Worry no more, Mr. President. Your government is on the case. The U.S. Department of Energy announced today that it has cut a deal with IBM to bring a 10-petaflop supercomputer, named “Mira,” to the Argonne National Lab in Illinois.

Mira is a Blue Gene/Q and it will be up and running in 2012. It’s 20 times faster than the current system in use at Argonne, named Intrepid, which can do 557 teraflops–or 557 trillion calculations–a second, and as recently as 2008 ranked as the third most powerful computer in the world.

Meanwhile, another even more powerful computer, also an IBM Blue Gene Q, is going to Lawrence Livermore Labs next year. This one will be a 20-petaflop monster named “Sequoia.” And there’s more where that came from. These “petascale” computers are helping scientists get their heads around the idea of “exascale” computers that would be faster yet by a factor of a thousand, performing quintillions of calculations per second. (I think a quintillion is 1 followed by 18 zeroes.)

What can you do with 10 or 20 petaflops? Meteorologists could predict local weather down to the 100-meter range with a 20-petaflop system. And running a simulation of how a beating human heart reacts to new medicine, which takes two years of computing time today, will get done in two days on a 10-petaflop system.

Take that, China.

Actually, no need to: The not-at-all bashful entrepreneur has been working hard to make sure we’re all aware of what he’s calling “the Mahalo 4.0 launch/pivot.”

So there will be no shortage of places to read about this today. And if you want to hear Calacanis pitch his pivot himself, you can do that too, via a livestream of the DLD conference, where he’s presenting right now.

So here’s what you need to know:

• Calacanis, who launched Mahalo in 2007 as a “human-powered search engine,” then turned it into an “answers” site, is now trying to move deeper into the “how to” category dominated by Demand Media. Which just happens to be going public today in a very hot offering that will value the company at more than $1 billion. [Correction: Demand will start trading on Wednesday, January 26]
• The most important part of the move is a new emphasis on video, which Mahalo is creating itself. That’s a different strategy from Demand’s, which relies on a computer to spit out editorial assignments, then hands them out to an army of freelancers.
• Calacanis and Mahalo president Jason Rapp, who came on board last spring, have hired a team of 50 editors, who are now cranking out some 900 videos a week on topics like “How to Cook a Ham.” They plan to have a staff of 100 dedicated to videos by the end of the year.
• Mahalo still relies primarily on Google ads for revenue, which the company won’t disclose. But last week Calacanis said incoming dollars from Google’s YouTube have shot up 9x in the last year.
• Rapp says Mahalo still doesn’t need to raise any more money beyond its initial round, which brought in $20 million from investors like Sequoia, CBS and News Corp. (News Corp. also owns this Web site.)

If you missed Calacanis’s pitch this morning but still want to see people talking about his site, here’s a promo clip the company supplied. It features Calacanis’s employees, but not Calacanis, so it’s a lot less interesting. But you’ll get the idea.

Mahalo 4.0 from Mahalo.com on Vimeo.

RockYou plans to keep Playdemic independent, but will help grow the company’s first social title, Gourmet Ranch. The game, like many others on Facebook, expect people to complete taska, in this case everything from growing organic crops to raising animals to preparing a meal for friends.

Terms of the deal were not disclosed, but presumably it tapped into some of the $130 million RockYou had raised in multiple rounds from Sequoia Capital and others. Back in March, when it raised a round of capital, the company was valued at an astounding $300 to $400 million.

Since then, the five-year-old company has refocused its energies on making social games to target a massive industry. Its Zoo World game has been installed 50 million times to date, and it claims more than 200 million monthly unique visitors and 15 billion monthly global impressions. Besides virtual goods, it also monetizes through an advertising network.

The new business represents a shift from its original focus on making widgets for Facebook, including one that allowed users to jazz up their walls by giving them options such as “Hug Her, Slap Him, Tickle Them.” Some of its older legacy apps are being shut down, a spokesman said.

Together, the two companies will have 170 employees. The Playdemic office will be tasked with creating games for the RockYou audience, and will mark RockYou’s first official physical presence in Europe.

The consolidation of companies within the social games space will likely only continue. Investors and traditional game makers are hungry to get a piece of the growing market. In July, Disney purchased Playdom for upward of $700 million, including earnouts, and in late 2009, Electronic Arts paired up with Playfish by paying $400 million. Zynga, which is the largest social games company on Facebook, has remained independent.

In a blog post, co-founder David Lieb said the 15-person company now has more than 25 million users for its mobile-to-mobile information-sharing service, which runs on Apple’s iOS and Google’s Android operating systems. “This round of financing solidifies our priorities to build a world-class engineering and product organization here in Silicon Valley,” Lieb said.

Fortune.com’s Dan Primack reports that Sequoia is leading a round that will add “between $25 million and $30 million” in funding at a valuation “in the ballpark of $135 million.”

Someone familiar with the transaction tells me that Primack’s numbers are “not a bad guess.” And it’s possible the numbers will end up somewhere higher than his report. Another source tells me that the round will end up bringing in between $20 million and $30 million, at a pre-money valuation of $120 million. That would put Tumblr’s value at $140 million or more.

In any case, it’s a lot of money. And as wise Om Malik says, “Investors are never the story.” (Except when they are. And what’s really relevant here is that at these prices, the list of potential Tumblr acquirers gets much smaller: Google, sure. Facebook, perhaps. Yahoo, theoretically, etc.)

The real story for Tumblr remains the one we’ve asked every other time the company has raised money ($4.5 million in 2008; $5 million earlier this year): How’s it going to make money? Founder David Karp has offered several different ideas in the past, but as far as I can tell, none of them have really taken off (the fact that big publishers like Newsweek now maintain Tumblr sites, which are free to set up, does not constitute a business).

Best I can tell, the real appeal for Tumblr is its go-go growth, and the fact that it’s doing it on a very light footprint. But don’t take my word for it: Ask Spark Capital’s Bijan Sabet and Union Square Ventures’ Fred Wilson, who have been the primary investors in the company to date and who both wrote glowingly about the company in recent days.

Presumably, the company’s pitch to investors went something like this: “Look at our hockey stick! Hockey sticks like this only come around a few times a lifetime–perhaps you’ve heard of Twitter?” That is: Buy now, and we’ll figure out money later.

And it looks like it worked.

In 2000, his team dropped the hammer on the Hack SDMI challenge by demonstrating how easy it was to crack the decidedly mediocre Secure Digital Music Initiative.

Dragged into the Sony BMG CD copy-protection scandal in 2005, he discovered that Sony’s “fix” for the Digital Rights Management rootkit it used to protect some new music CDs furthered inflamed an already bad situation.

And then, of course, there were Felten’s various investigations into electronic voting machines, the most notorious being the one that revealed Diebold’s machines could be opened with a standard office furniture key. “The access panel door on a Diebold AccuVote-TS voting machine–the door that protects the memory card that stores the votes, and is the main barrier to the injection of a virus–can be opened with a standard key that is widely available on the Internet,” Felten wrote at the time. “The exact same key is used widely in office furniture, electronic equipment, jukeboxes, and hotel minibars.”

Thank God for Felten, right?

And thank God the FTC has seen fit to hire him. There’s a lot of good he can do there. As Felten described it, “My main job will be to advise the FTC leadership on technology policy issues. My goals are use my technical expertise and knowledge of the tech world to help the FTC make the best decisions on tech topics, and to contribute to building up the agency’s technical capabilities.”

Said FTC Chairman Jon Leibowitz, “Ed is extraordinarily respected in the technology community, and his background and knowledge make him an outstanding choice to serve as the agency’s first Chief Technologist. He’s going to add unparalleled expertise on high-technology markets and computer security.”

This was a takeaway message from Sequoia Capital, Accel Partners and Kleiner Perkins Caufield & Byers at the AppNation conference in San Francisco on Tuesday. All three firms have recently put money behind app makers who have come to them with an idea – and not too much else.

“It’s getting Darwinian out there. The bar is rising,” said Matt Murphy, a partner at Kleiner, as he talked about why his firm has gotten choosier when it comes to backing mobile game companies, check-in companies or other start-ups working in hot areas.

A “me-too company” – or one that aims to follow in the footsteps of a Zynga Inc. or a Foursquare Inc. – needs to show real numbers, in terms of users and revenue, to catch investors’ attention, Murphy said.

Read the rest of this post on the original site

But don’t tell that to the TweetPhoto team. The San Diego-based photo service, which is indeed built around Twitter, has just raised $2.6 million, led by Canaan Partners, supported by Anthem Venture Partners and Qualcomm (QCOM).

The series A funding certainly seems a bit more fraught than it did about a week ago. Since then, Twitter appears to have decided on a build/buy strategy for some functions it previously allowed third-party developers to handle.

And if you believe that Twitter investor Fred Wilson’s “hole-filling” blog post is a road map, then Twitter is set to run its own photo service sooner than later.

If so, the money TweetPhoto just raised makes it unlikely that Twitter will buy the start-up because it’s now a much more expensive acquisition. And you can say the same thing about YFrog, the Sequoia-backed photo service whose parent company, ImageShack, has raised $11 million.

So if you follow that logic, Twitter will either buy TwitPic, which is the most popular Twitter-centric photo service (and one that hasn’t raised venture funding)–or build its own.

TweetPhoto CEO Sean Callahan says his service will survive whatever Twitter does because it can work well with other social networks, like Foursquare and Facebook. And Deepak Kamra, the Canaan partner leading the investment, says that his team knew Twitter would want to do more of this stuff on its own, and planned accordingly.

“I think there’s a lot of fear uncertainty and doubt for the next 6 months or so. Which also creates opportunity,” Kamra said.

But even if Twitter hadn’t roiled the waters last week, TweetPhoto–and all the other photo uploading services–wouldn’t have smooth sailing. All of the services boast big traffic, but it’s expensive to host all those photos, and it’s hard to sell ads against those pages.

Meanwhile, do you know which photo service you use to push pictures to Twitter? It turns I out I use TweetPhoto, because that’s the default photo service on both TweetDeck and SocialScope, my two primary Twitter platforms. But I had to look it up to find out.

Callahan says he can lure more developers and distribution because his API is more robust than his competitors. And he says his new funding will allow him to experiment with revenue models. One idea: Charge other publishers for the right to use his users’ images as stock photos.

I think that one poses a bunch of problems. For instance, what do you do with the weird images I’ve uploaded?

But Callahan says he now has time to figure it out. “We’re going to throw a bunch of stuff against the wall and see what sticks,” he says. “That was the purpose of doing the series A.”

4.13.2010 — San Diego, CA – TweetPhoto (http://tweetphoto.com), the real-time media sharing platform for the social web, today announced it has secured $2.6 million in a Series A financing led by Canaan Partners, with additional investment from Anthem Venture Partners and angel investors. The company plans to use the capital to accelerate the development of its core offering, a platform of open APIs and mobile SDKs for real-time media sharing across the social web. The round will also allow the company to expand its developer relations program and to introduce new products that further strengthen its position as the preferred way for leading application developers to incorporate real-time media sharing into their applications.

“We are extremely pleased that we have been able to assemble a great syndicate of investors to help us in the next phase of our growth,” said Sean Callahan, CEO of TweetPhoto. “This round of funding will allow us to further attract top engineering and sales talent while we continue to focus on delivering the best platform available to instantly share media anywhere from any device. In the next few months, we will significantly expand our offerings and make it easier for developers to create compelling applications that leverage the social web.”

TweetPhoto allows users to share, discover, and interact with media seamlessly across multiple social networks through its developer platform. TweetPhoto users can link their accounts and publish media instantly to Twitter, Facebook, Foursquare, LinkedIn, and other popular social networks, and the TweetPhoto APIs support features such as photo commenting, favoriting and voting, meta-data filters, geo-tagging, location-based search, friend feeds and customizable widgets. These features are exposed through a rich suite of easy-to-implement APIs and software libraries that let application developers easily incorporate these best-in-class media sharing capabilities into their mobile or web applications.

“Consumer demand for intuitive, effective and easy to use media sharing technology continues to increase,” said Deepak Kamra, General Partner at Canaan Partners. “The number of people connecting through social networking sites and the social web is still growing, and sharing rich, personalized content is a key part of the experience. We’re excited to leverage our investment history and experience in the social media industry to help TweetPhoto expand its offerings and achieve a new level of growth.”

“Sean and his team have built a solution that provides a simple and elegant way for developers to create more engaging, connected applications,” said Brian Mesic, General Partner at Anthem Venture Partners. “The company has great traction, and the platform has proven to be scalable and robust through a period of truly impressive growth.”

One year after launching the service, TweetPhoto has attracted a dedicated team of developer-friendly engineers and key sales executives serving nearly 15 million monthly unique visitors from various social networks, 40 million API requests a day and 250 million images each month.

What exactly did Adconion buy? Some of Joost’s technology, as well as its trademark, and about a dozen of the company’s remaining 25 employees, a spokeswoman says.

So what does that leave? Does any part of the original Joost survive as an operating company? “I believe so,” says the spokeswoman, who is going to get back to us about that.

Price? Your guess is as good as mine. But I’m guessing it’s not going to be very much, and nothing close to what investors like Sequoia, Index and Viacom (VIA) were hoping when they plowed $45 million into the company more than two years ago. Index, by the way, is also an investor in Adconion and led an $80 million C funding round in February 2008.

In any case, this is all a matter of “i” dotting and “t” crossing, as Joost has officially been in hospice mode since June, when the company laid off most of its employees and replaced CEO Mike Volpi. Prior to that, Volpi and his investors had been trying to broker a sale of the company, hoping that they could convince a big infrastructure player like Comcast (CMCSA) or Time Warner Cable (TWC) to bail it out.

No dice, though Time Warner Cable did end up hiring some technical help from Joost.

ADCONION MEDIA GROUP ACQUIRES JOOST ASSETS

New Capabilities Provide Advertisers, Content Owners and Publishers with an End-to-End
Cross-Channel Video Solution

SANTA MONICA, CALIF. – NOVEMBER 24, 2009 — Adconion Media Group (www.adconion.com), the largest independent global audience and content network, announced today that it has acquired certain assets from privately-held Joost, the online video service. Terms of the transaction were not disclosed.

“Video is a top priority for our company, and through the acquisition of the Joost assets we will be able to provide advertisers, content owners and website publishers with an end-to-end global video platform and cross-channel video and display ad-serving solution,” said Tyler Moebius, CEO, Adconion Media Group. “This acquisition immediately brings additional scale and content to the Adconion video pre-roll network for clients who are looking for a safe, cost-effective alternative to achieve the maximum value of online video advertising. We’ll also continue to operate Joost.com, providing clients with a destination site to showcase and distribute their branded entertainment content.”

In June, Joost announced a change in its business strategy to focus on providing white-label video platforms, and Adconion plans to pursue this strategy. On Friday, Adconion announced its first long-term licensing partnership as the exclusive display and video ad-serving solution for the Goldbach Media Group in Europe.

The acquisition of Joost assets adds many dimensions to Adconion’s existing video services and further will solidify its position in the online video and content syndication market. Prior to the acquisition, Adconion offered targeted distribution of content, including video and television commercials, to audiences around the world via Adconion.TV; as well as customized branded entertainment solutions for clients through its exclusive relationship with the digital studio RedLever. Through the Joost acquisition, Adconion.TV will add to its library of professionally-produced video content available for targeted pre-roll advertisements across 2,000 premium publishers.

Janus Friis, co-founder of Joost, said, “Over the past few months we have been actively exploring strategic options for Joost, and have concluded that the sale of certain of its assets to Adconion is in the best interests of Joost. Adconion has a strong technological platform and a compelling business model, and we believe that both businesses will benefit as a result of this acquisition.”

A leader in advertising innovation, targeting and distribution, Adconion reaches nearly 300 million unique users on a monthly basis. Prior to the Joost acquisition, Adconion was serving more than 80 million video streams per day to targeted audiences across 2,000 global websites.

For the record, the deal theoretically values Imeem at something like $8 million, but most of that comes in the form of accounts receivable and debt obligations, and isn’t relevant to MySpace, which won’t be dealing with that stuff. And it’s not relevant to investors like Sequoia and Warner Music Group (WMG), which pumped at least $25 million into the venture.

In retrospect, Warner’s move to write off all of its Imeem investment in May was 100 percent accurate.

In September, I visited Caldwell in his San Francisco office. He looked like a guy who has had a very hard year, but he was confident that the company had gotten through the worst of it. If Imeem executed on plan, he argued, it would be able to survive. It wouldn’t be a home run, but it could at least sustain itself–no mean feat for a digital music start-up.

So what happened? “Things can change very quickly,” a person familiar with the company’s story told me yesterday. The short version of the story is that Imeem quickly and unexpectedly ran out of cash. Here’s the longer version of that story, which I’ve pieced together from various sources:

• As Om Malik reported, the company was hit with a copyright lawsuit by music publisher Orchard Enterprises (ORCD). Fighting the suit or settling it would require significant resources.
• Efforts to raise another funding round fell flat. If you want, you can blame the fact that Sequoia declined to pour more money into the company, which acted as a blinking red warning light for other potential investors. Or you could point to the fact that Web music start-ups of all stripes have been flailing for a couple of years.
• Ad sales, which had been perking up throughout the year, fell short of Q4 targets.
• All of the above meant that Imeem was struggling to meet payroll and payments on its debt, which it racked up when it built out its own content-delivery network.

So in retrospect, it’s easy to see why the company sold: It had no choice. And it’s sort of easy to see why News Corp.’s (NWS) MySpace bought Imeem: It’s hard to pay less for talent.

You’ve been able to get Funny or Die clips on YouTube before, of course, but only with some effort–until now, the site has tried to keep views on its site or with its proprietary player.

That only worked in limited doses, though, so it makes plenty of sense for the site to expose its videos to a much larger audience. But note that even Funny or Die is trying to preserve a “windowed” approach to video distribution: Its clips will still premiere on the Funny or Die site before moving over to its YouTube channel.

This isn’t nearly as important as deals Google’s (GOOG) site has already struck with providers like CBS (CBS), Disney (DIS), Time Warner’s (TWX) Turner, and Sony (SNE).

But it does provide me with a chance to run a YouTube clip featuring Will Ferrell. Warning–Mark Wahlberg drops a couple F-bombs in the last 30 seconds of this one:

Meet the Internet’s It Boys: Twitter co-founders Evan Williams and Biz Stone. A year ago their “micromessaging” platform was unknown outside of a small circle of digerati. Now the service has broken through to the mainstream, or at least to the mainstream media (thanks, Oprah!). But while Twitter has no problem generating attention, it’s still unclear how the company will actually generate revenue. Or maybe it doesn’t need to do that: Last year Facebook offered to buy Twitter for $500 million in cash and stock, and the service could presumably garner a much higher price today–perhaps from Microsoft (MSFT) or Google (GOOG). Or at least that’s what its investors may be hoping for.

Session Highlights

Live Blog

• After Kara Swisher assists Jill Sobule with a song penned for (and about) Rupert Murdoch, Walt Mossberg joins her on the stage and they thank the audience. “We double-mean it this year,” says Walt.
• Walt and Kara explain their “Web 3.0″ thesis, which you can find explained in detail here. They also plug the new All Things Digital iphone app (which is excellent!) and run through a series of less helpful iPhone apps–less helpful because they don’t exist. The Carol Bartz app gets some applause.
• Walt: It’s all about apps. Apple (AAPL) dominates that business but we will show some other great stuff at this conference. Kara: Normally we start out with big-company CEOs, but instead, we’re going to bring out the company that everyone is talking about. Here are Biz Stone and Evan Williams of Twitter.
• Kara shows off a video that depicts her mother’s low opinion of Twitter. Well worth watching.
• Walt: We also have real data about people’s opinions re: digital media, commissioned by an actual polling firm–Penn, Schoen & Berland. For instance, only 51 percent of Twitter users are on the service once a month. What’s the deal with that?

• Evan: That’s fair. We know it’s in its infancy. There are lots of ways to fix the adoption curve that we know how to do.
• Evan explains the history of Twitter. He sold Blogger to Google, hired Biz, started Odeo, a podcasting company. Walt: “Which got crushed by Apple.”
• Biz: I followed Evan to Odeo, and we started working with Jack Dorsey, who had this idea that just involved IM-like status updates that could update via mobile. To Ev’s credit, as CEO of Odeo, he sent us off to work on that.
• Evan: A few months later, at Odeo, we just didn’t see a bright future for that. Generally, if I’m not personally invested in the product, and don’t use it myself…
• Biz: I started playing with Twitter and I started laughing at Evan’s posts and thought that was a good sign.

• Evan: It was so simple. “It didn’t look like a real thing. The simplicity turned off some of our engineers. It wasn’t obvious at all.
• Walt: How many users do you have? Biz and Ev won’t comment.
• Evan: We wound down Odeo, returned the money to investors and made them whole and went off to focus on Twitter.
• Walt points out that most users don’t use the Twitter.com interface. Biz: We have at least twice as much usage via the open API and other clients as we do via Twitter.com.
• Walt: Is that good thing? Evan: Yes. Very much so. We’ve never built an iPhone app, but there are at least a dozen of them. You can’t win by trying to corral everything in. We have all these people adding value. We can’t build all the stuff people want with 45 people.

• Biz: Openness, open platforms are a big deal. We’re seeing lots of this. And people communicating on these open platforms is a big deal. It’s not just with communication. It’s with open-source software, transparency at companies, etc. People are building a ton of value this way.
• Evan: This openness helped create Summize, the search engine we bought a year ago. That couldn’t have happened if we weren’t open with our data. Turns out there’s a huge opportunity with search, and we hadn’t foreseen that.
• Walt: Will future projects and developments happen on Web pages or on clients/apps?
• Evan: We’re interface-agnostic. We’re more concerned about what the data is and that it should flow to all clients. I don’t think we’ll build a desktop app, but we will tweak the Web site a bit.
• Kara: Everyone’s talking about real-time search. But what kind of real business opportunity is available there?
• Evan: Real-time search means different things on different platforms. On Google, it’s Web search. On Twitter, it’s Twitter search. It’s different from what other people are talking about when they’re talking about real-time search. One of Twitter’s properties is that it’s low-latency, and speed is important in information dissemination.
• Kara: So what’s the value in that? What’s the advertising premise for that?
• Biz: When I think about search, I think about a box and a button. When I think about Twitter, I zoom out a bit, and I think of discovery.

• Walt: Is there a way to sell that?
• Biz: Pfft….There’s a way to make introductions to people, to tell them that things and people are available on Twitter, and there’s certainly money in that.
• Walt cites another piece of polling data: 30 percent say they’d be willing to see banner advertising on Twitter. Does that work for you guys?
• Evan: I think it’s probably the least interesting thing we can do.
• Kara: So you’re least interested in doing it?
• Evan: Yeah.
• Walt: 24 percent say they’d pay for power accounts. Do you think that’s a good idea?
• Evan: Yes, I think it’s a good idea. We’ve talked about it for a long time. Here’s how it might work: Lots of commercial users are on Twitter already. That’s not odd, and it’s happening successfully already. But we could give those users tools to make it better. For instance, here’s how P&G (PG) might sell Tide…Wait that’s a bad idea. How about The Wall Street Journal? No, they’re a media company; that won’t work either. How about Dunkin’ Donuts? People like Dunkin’ Donuts. They have an affinity for that, and they’re already following Dunkin’ Donuts. So one thing we can do is tell new users that the Dunkin’ Donuts account on Twitter is actually Dunkin’ Donuts. To verify that.
• Walt: OK, what else could you do with that?

• Evan: There’s a million ways, if you’re doing this in real time, to make this useful, and it won’t be annoying to people because if they don’t want that information, they won’t subscribe to a particular account.
• Biz on hype: We realize that this constant stream of attention will eventually go away. We have to keep concentrating on the company. “We’re one percent into Twitter.”
• Kara: You’ve raised a lot of money. You’ve had a lot of interest from acquirers. Why didn’t you sell to Facebook?
• Evan: I have a big thing about building sustainable companies. And I think that’s what Twitter should be.
• Walt: So in five years you won’t have sold this? You’ll still be running it?
• Evan: Yes. I didn’t expect to be working on this when I spun Twitter out of Odeo. But I came back to it because it was the most interesting thing I could work on.
• Kara: Do you have Zuckerberg-like control of your company, where you have the ability to control your fate and turn down a $1 billion offer from the likes of Microsoft?
• Evan. Yes. And the board feels the same way.
• Walt: You sure your board doesn’t want to sell the company within five years?
• Evan: Sequoia likes to brag about YouTube. But they also aspire to start companies like Apple and other cool companies. I think VCs like to brag about starting big awesome companies.
• Biz: When we met Bijan Sabet at Spark, I remember telling Ev that I liked him a lot. And Ev met him and said “he’s a little too nice.” Then we met the rest of the guys. [Pause]. And then we were in.
• Kara: What’s next big delta for you, the next big innovation?
• Evan. We’re not doing a TV show. We look at that like an iPhone platform that can have apps on it, but we’re not doing a show ourselves.
• Biz: I think the next big thing is scaling this company.
• Evan: Definitely scaling the company. We’re 45 people. We need to make the product better, we need to solve the awareness-to-engagement ramp. We also want to deepen the value proposition. There are lots of head-slapping things we can do to improve the product.
• Walt: I was Twitter skeptic. But I really go into it when my colleague Katie told me that this was an interesting way to keep up with news. Is that something you can build on?
• Evan: That’s the big secret for people like Kara’s mom, and we can do a better job of explaining that. Twitter disseminates information and it builds relationships. You can do one or both of those things.
• Kara: Do you need to raise more money?
• Evan: Well, we need to start building a monetizable business.
• Kara: When does that begin?
• Evan: There will be a moment when we turn something on.

• Time for Q&A: Roger McNamee from Elevation Partners begs the guys not to do midday planned maintenance outages. He also asks them to scale faster and to hire more than 45 people.
• Evan: Go to Twitter.com, and you’ll see that we’re hiring. We’re not planning on staying at 45 people.
• Q: What do you think will be key way you bring in money in a couple of years?
• Biz: You need to leave room for emergence to take place. We’re doing that in the way we structure the company and the way we hire people, etc. I’ve always said that if we described Twitter in three sentences, the first two would be about not putting too much fidelity on it, and the last sentence would be “we don’t know.”
• Q: What about an Apple-like App Store for Twitter, where you guys could sort and authenticate apps?
• Biz: I think exposing apps to people would be a good idea. I don’t know about charging for it. We know that certain apps make Twitter work much better for people, and we should promote them and point people to them. “I would like to do that right now. I don’t know how soon we’ll get to it.”
• Q: Not really a question, but a plea to not abuse the access to personal data that Twitter already has.
• Evan: We know not kill the goose. There are things that we could do that would be really stupid, and that would be dangerous, but those aren’t even the most tempting things to do.
• Q: In traditional media and marketing, we have tools to prove the value of different tools. How to tell marketing clients that they’re reaching the right audience, etc.?
• Biz: Start by typing their name in Twitter search and showing them how many people are talking about their product. They’ll immediately want to respond. That’s the easy answer.
• Q: What about looking at Nielsen-like partners to help refine metrics and tell marketers who’s looking at what?
• Biz: There are lots of interesting things we could do. I think that it will be more compelling when you’re not just following a set list of people. Twitter will be more interesting when it starts telling you things like “You go to Whole Foods a lot…maybe you’d like to know that this is on sale today, etc.”
• Evan: But it will always be recipient-driven.
• Walt: Biz, please tell me about your name.
• Biz: I couldn’t pronounce my name, which was Christopher Isaac Stone, and I said “bzzz” and that was that.

A note about our coverage: This liveblog is not an official transcript of the conversation that occurred onstage. Rather, it is a compilation of quotes, paraphrased statements and ad-lib observations written and posted to the Web as quickly as we were able. It was not intended as a transcript and should not be interpreted as one.

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]]> http://allthingsd.com/20090526/biz-stone-and-evan-williams/feed/ 3 http://allthingsd.com/20081218/would-you-like-your-calls-forwarded-to-the-under-the-desk-line-mr-moritz/ http://allthingsd.com/20081218/would-you-like-your-calls-forwarded-to-the-under-the-desk-line-mr-moritz/#comments Thu, 18 Dec 2008 13:39:40 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=9909 Sequoia Capital partner Michael Moritz once argued that “the best time to invest is when people are cowering under their desks.” A pithy little adage, and one that was understood to be emblematic of the healthy optimism and patient money of the venture capital industry and its indefatigable all-trees-grow-to-heaven worldview.

It loses a bit of its luster, though, when that healthy optimism and patient money are themselves cowering under the desk. And make no mistake, they are cowering under the desk. VC confidence at its lowest point in the five years after its sixth consecutive quarterly decline, according to the Silicon Valley Venture Capitalist Confidence Index. Sequoia recently called an emergency meeting of its portfolio companies to warn them of what one partner said could be at least a 15-year downward cycle (seriously?). Michael Moritz is out telling the Financial Times that “many of start-ups that emerged in the recent start-up boom will end up ‘spattered on windshields and radiator grills and be forgotten.’” Just one venture-backed company, Rackspace Hosting, has gone public in the past nine months. And now the National Venture Capital Association’s annual survey forecasts a 10 percent decline in venture investment for 2009. Of the 400 venture capitalists surveyed by the NVCA…

• 92 percent said they expect a slowdown in investing in 2009
• 62 percent said they expect investment will decline more than 10 percent and fall below $27 billion in 2009
• 60 percent said they expect a decline in seed investment and 64 percent said they expect a decline in early stage investments
• 96 percent of venture capitalist said VC firms will not be able to raise money for investment in 2009

“2009 will be a year of anticipation for the venture capital industry as the economic turmoil will engender a fair amount of Darwinian change,” NVCA President Mark Heesen said in a statement. “The recession and shuttered IPO market will place tremendous pressure on portfolio companies to tighten their belts and re-tool where necessary. We will likely see a marked slowdown of new investments as venture capitalists turn their attention to supporting these existing companies.”

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