Only 20 percent of the companies on the list target consumers, with the remainder selling to enterprises or small and medium businesses.

By breaking down who’s investing in these 472 companies, CB Insights was able to get a real-time tally on which VCs seem to be most effective at finding and helping strong start-ups. Sequoia Capital and Intel Capital both had 35 companies on the list, and Sequoia and Accel Partners have been the best at finding these companies early in their lives, at the seed or Series A round.

The full report is here.

Chris Dixon will indeed be the latest VC to join Andreessen Horowitz, as I had reported earlier was likely, starting in January.

Dixon is a lively and interesting choice for the high-profile Silicon Valley venture capital firm, having been a successful serial entrepreneur, a savvy angel investor and also a voluble tech scene commenter in blogs and on Twitter.

Perhaps most interesting is that Dixon, who is largely based in New York, will move to California to join what Marc Andreessen describes as a “single-office” firm.

In other words, Chris, get ready to be force-fed at Hobee’s!

In all seriousness, Andreessen said in an interview today that his big criteria for picking Dixon was because, “when the next Mark Zuckerberg walks into the room, we want them to say, ‘I want that person.’”

In addition, he noted that Andreessen Horowitz has a “bias for entrepreneurs … and Chris is the real deal when it comes to being an entrepreneur.”

Indeed, Dixon was CEO and co-founder of SiteAdvisor, which was acquired by McAfee, as well as recommendations engine Hunch, which was bought by eBay a year ago.

He is one of the founding members of Founder Collective, an East Coast-based seed-stage venture firm run by entrepreneurs, and is also an active angel investor, including in Skype, Invite Media and OMGPOP. Previously, he programmed financial algorithms at a high-speed options trading firm and has also worked at Bessemer Venture Partners.

Dixon, whose job at Bessemer was junior, said that he became interested in Andreessen Horowitz once he learned more about them after helping the start-ups he had invested in with fundings. He was especially struck by all the added help the firm provided in areas such as recruiting.

While he said his investing as a partner there would be “non-thematic,” he noted that it was likely he would “tilt more toward consumer” investments.

“I am going to try to pick the special bird,” he said, paraphrasing a quote by famed Sequoia Capital VC Mike Moritz. “And not the flock.”

Here is a blog post on the move by Dixon and one by Andreessen, in which he apparently thinks I leak for a living.

Yahoo CEO Marissa Mayer is considering joining the board of Jawbone, the high-profile wireless gadget maker whose products include the Jambox speaker and the Up personal fitness wristband, according to sources close to the situation.

Mayer has been talking to the San Francisco-based company about becoming a director since before she become the top exec at the Silicon Valley Internet giant.

While the discussions of her becoming a director are in the late stages, sources cautioned it was not yet a done deal and that it still might not happen for a number of reasons.

That said, the move is an interesting one for Mayer and Jawbone.

The former Google exec is well known for her product chops and also her deep interest in tony aesthetics and high-level design — qualities that Jawbone is well known for.

And the addition of Mayer to the board of Jawbone would add someone with experience in scaling businesses from small to large as well as deeper technical expertise.

Mayer has been an active angel investor in start-ups and currently is on the board of Walmart Stores and is also on board of several cultural institutions in San Francisco and New York.

Jawbone has raised about $210 million in funding from such venture firms as Andreessen Horowitz, Khosla Ventures, Kleiner Perkins and Sequoia Capital, as well as Deutsche Telekom, investor Yuri Milner and others.

One interesting note: Mayer and Jawbone CEO and founder Hosain Rahman attended Stanford University at the same time and have remained close friends since then.

Jawbone declined to comment and Mayer never calls me back, although I am still waiting by the phone — wearing my denim Jawbone Icon HD wireless headset, natch — in the vain hope that she might.

First, a leaked internal memo said the company was winding down. Then we were told that Color was not shutting down (and further, that some at the company had no idea where the memo came from — turned out it was from the VP of finance). Then Color was being bought by Apple for “high double-digits” millions.

Danny Jones

I’ve been reporting alongside these events, and heard all these conflicting tales, too — but while I couldn’t figure out how all of them could possibly be true, I held back from writing my own story. Now, having talked with numerous people about the situation, here is a storyline that actually checks out.

What’s really happening is that Color’s engineering team — about 20 people, comprising almost the entire company — is being “acqhired” by Apple at what’s being called a “nominal” price of something like $2 million to $5 million, according to multiple sources familiar with both sides of the situation. To repeat, there are no “double-digit” millions involved, according to many people familiar with the deal.

Apple is not buying Color’s technology, intellectual property, domain names or liabilities. Those are being left with the company, which still has considerable cash in the bank — something like $25 million — and is going to be wound down.

Apple and Color both declined to comment. Color CEO Bill Nguyen did not reply to a direct query about the talent acquisition.

There seems to be more bad blood than agreement between Color employees, Nguyen, former Color employees, Color investors and Apple, which is why you’re seeing all these conflicting stories.

Color had started out as a social discovery product with $41 million in funding from Sequoia Capital and Bain Capital, then pivoted to a Facebook-connected silent video app, and most recently had scored a deal with Verizon to distribute a live video app on Android phones that launched in May and showed early signs of going well.

The new app has been downloaded between one million and five million times, and has 460,000 monthly actives according to AppData, as well as additional direct usage of the app, which doesn’t require Facebook and so wouldn’t be counted by AppData.

Nguyen, a repeat entrepreneur who had previously sold Lala to Apple, is a great and energetic persuader, but many people are fed up with him and his short attention span inside and outside the company. He had recently been much less involved operationally, but he still controlled the board.

Besides Color’s conflict about products, there had also been accusations internally that Nguyen was using Color money for his personal expenses, such as his children’s ski lessons, but that seems to have never been fully addressed. It may not have happened, but many people thought it did, which gives you a sense of the atmosphere.

Sources said that the Color engineering team is likely to work on cloud technology at Apple. They’re obviously not going to be working on live video apps for Android. As for Nguyen, it’s not clear what’s next.

With reporting by John Paczkowski. 

In an interview, Rosenblum said that today was his first day at Drawbridge after working at Google for four and a half years.

In his new role as Drawbridge’s VP of Product, Rosenblum will be responsible for overseeing the company’s technology, which enables marketers to target users as they move from their computers to tablets and to mobile phones.

“Mobile is gaining share of minutes, so at some point it has to gain share of dollars,” Rosenblum said.

The company is trying to solve a problem, he said, that he was familiar with at Google. Google Offers sells discounts to consumers on everyday items, such as spa services or meals at restaurants, similar to Groupon. However, Google’s offering is slightly different because it is designed to help Google close the loop, so that it can show how online behavior — including Web searches — is dictating offline purchasing behavior. A key component of that is Google’s payment platform, called Google Wallet, which has struggled to gain consumer adoption.

While several members of the Google Wallet team have left, Google Offers has been more stable, even considering Rosenblum’s exit.

Rosenblum says his departure is not a reflection of the division’s success. “We’ve always positioned Google Offers as not competing directly with Groupon. We’ve built it as a closed loop ad platform,” he said. “I think we were wise to take a different tack and spend our engineering resources on that tack. Most small advertisers want to pay on CPA (cost per acquisition) basis, and I’m pretty proud that it’s as far along as it is.”

In May, Rosenblum announced that Google had started to integrate Groupon-like offers into Google Maps and that it was trying out other advertising models for coupons and rewards programs.

Now at Drawbridge, he said, he can help even small companies that don’t have Google-size resources increase revenue from mobile advertising by increasing their targeting abilities. The San Mateo, Calif.-based company is about two years old and has 21 employees. In May, Drawbridge’s founder and former Admob engineer Kamakshi Sivaramakrishnan raised $6.5 million from Sequoia Capital and Kleiner Perkins Caufield & Byer.

Here’s the full release:

Eric Rosenblum, Former Google Director of Product, Joins Cross-Screen Advertising Startup Drawbridge

Mobile payments expert to lead product innovation for Drawbridge’s cross-screen advertising platform

SAN MATEO, Calif. – September 10, 2012 – Drawbridge, the leader in cross-screen mobile advertising, today announces its new VP of Product: Eric Rosenblum, former Google Offers Director of Product. Rosenblum brings over 16 years of experience in product innovation, mobile payments and entrepreneurial ventures and will be responsible for driving forward product development plans for Drawbridge’s cross-screen mobile ad platform.

Rosenblum spent over four years at Google as Director of Strategy and Operations and Director of Product. Prior to joining Google, Rosenblum was founder and CEO of Smartpay, a leading mobile payment company in China. He also served as GM of Greater China and Global Strategy GM for RealNetworks. Rosenblum started his career with the Boston Consulting Group in Hong Kong and Shanghai after receiving an MBA from MIT Sloan.

“Drawbridge’s opportunity is immense,” says Rosenblum. “10% of media time is now consumed on mobile, but mobile only attracts 1% of the ad spend. The team at Drawbridge has made tremendous progress developing the tools to close this gap and building the technology foundations to finally make targeting and attribution work across all mobile screens and devices. I am beyond excited to be joining this outstanding team for the challenge.”

Drawbridge has developed technology that is able to leverage targeting data across screens and across devices. Through Drawbridge’s sophisticated probabilistic and statistical inference models, brands get a unified view of their customers regardless of channel, screen, or device. Since launching in May, Drawbridge has onboarded major advertisers focused on driving cross-screen performance in the retail, travel, and entertainment verticals. Drawbridge has made its innovative platform publicly available to advertisers and publisher partners, who can sign up at www.drawbrid.ge.

Kamakshi Sivaramakrishnan, Drawbridge founder and former AdMob and Google scientist, leads the company with funding from premier venture capitalists Kleiner Perkins Caufield & Byers and Sequoia Capital.

To learn more about Drawbridge or sign up for their service, visit: www.drawbrid.ge

About Drawbridge
Drawbridge developed the world’s first cross-screen ad technology, enabling marketers to reach their target audience across any screen and any device – smartphone, tablet or personal computer. Unlike web cookies or fingerprint-based solutions, Drawbridge leverages anonymous, non-personally identifiable information to serve ads to hundreds of millions of unique users around the world – regardless of what kind of device they happen to be using. Drawbridge is located in Silicon Valley and is backed by Sequoia Capital and Kleiner, Perkins Caulfield and Byers.

Mojgan Khalili

Another prominent venture firm has stepped up in the marketing arena and hired well-regarded former Yahoo communications exec Mojgan Khalili as an operating partner.

In an interview yesterday, Vinod Khosla said that the move was part of the Silicon Valley firm’s motto of “venture assistance.”

Like many top VCs these days, Khosla said that helping build the start-ups it invests in is a key part of its offering. It already has partners specializing in recruiting and finance.

“We are building an operating organization and communications is an important part of that to help the companies we invest in,” said Khosla. “Obviously, other firms are using this function to promote themselves, but as a fund we don’t need more publicity.”

Khosla noted that Khalili’s job would be almost entirely focused on helping start-ups. But the latter part of that quote was referencing the boom in comms hiring by prominent VC firms — such as Andreessen Horowitz, Kleiner Perkins and Sequoia Capital — some of which are getting a lot of press attention, too.

Khosla acknowledged the importance of good marketing — even some entrepreneurs, such as Square’s Jack Dorsey, are PR naturals.

“He is someone who does press well,” he said. “But 90 percent of start-ups need help to do this function, which is increasingly critical.”

Khalili is a longtime comms exec, who most recently headed product issues at Yahoo, working with top execs there.

“Working with great partners at Khosla Ventures and assisting awesome companies in so many different industries like, tech, big data, health, food and energy makes this opportunity perfect,” she said. “I am really excited to dig in.”