Other examples that have punctured my attention bubble in recent years are platform-as-a-service, infrastructure-as-a-service and storage-as-a-service, and there are probably many more. Then they get turned into ever-weirder acroynyms: Saas, PaaS, Iaas. You get the idea.

Today, Netsuite, the cloud player whose traditional approach is essentially to run your business from the cloud, today contributed its own new thing offered as a service: Commerce. (Cue the acronym: CaaS.)

One of the big things that businesses have to do is buy and sell goods and services from other businesses. The most basic example is that widget makers have to buy cardboard boxes from a supplier, because the goods don’t show up on the loading dock by magic. The same goes for every bit of physical stuff a business needs and also the services it pays for to keep its operations running smoothly.

Netsuite isn’t just managing the back-end business-to-business commerce, but also the direct-to-customer type of commerce. And the experience works pretty much anywhere a customer may be coming from: On a phone, tablet or PC, in a store or on social media.

As customers have essentially come to expect to be able to buy anything and everything online, the traditional back-end commerce engines like Microsoft Dynamics, Great Plains, Sage and even SAP were imperfectly combined with patchwork solutions for selling on the Web. And the bits of the system that faced customers have rarely if ever been unified with the ones that also face suppliers, which has a way of complicating things like inventory, the supply chain and everything else that stems from basic ebb and flow of supply and demand.

And things are getting even more complicated as machines are programmed to automatically buy things from other machines based on a pre-defined set of circumstances.

NetSuite has built what it calls a commerce engine — dubbed SuiteCommerce — that speaks directly to the core enterprise resource planning (ERP) and customer relationship management (CRM) functions that are already its bread and butter. In English that means that the new engine comes into the process already knowing what everything is, and also who everyone is. That makes it ready to wheel and deal not only with customers but also with suppliers. And when you get down to it, that’s a good way to reduce a lot of friction in any business, which is pretty much what cloud computing is supposed to be about.

The commerce service was probably the biggest news to come out of Netsuite’s SuiteWorld conference in San Francisco today, where CEO Zach Nelson (pictured) gave a keynote address. The company also announced a partnership with Square, the maker of little white credit-card reading thingies that you can insert into an iPhone or iPad for the purpose of accepting payment. Square’s Register application has been integrated with SuiteCommerce, so if you see more businesses using Squares, maybe this has something to do with it.

Flying under the radar — and away from the eyes of the tech press that might have otherwise paid it attention — was sort of the plan, Demandforce chief marketing officer Patrick Barry told me in an interview a few minutes ago. “We built this company the old-fashioned way. That meant putting our customers first. PR and other things were not a priority. Our customers don’t read tech sites. We focused our efforts on reaching out to our customers.”

Whatever it was, it worked. Demandforce, launched in 2003, had attracted $11.8 million in venture capital investments, primarily from Benchmark Capital. By the time of the acquisition announced today, the San Francisco-based outfit had 300 employees, a profitable business with a run rate of $60 million in annual sales and — get this — $12 million in the bank.

So what does Demandforce do? Marketing for small businesses: Dentist’s offices and hair salons and auto-repair shops and scores of other types of small businesses that make up the majority of the U.S. economy and need help reaching out to their customers.

Demandforce, Barry told me, built bridges to the data stored in old-school marketing software programs — and there are dozens of them — that would typically run on desktop machines, freeing up the data and moving it into the cloud.

From there, it would apply its own marketing algorithms to the business: managing appointment reminders, asking customers for feedback and publishing customer reviews. So far, Demandforce has syndicated 1.5 million reviews to Google and CitySearch and other sites like them that accept Demandforce content.

Intuit said in a statement that it will make Demandforce into a new division in its Small Business Group; it will continue to be led by Rick Berry, Demandforce’s president and founder. He will report to Kiran Patel, the executive vice president and general manager of that group.

After the deal closes, Intuit said, it expects Demandforce to add one to two points to its revenue growth in fiscal 2013, and to be neutral or slightly dilutive this year. Intuit shares rose 44 cents, or less than 1 percent, to $58.04.

Now, there are lots of X-as-a-service plays in the IT world, and one of them is the desktop-as-a-service approach, where everything you need for a workaday PC can run on a virtualized server in the cloud, and all the user sees is a keyboard, mouse and screen. It’s efficient, easier and less costly to support than desktop PCs. But? You need to fully license every instance of software you use, in much the same way you would with an old-school desktop. And then there’s always the latency that comes from delivering something via the pipes, which are never quite fast enough, no matter what you do.

But what if you could deliver a full computing experience — operating systems, applications, gaming, the whole enchilada — virtually? Two weeks ago, I saw a demonstration of just such a service that kind of blew my mind. And today the company behind it, Numecent, is coming out of stealth mode and also announcing a spinoff.

First, let’s cover the basics: Numecent is a start-up run by Osman Kent, the onetime CEO and co-founder of 3Dlabs, the company that in the 1990s more or less started the graphics processor industry, which Nvidia and Advanced Micro Devices are the leaders of today. The company has a bunch of undisclosed investors, but last month TechCrunch reported that it had raised $2 million in a series A that was part of a larger $10 million funding round. I’m told there are 107 individual shareholders in the company.

So what does Numecent’s Technology do? It calls its technology “cloud paging,” and in its corporate literature it takes pains to explain that it is nothing like “pixel streaming,” a technique in which applications, mostly games, run on a cloud server and deliver the experience of the game — literally the pixels of a gaming environment — to a PC over the Internet. This is essentially how OnLive, a gaming outfit, works.

The fundamental problem here is that while the cloud is good for streaming linear content like movies and music, where one bit follows logically after another, it’s less good at nonlinear stuff, like applications. One bit doesn’t necessarily follow in a logical order from another, because users jump around from one process or feature to another. So if you’re trying to run a software application via the cloud, you can run into trouble pretty easily if it’s a processor-heavy program.

Cloud paging, as best I understand it, uses the Internet to transmit x86 chip instructions — basically telling the Intel or AMD processor in a PC what to do remotely. What this allows is something Numecent describes as “friction-free” computing. What that means in practice is that you could run any application on your local system from the cloud, in an almost-instant, on-demand manner. And when you’re done using it you just shut it down and your local system is left more or less untouched. When you’re done using it, it’s as if the software had never been on your PC.

Numecent’s cloud-paging scheme breaks software up into small pieces, called “pages,” that can then be pushed out dynamically. The user’s machine creates what’s called a virtual memory management unit, which handles the job of requesting the pages that are delivered. Connections between the client machine and the server are also strongly encrypted.

The end result, the company says, is a reduction by as much as 60x in deployment and delivery time of applications. And there’s also nothing to maintain. When the user is done using the virtual application or machine, there’s nothing left on the client machine.

Let’s say you’re a part-time graphic designer who works for a company only two days a week. The company would normally have to pay for you to have Adobe Creative Suite installed on the machine you use. This can easily run a few thousand dollars. But if you could check it out for a few hours and run it on a cloud server, with the same features and the same native speed, as though it were installed on your local system, it would cost your employer a lot less.

Central to all this are 10 patents that Numecent has on its cloud-paging technology. I’m told that these are battle-tested patents, and that Microsoft and Citrix Systems are among its licensees.

The same experience can be applied to games. Most games worth having can be bought from download stores today, but they’re huge and take a lot of time to download and then install. What if you could just play whatever game you wanted, pay for the time you use it, and then stop paying when you’re done? That’s sort of the idea behind Approxy, a spinoff that Numecent is launching today, as well. Yavuz Ahiska, another 3Dlabs alum, is taking it out of Numecent, and plans to offer a white-labeled cloud gaming service that gaming companies can license. Approxy is described in a lot more detail in the video (below) that Numecent shared with me exclusively.

Numecent’s plan is to essentially spin out different companies that put its cloud-paging technology to work in different contexts.

Approxy from Arik Hesseldahl on Vimeo.

The bare facts are these, according to this lengthy analysis by Bloomberg News: Since 1953, the U.S. has imported more energy-producing resources than it has exported. The main reason is that the U.S. doesn’t have a lot of domestic oil production and has always relied on imports from other countries, many of them countries in the troubled Middle East. In a political context, the phrase “energy independence” is usually associated with pie-in-the-sky notions of being free from the odious burden of foreign policy entanglements in that region.

But now, Bloomberg says, the idea is no longer so pie-in-the-sky: Last year, the U.S. produced about 81 percent of its energy, up from a recent low of 70 percent in 2005. What gives? A boost in domestic oil production, more efficient cars, stricter mileage standards, ethanol in our gasoline and a significant surge in U.S. production of natural gas. In fact, if this keeps up, the U.S. is on track to be the biggest energy producer in the world within eight years.

Does that sound like something of an opportunity? You’d better believe it. Insight Venture Partners, the New York-based venture capital and private equity firm that has in the past invested in tech properties like Twitter, Tumblr, LivingSocial and FlipBoard, is leading a massive $165 million investment in a Texas-based oil and gas database company called Drilling Info.

Essentially, what the company does is provide a lot of incredibly specialized information about where energy resources like gas and oil wells are located, what its characteristics are, how long a site is likely to be productive, and so on. The database is offered via the cloud as a software-as-service product. “It really focuses on giving energy companies the data they need to make smarter decisions about where and how they spend their production resources,” Deven Parekh, managing director at Insight, told me. The database tracks information like depletion curves — a measure of how long a well can continue producing oil — and environmental information, seismic data and so on.

Offering it as an SAAS product just makes it easier to manage and maintain. Once upon a time, database companies would send out CDs with software and data updates. Using the cloud makes it easier to keep the data current, and to save on costs.

Parekh told me that Drilling Info has about 3,000 customers in the U.S. and worldwide; and while he wouldn’t disclose its annual revenue, he said it’s in the tens of millions each year. Its customers produce about 90 percent of the oil and gas produced in the U.S. A lot of its demand is coming from companies working on so-called “unconventional exploration” for oil and gas resources, and there’s also significant international interest, too. For example, there are more companies working on methods for getting hard-to-reach oil in shale reserves.

Parekh says the moment has come for some serious investment in energy production technologies. “Everyone pays attention to all the innovation going on at Apple and Google, but what they tend not to appreciate is how much innovation is taking place in the energy industry,” he said. “We don’t talk about it every day, but there’s so much going on.”

Battery Ventures and Eastern Advisors Private Fund are also investing, and at least part of the funding round is going toward earlier shareholders. The capital will be used to expand its customer footprint, but also to possibly make some acquisitions.

Note: Initially the headline on this story said it was Index Ventures, not Insight, making the investment. I’ve since corrected it, though the initial erroneous headline is still making the rounds on Twitter. Sorry about that.

The deal can’t help but be seen as a response to SAP’s acquisition last year of SuccessFactors, a Taleo rival. Indeed, Taleo’s shares have appreciated significantly in recent months — from $29 to $42 a share over the course of two weeks in December — on speculation that it would be the next cloud company to fall to the recent burst of acquisitions in the cloud software space. And so it has.

If Taleo is a new name to you, perhaps you should go back and read this interview I did with its CEO Mike Gregoire (pictured), about a week after the SuccessFactors deal. The company had been on track to do $325 million in revenue, and has been growing at a 20 percent annual clip.

What’s strange is that Gregoire seemed uninterested in being acquired by Oracle at the time, mainly because he had lived through Oracle’s hostile takeover of PeopleSoft, and had been with that company “until the bitter end.” Apparently, Gregoire and his board have seen past any reticence about Oracle this time around.

The press release is below:

Oracle Buys Taleo

Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud

DUBLIN, CA–(Marketwire -02/09/12)- Oracle today announced that it has entered into an agreement to acquire Taleo Corporation (NASDAQ: TLEO – News), a leading provider of cloud-based talent management for $46.00 per share or approximately $1.9 billion, net of Taleo’s cash and debt. Taleo’s Talent Management Cloud helps organizations attract, develop, motivate and retain human capital to improve performance and drive growth.

Together, Oracle and Taleo expect to create a comprehensive cloud offering for organizations to manage their Human Resource operations and employee careers. The combination is expected to empower employees and managers to effectively manage careers throughout their entire employment, enable organizations to retain talent and optimize costs, and improve the employee experience through faster on boarding and better collaboration with team members via social media.

The Board of Directors of Taleo has unanimously approved the transaction. The transaction is expected to close mid-year 2012, subject to Taleo stockholder approval, certain regulatory approvals and other customary closing conditions.

“Human capital management has become a strategic initiative for organizations,” said Thomas Kurian, Executive Vice President, Oracle Development. “Taleo’s industry leading talent management cloud is an important addition to the Oracle Public Cloud.”

“Taleo’s integrated cloud-based talent management solutions optimize how organizations hire, manage, develop and reward their employees and gives companies the intelligence needed to capitalize on their most critical asset — their people,” said Michael Gregoire, Chairman and CEO, Taleo. “Joining forces with Oracle gives us the opportunity to better serve our customers.”

If the name seems familiar, then perhaps you remember something of the episode resulting in Roehm’s acrimonious departure from Wal-Mart. The retailer hired her in 2006 in an attempt to bring its brand image into the 21st century and make Wal-Mart an acceptable choice for higher-end consumers.

A lengthy Wall Street Journal profile that year ran through the highlights of Roehm’s pre-Wal-Mart career: Racy double-entendre-laden ads for the Dodge Durango; a campaign with the tagline “That thing got a Hemi?” promoting Chrysler’s muscular engine. In 2004, she hatched an idea for something called the Lingerie Bowl, a pay-per-view event, tied to that year’s Super Bowl, which was to feature scantily clad women playing football. Car dealers and conservative groups complained, and Chrysler withdrew its sponsorship. Early successes at Wal-Mart included a 2006 TV campaign that poked fun at electronics retailer Best Buy.

However, Wal-Mart fired Roehm at the end of 2006 over accusations that she carried on a romantic relationship with a subordinate, Sean Womack. Wal-Mart also accused her, in a court filing, of using company-paid travel to conduct the affair. Roehm was also accused of accepting gifts from executives of an ad agency she ultimately selected, which Wal-Mart said violated company policy.

What followed was a full-blown ad-industry scandal. Womack’s wife turned over emails between Roehm and Womack, more or less proving the affair. Roehm sued Wal-Mart in 2007, accusing then-CEO Lee Scott and other senior executives of accepting gifts of travel and concert tickets from suppliers, and benefiting from preferential prices on items like boats from the Minnesota billionaire Irwin Jacobs. It only got uglier, until a judge dismissed her suit; the lawsuits appear to have ended.

Roehm doesn’t seem to have much history working on campaigns for business-to-business products of the kind that SAP produces. Even so, given her reputation for trying to shake things up with sleepy brands, it will be interesting to see what she does with SAP.

SAP is definitely on the move. Two months ago, it spent $3.4 billion to acquire SuccessFactors, a cloud-based maker of human resources software. That deal was only the latest in a string of deals by traditional software companies to roll up cloud-based outfits. SAP is also making noises about its own cloud, and will probably want to spend lavishly to market its Business ByDesign and HANA products this year, which SAP’s co-CEO Bill McDermott discussed last year with AllThingsD. That’s going to require some new marketing messages that will probably be like nothing the company has ever done before. It will be fun to see how it evolves.

Ahead of the dinner, Anderson stopped by my office to let me have a peek at his 10 predictions, and we talked them over a bit. All 10 are below, along with some comments from Anderson that emerged from our conversation.

Before diving into the predictions, Anderson tells me there is a grand theme that unifies them all: “Integrating everything.”

What does that mean? “It means a whole lot of stuff that needs to be integrated. We don’t need anything new at all. There’s so much work that needs to be done with the existing tool sets. Steve Jobs didn’t really invent anything at all. But he was great at integrating things into a product. There’s a lot more of that work to do. We have to do it in the phone world and the TV world and the health care world. We have lots of devices and lots of chips and lots of operating systems and lots of content. The bigger question is, how do human beings use it all efficiently?”

As an example, he cites the collaboration between Nuance, the speech software company, and IBM, bringing the Watson computer of “Jeopardy” fame into the area of health care. “For the first time, the idea of evidence-based medicine won’t just be in a magazine article,” Anderson says. “A doctor will be able to pick up his phone and describe four symptoms, and find out what the likely diagnosis is, what the indications are. It’s fantastic.”

So here are those 10 predictions, with additional comments from Anderson:

1. TV becomes the new center of gravity in the tech universe. All the other devices find their niches in the TV galaxy. Microsoft’s attempt to integrate Kinect into TV is a strong if qualified success. Smart phone-TV integration software becomes a new category. Pad-TV integration becomes common.

“Apple will hustle to launch the next version of Apple TV, and it will be a roaring success and be seen as Tim Cook’s first great product success. But what it really will be is Steve’s last product.”

2. 2012 will see tectonic shifts in phone markets. “Nokia will fail to come back, which is pretty clear to everyone except the people in Finland.” Samsung, Anderson says, will retain its spot as the new global leader in mobile phones by volume, and will keep this crown despite the debut of Microsoft’s Windows Phone 7.

Meanwhile, Anderson says, Google will lose control over the Android operating system, mainly because unlicensed versions of Android will multiply in type and in installed base, especially in Asian countries. “It’s already a balkanized environment. Now Google loses control of the technology entirely. China is already running an unlicensed version of Android, and I think there will be more of that.”

Finally, the smartphone will finally emerge as the dominant category of wireless phone. “Why would you have anything else? And why would sellers of content and services want you to?” he says. “It doesn’t matter if you’re in a rich country or a poor country. This stuff is cheap.”

3. Clouds are for consumers, and for start-ups. Even as a large number of big companies move pilot projects onto external clouds, it will become clear that the real trend is for enterprise to stay away from clouds in all key areas, for reasons of both security and reliability.

“The cloud guys hate this because they want to sell to enterprises,” Anderson says. “But the security issues are becoming really intense. If you’re a CIO, it’s a terrible environment, and you’re a target, for sure, especially if you’re a company with a lot of intellectual property. I’m not implying that things like SAAS (software as a service) aren’t a big trend. But no one is going to put their valuable IP on the cloud.”

4. Security splits the tech world in two, finally getting attention from CEOs. Companies with real IP start to realize they have to “go big or go home” with their security response, and their spending on protecting their “crown jewels” rises dramatically.

5. Siri stuns the world. Siri, on Apple’s iPhone 4S, has sounded the arrival of Internet personal assistants, and the world will spend this year marveling at what Siri and its rivals can and cannot do — and what they can learn to do.

“I think we’ll see a bunch of these things,” Anderson says. “Siri will get much better. It will learn how you learn. We’ve never seen people have long-term relationships with machines before, but it will be a long-term relationship, and she will remember everything, but make good use of it. She will know you learn better by seeing than hearing, or that it takes three times to tell you something. All those things that you have to program today should be learnable. None of that has been done yet. That creates a real friendship. And I think we’re going to start seeing personal assistants not just for everyday life, but for professions like medicine or car repair. Instead of just having Siri be everything, there will be many Siris for different contexts.”

6. We enter the amazing world of Dave and HAL, as voice recognition comes of age. From hospital to car, mobile to home, Kinect to Siri, exercise to play, work to entertainment, remote control to direct action, from Microsoft to Apple, from Tellme to Nuance — the time has come for computers and humans to talk to each other. With lots of funny stories, big bloopers and amazing breakthroughs, humanity at the end of 2012 will be talking to machines in a normal voice, and it will not seem unusual, nor be the cause of unending frustration.

“The voice-recognition part is almost trivial,” Anderson says. “The important part is context-sensitive understanding. It used to be that all the researchers at Carnegie Mellon used to think that all you needed was more computing horsepower to do better at voice. It turned out that was wrong. It was right for a little while, but the real problem is context. And so, if you can build up that database where you can search it contextually for what to expect, that is where you get all the mileage.”

7. E-readers prosper, but pads continue to dominate what Anderson calls the “carry-along” market. Pads and tablets will come down in price and get closer to prices of e-readers. Meanwhile, Anderson says, Amazon’s Fire will move upmarket and evolve into a full-fledged tablet.

“If you look at the specs on the Fire, it’s a tablet, but it’s hobbled,” Anderson says. “So I think that this is part of the whole strategy: Come in and sell at a low price, and then later unveil a more complete tablet. Apple will stay ahead, though. A lot of people are asking me if Amazon will catch Apple, and the answer is no. The way it’s configured right now, there’s no way the Fire will catch up with the iPad.”

8. The consumption world explodes. Get ready for new devices, new content, new bundles, new connection techniques, new distribution channels, new aggregators, new tablets, new phones, new players, new self-published authors, new garage bands, new consumption models riding on social networks. There is nothing but high energy in the content consumer market. People are now ready to spend subscription money, and the publisher response will be huge. “It’s going to be a huge melee of stuff,” Anderson says. “We’ll invent more stuff to consume, and it will be very hard to figure out who the players are from week to week, and how they’re doing. They may not even know themselves.”

9. Governments and corporations focus on intellectual property as though it were their most prized asset. It is. This new global understanding leads to a reevaluation regarding giving critical IP away for nothing versus protecting it. The age of what Anderson calls “IP naïveté” is over, and the question of proper IP valuation is here.

What is IP naïveté? “When Jeff Immelt stood on the steps of the White House the day after he was named jobs czar, and handed the plans for GE’s most important jet-engine project to Hu Jintao in order to get the permission to be allowed to bid on maybe selling engines to China — that’s IP naïveté,” Anderson says. “Thinking that’s not going to come back and show up for sale in Houston from some Chinese company in about six months is IP naïveté.”

During 2012, he says, companies and countries will start valuing their intellectual property not for its replacement value, but for figures that are magnitudes larger. State-sponsored IP theft will shift from being considered a nuisance and more along the lines of an act of aggression.

10. Amazon gets it all. Between outdoing Wal-Mart online, to beating the booksellers and delivering groceries, and making new inroads in video streaming, Amazon will prove that one company can indeed have it all. Strong Kindle and Fire sales will only be icing on the cake.

Fast forward to October, and Slootman is not only CEO of a new company, ServiceNow, but is getting his old band from Data Domain — which he sold to EMC in 2009 after a takeover battle with NetApp — back together.

So what is ServiceNow? It was started in 2003 by Fred Luddy, the former CTO of help-desk management outfits Peregrine Systems and Remedy, one of which is now part of Hewlett-Packard, the other part of BMC. The ServiceNow idea is basically to compete with HP and BMC by replacing those old on-premise help desk management applications with a cloud-based software-as-a-service offering.

ServiceNow has grown like crazy, doubling its sales every year for eight years in a row — it now has 500 employees and boasts $130 million in recurring revenue. Slootman joined as CEO in April. And now he’s hired a bunch of his old buddies from Data Domain to join him.

Having earlier in the week tapped Arne Josefsberg — a 25-year Microsoft veteran who was most recently general manager of the Windows Azure service — as its chief technology officer, ServiceNow has just hired a batch of Data Domain guys away from EMC:

• Michael Scarpelli, the former CFO of Data Domain will now be ServiceNow’s CFO.
• Dan McGee, the onetime senior vice president of engineering, will be — you guessed it — senior vice president of engineering.
• David Schneider will be senior vice president of worldwide sales and service, taking the same title he held at Data Domain.

Though people know Slootman primarily for his work in the storage business at Data Domain — which he ultimately sold to EMC for $2.1 billion — he calls his journey into that line of business a “diversion.” Before Data Domain, he was a senior executive at Borland Software. “Before I was a storage guy, I was an applications guy. I worked in the software layer, so this is right in my wheelhouse,” he told me. “People say the cloud is hot, but what’s even hotter is cloud management, because people need software to manage it, and we’re right smack in the middle of that set of issues.”

So what’s the plan for ServiceNow? To kick things up a notch, naturally. “We’re getting the company IPO-ready,” Slootman says. And while it hasn’t hired any bankers yet, it’s not for nothing that Slootman just brought in a team of trusted execs who were along for the ride with Data Domain’s 2007 IPO and subsequent acquisition.

If and when it happens, a ServiceNow IPO will be rather different from so many others in recent history. ServiceNow is already cash-flow positive: It has $70 million in cash on the balance sheet, Slootman says, and started with practically no venture capital. It took a small $2.5 million round from JMI Equity in 2005; in 2009, Sequoia Capital invested by buying out some employees’ shares, and Sequoia’s Doug Leone joined the board of directors.

So what happened at Greylock? “I found out that I don’t have the temperament or disposition or DNA set to be a venture capitalist,” Slootman told me. “A lot of people told me I wouldn’t last, and they knew me better than I knew myself. If you’re going to fail at something, it’s best to fail fast and move on to the next thing.”

The Street was quick to speculate that Dell was looking at Rackspace or Brocade. Turned out it wasn’t either of them.

Moments ago, Dell said it will acquire Boomi, a software-as-a-service (SaaS) outfit that focuses on the integration side of the business. Terms of the deal were not disclosed, but this is obviously a small acquisition for Dell. Boomi landed $4 million in venture funding in July of 2008 from FirstMark Capital and, as best I can tell, nothing more after that.

Who: David Maher Roberts

What: CEO

Why: David came to The Filter from the publishing world. The Filter used to be a music-selection engine (pre-Apple Genius). Today, after a major overhaul, David says it’s trying to be a recommendation engine that brings “the world of entertainment, filtered for me.” Now The Filter offers that service to businesses that want a recommendation engine on top of their own content services. NBC is the company’s latest major client.

Where: thefilter.com (Web site); @davidpmr (Twitter); Bath, United Kingdom (analog place)

Who Else: Apple’s (AAPL) Genius is trying to supply the service on top of its own content engine in iTunes. Pandora is in the mix too.

Five Stats You Won’t Find in His Facebook Profile:

Man of the World: I don’t know where my accent is from. I’m half French and half English and was raised in international schools in Brussels. I’m a true European.

Started Life: I went into journalism as a photographer. When I was 24, I started a couple of magazines, which didn’t go well, but I got picked up by a U.K.-based publisher (Future Publishing) and moved up their ranks.

Biggest Influence: Chris Anderson, founder of Future Media (David’s former employer) and now of TED.

Real Passion: I was trained as a jazz drummer from the age of 10 and always played in bands and things.

On His Playlist: All based around French Electro Pop. Right now, I’ve fallen in love with Owl City. It represents exactly the sort of music I grew up with in France. It just makes me smile. My staple diet is much more British. Stuff like the Twang. My favorite band of all time is Belle and Sebastian.

Bio in 140 Characters

Lives in Bath, U.K., but began life a citizen of Europe. David commutes globally so his family doesn’t have to.

The Five Questions

Break this down for me. What does The Filter do now, and why is Peter Gabriel involved?

Yeah, so Peter Gabriel was one of our founders and is an investor now. He and our CTO, Martin Hopkins, had the idea about 10 years ago that we would need some kind of tool to help us navigate the world of content when we had too much choice. Our model has changed since then, but we still do basically the same thing. Today, we are basically in the SaaS, software-as-a-service, business. Our technology gets laid on top of other businesses’ content to deliver more relevant recommendations.

A good example is Nokia (NOK). They use us to combine information about your content preferences and your geolocation to give you recommendations about events nearby.

Let’s say I’m listening to music online. How much information about me does my music service need to give you in order for this to work?

Well, what we offer to most of our customers is an anonymous service. We do a lot of personalized services too, though. We can do a good job not knowing anything about the person and just about the session they are in right now. We take input like the piece of music, how many times you’ve listened, whether or not you’ve shared it or saved it to a play list, and then recommend statistically similar content. At its core, our product is a Bayesian inference engine, so it assigns mathematical probabilities to whether or not you will like something and then computes the best fit. We blend the metadata connections with the behavioral connections, and then we filter the output.

I’m a little hazy on how you connect consumers to their data and then make recommendations. You said you do use individual-level data sometimes. Do you guys use data collected from one company to inform the algorithm that recommends content at another?

Well, there are two things we are being careful about, as you’d imagine. Generally, we use data from within an organization to inform the decisions made there. We do anonymize and aggregate all of the data and use that for all of our customers. The individual-level data we try to keep anonymous.

What does a paper publishing guy have to offer a digital recommendation engine?

I came in originally as a consultant to help them with their “come to market” strategy. I was running all of Future Publishing’s Web operations for Europe and stumbled upon Eden Ventures, who are the VCs behind The Filter. I came in, and there was already a CEO. I didn’t realize they were trying to replace him, but we worked on what they should be doing and at the end of it they offered me the job. I would say that I come in from the content and publishing world, and I know how media companies make the kinds of decisions like using a service like The Filter.

What is the eventuality you guys hope for here? Is success in ubiquity or in being bought up?

I think my goal with The Filter is to grow it to be so large that it is the glue that connects people to their content. Once that happens, I think we’d hope for a large business to be so connected to our technology that they want to own it.

The In Living Color Interview

]]> http://allthingsd.com/20100416/almost-famous-david-maher-roberts-of-the-filter/feed/ 0 http://allthingsd.com/20100322/accel-partners-kevin-efrusy/ http://allthingsd.com/20100322/accel-partners-kevin-efrusy/#comments Mon, 22 Mar 2010 16:17:43 +0000 Kara Swisher http://kara.allthingsd.com/?p=25849

BoomTown runs into venture capitalists all the time in Silicon Valley and elsewhere and usually tries to run the other way.

Not so last week, when I enjoyed a lovely lunch and chat with Accel Partners’ Kevin Efrusy.

Perhaps that’s because Efrusy, who joined the Palo Alto, Calif.-based firm in 2003 (the outfit now best known as Facebook’s VC), has actually been an entrepreneur rather than just an entrepreneurial pundit like too many of his ilk.

He launched Corio, a software-as-a-service start-up that went public, and was CEO of IronPlanet, an online e-commerce marketplace for heavy equipment.

(There was also a stint at consultant Bain & Company, which I am willing to overlook.)

A Stanford University multi-grad with a master’s in electrical engineering, Efrusy is actually named on the Accel Web site as the “source” of the firm’s investment in Facebook.

And he has led Accel’s funding of both consumer and enterprise start-ups, such as social group-buying site Groupon and SpringSource, the cloud-computing unit acquired by VMware (VMW) for $420 million recently.

Here’s the video interview I did with Efrusy about the investment market in both these areas, as well as the overall mood in VC land:

]]> http://allthingsd.com/20100322/accel-partners-kevin-efrusy/feed/ 0 http://allthingsd.com/20100202/yammer-grabs-10-million-more-in-funding/ http://allthingsd.com/20100202/yammer-grabs-10-million-more-in-funding/#comments Wed, 03 Feb 2010 05:24:50 +0000 Kara Swisher http://kara.allthingsd.com/?p=23966

Yammer, the enterprise equivalent of Twitter, said it had grabbed another $10 million in financing.

But the question for the San Francisco-based microblogging service for businesses and closed groups is: “What are you working on?”

Yammer has both free and a paid–the gold level is $5 per user, per month–versions and is essentially a useful productivity tool.

Emergence Capital took the lead in the Series B round for Yammer, along with ubiquitous Silicon Valley investor Ron Conway and previous investors.

Yammer previously raised $5 million from Charles River Ventures and The Founders Fund.

Here’s the release:

Yammer Secures $10 Million in Series B Funding from Emergence Capital and Previous Investors

Investment To Fuel Product Innovation and Sales Coverage

SAN FRANCISCO, Calif., February 3, 2010–Yammer, Inc., the leader in Enterprise Microblogging and Real-time Communications, today announced that it has received $10 million in its Series B round of funding. Emergence Capital leads the round; with general partner Jason Green joining Yammer’s Board of Directors. SV Angel, led by seasoned Silicon Valley investor, Ron Conway, is also participating as are previous investors, including Charles River Ventures and Goldcrest Investments from Dallas.

Yammer launched its solution in September 2008 and has experienced rapid user adoption with over 60,000 organizations globally having adopted the solution. Drawing on this momentum, Yammer will use the proceeds to accelerate product innovation and increase sales coverage.

“Yammer is revolutionizing the way employees communicate and collaborate, filling a need that email has failed to deliver,” said Jason Green, general partner at Emergence Capital. “Yammer has a passionate and proven executive team, a compelling freemium business model, a loyal customer base and a huge market opportunity. We are thrilled to be joining them in the next phase of their rapid growth.”

Companies and organizations of all sizes across a wide range of industries benefit from Yammer. They use Yammer for a multitude of reasons, including improving workforce productivity, connecting a geographically dispersed team, getting new employees up to speed, and increasing the flow of content and knowledge.

“Yammer is focused on improving the way employees communicate and stay connected to critical information about their company and job,” said David Sacks, founder and CEO at Yammer. “We’re pleased with the rapid growth and market adoption we’ve achieved and are poised to accelerate it with exciting enhancements to our product and with broadened sales coverage. We’re eager to work with Emergence Capital and leverage their expertise in building world-class Software-as-a-Service (SaaS) companies and are gratified that proven technology investors such as SV Angel and Charles River Ventures are also participating in the funding.”

]]> http://allthingsd.com/20100202/yammer-grabs-10-million-more-in-funding/feed/ 0 http://allthingsd.com/20091103/china-unicom-5000-iphones-sold-so-far/ http://allthingsd.com/20091103/china-unicom-5000-iphones-sold-so-far/#comments Tue, 03 Nov 2009 19:00:55 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=28097

]]> http://allthingsd.com/20091103/china-unicom-5000-iphones-sold-so-far/feed/ 0 http://allthingsd.com/20091103/cisco-dvn/ http://allthingsd.com/20091103/cisco-dvn/#comments Tue, 03 Nov 2009 14:29:09 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=28041 Cisco’s fall acquisition binge continues unabated. Late Monday, the company announced plans to buy the set-top box business of China’s DVN Holdings for up to $44.5 million ($17.5 million upfront, with an additional $27 million based on performance). This after spending $3 billion on videoconferencing system maker Tandberg, wireless infrastructure outfit Starent Networks (STAR) and software-as-a-service security vendor ScanSafe–all in quick succession.

The deal gives Cisco (CSCO) a foothold in China’s massive cable market, whose 160 million subscribers make it the largest in the world. And with the Chinese government mandating full digitization by 2015, this figure could grow to 200 million in as little as three years.

“That presents for Cisco and other competitors in the market a very, very compelling market opportunity,” Hilton Romanski, VP of corporate development for Cisco, told Reuters. “What we’re trying to get access to is good local expertise that can help us think about how to make this transition, becoming an increasingly local company in China.”

]]> http://allthingsd.com/20091103/cisco-dvn/feed/ 0 http://allthingsd.com/20090920/top-microsoft-infrastructure-exec-chrapaty-heads-to-cisco/ http://allthingsd.com/20090920/top-microsoft-infrastructure-exec-chrapaty-heads-to-cisco/#comments Mon, 21 Sep 2009 05:39:07 +0000 Kara Swisher http://kara.allthingsd.com/?p=18658

One of Microsoft’s top execs, Debra Chrapaty (pictured here), who heads its infrastructure business, is leaving the software giant to take a top job at Cisco (CSCO), sources said.

Chrapaty–whose title is corporate VP of Global Foundation Services–is also one of increasingly few top women tech execs at Microsoft (MSFT), where she has worked for seven years.

The job put her in charge of, as a Microsoft site notes, “strategy and delivery of the foundational platform for Microsoft Live, Cloud and Online Services worldwide including physical infrastructure, security, operational management, global delivery and environmental considerations. Her organization supports over 200 online services and web portals from Microsoft for consumers and businesses.”

In other words: A lot of plumbing.

She was featured onstage with other key execs at Microsoft’s Financial Analysts Meeting earlier this summer.

Sources said Chrapaty will now shift to products at Cisco, running the collaboration software group.

That unit’s former exec, Doug Dennerline, recently moved to Salesforce.com (CRM) to take a job as its EVP of sales for the Americas.

At Cisco, as had Dennerline, Chrapaty is likely to play a large role in forming the networking giant’s cloud computing and software-as-a-service strategies.

Chrapaty has worked at a lot of tech companies, including Organic, AllBusiness and Etrade Technologies. She was also CTO of the National Basketball Association.

]]> http://allthingsd.com/20090920/top-microsoft-infrastructure-exec-chrapaty-heads-to-cisco/feed/ 0 http://allthingsd.com/20090324/orcl-shopping-list-saas-virtualization-health-care/ http://allthingsd.com/20090324/orcl-shopping-list-saas-virtualization-health-care/#comments Tue, 24 Mar 2009 23:26:21 +0000 Eric Savitz http://voices.allthingsd.com/?p=9783 Yesterday’s rumors about a potential acquisition by Oracle (ORCL) of Red Hat (RHT) have apparently faded, but Larry Ellison’s appetite for doing deals is never sated. Whether or not Oracle decides to take a run at Red Hat, it is not going out on a limb to suggest that at some point Ellison is going to get the itch and make more acquisitions.

Research firm Wedge Partners today took a look at the potential targets and came up with plenty of candidates. They think the company is going to enter a more active acquisition period, with most of the focus on smaller venture-backed companies, but adds that they could do “a handful of acquisitions” in the $100 million to $500 million range. And maybe a bigger deal or two. In particular, they see Oracle targeting deals in Software as a Service, virtualization and health-care technology.

Here’s Wedge’s list of potential targets in each of the three sectors:
Software as a Service:

Salesforce.com (CRM): Wedge notes that Ellison was an early investor and still holds his position; CEO Marc Benioff is a former Oracle exec. Wedge contends that “despite the bluster from both companies,” they rarely compete. They assert that Oracle’s SaaS offering is “greatly inferior” to CRM’s.

Read the rest of this post

]]> http://allthingsd.com/20090324/orcl-shopping-list-saas-virtualization-health-care/feed/ 0 http://allthingsd.com/20081027/party-at-larrys-crib-netsuites-10th-anniversary-dinner/ http://allthingsd.com/20081027/party-at-larrys-crib-netsuites-10th-anniversary-dinner/#comments Mon, 27 Oct 2008 15:00:41 +0000 Kara Swisher http://kara.allthingsd.com/?p=5627

BoomTown has been lagging in getting up this lovely video I did from a dinner party last Thursday, thrown for NetSuite’s tenth anniversary, which was held at one of billionaire Oracle founder Larry Ellison’s many houses–this one in the tony Pacific Heights section of San Francisco.

NetSuite (N) is one of the pioneers in the broadly termed software-as-a-service space, selling an “integrated web-based business software suite, including Accounting software/ERP software, CRM software, and Ecommerce software.” Essentially, that’s hosted software solutions for medium-sized businesses or divisions of larger companies.

Zzzzzzzzzz, right?

Actually, it is an important topic, as businesses actually do begin to embrace the idea of putting themselves increasingly in the so-called cloud, which is Silicon Valley’s trendiest term du jour.

It is a topic, in fact, that Microsoft is going to be blabbing about all week, starting today. The SaaS space, including its cloud computing efforts, will be Topic A at its Professional Developers Conference in Los Angeles.

In any case, after a lovely tour of Ellison’s house–Ellison co-founded the company with former Oracle (ORCL) exec Evan Goldberg and has been a major NetSuite investor–by NetSuite’s PR guru Brooke Hammerling, and some dinner chatter, I did an interesting video interview with NetSuite CEO Zach Nelson about the direction of the sector.

Here’s the video:

[ See post to watch video ]

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