Airbnb, the San Francisco online vacation rentals start-up, said it has hired a key former Yahoo lawyer, Belinda Johnson, as its new general counsel.

The legal issues at Airbnb are both interesting and challenging, all around the new arena of global sharing or, as the company calls it, “collaborative consumption.”

Johnson is one of several recent major hires by Airbnb, which has been adding more seasoned execs to its team of late. Other recent key Airbnb hires include Monroe Labouisse as head of trust and safety and customer service, and Vivek Wagle as head of content.

Johnson left Yahoo several months ago as its deputy general counsel, after a long tenure there working on a wide variety of issues.

Among other things, she oversaw legal strategy for Yahoo’s global products, and worked on deals like its search and advertising alliance with Microsoft. Johnson came to Yahoo from its Web 1.0 acquisition of Broadcast.com, where she had served as general counsel.

She attended both college and law school at the University of Texas.

“Let’s go. Yes, let’s go.” [They do not move.]

– Samuel Beckett, “Waiting for Godot”

In Internet terms, the removal of Yahoo CEO Carol Bartz happened a dog’s age ago.

In fact, it was September 6.

Since then, it has felt like a slow slog, especially contrasting the situation with that of another troubled Silicon Valley giant, Hewlett-Packard, which fired its CEO Léo Apotheker and appointed a new one, Meg Whitman on September 22.

Since then, in comparison, the former eBay CEO has been like the Energizer Bunny, making a series of major and often difficult decisions, including: Holding onto its PC unit; reaffirming its controversial deal to buy Autonomy; promising a decision on the fate of its webOS unit within the next two weeks; appointing new execs; and even buying a company.

To be fair, Yahoo did acquire advertising start-up Interclick.

Otherwise, still no sale or investment deal. No new CEO. No Asia resolution. And, perhaps most importantly, no clearly articulated strategy going forward.

It’s not that Yahoo’s leadership isn’t working at it.

Some fervently insist to me that there is a “plan,” as if there is some clever game of Internet Stratego going on that I cannot possibly grok.

Mebbe — but of this I have no doubt: The Yahoo board has indeed been huffing and puffing away, weighing and measuring, considering and debating.

A lot.

Maybe I’m just too impatient. I am (ask my kids).

Or maybe Yahoo’s beleaguered employees are, one of whom just wrote me plaintively, “unreal how they can drag this out,” in what has become a common refrain up and down the ranks.

Or maybe it’s the Asian partners, Alibaba Group and SoftBank, who are antsy and have considered a variety of nuclear options in order to get back stakes Yahoo holds in them. Said one: “The strategy seems to be to frustrate and exhaust us into submission.”

Or, finally, maybe it’s the newly frustrated recent bidders for a partial stake in Yahoo, Silver Lake and TPG Capital. Declared one to me after I warned that Yahoo might, in fact, drag the proceedings out longer than you might expect: “I thought you were kidding.”

Nope, welcome to the Yahoo waiting game, PE guys!

So, to help us all get through it, here’s a quick update primer on what’s what on the various fronts:

Who’s in Charge Here?

Technically, it is the Yahoo board, which is aided by interim CEO Tim Morse.

First, a word about Morse: By all accounts, he is doing a very good job as temporary head honcho — calming the troubled company, making swift decisions about daily operating issues and being a generally nice dude to deal with.

“He’s Yahoo’s no-drama Obama, in comparison to what was happening before,” said one exec, in reference to the more volatile regime under Bartz.

Still, despite his very pleasant all-hands meetings, such as one earlier this week, Morse had previously been Yahoo’s CFO and not an Internet-savvy visionary to give the company inspiration. No insult intended, but he’s the accountant guy.

To be fair, he is not meant to be the visionary, but many at the company are yearning for exactly that.

A role that is now being taken up again by co-founder, former CEO and director Jerry Yang, who dozens of employees tell me is unusually involved in operational details these days for a board member.

I get reports of sightings of him all the livelong day: Jerry in demand-side advertising confab! Jerry chitchatting with entrepreneurs from a possible start-up acquisition! Jerry weighing in on a variety of products. Look, over in the cubicle, it’s Jerry!

This is seen by Yahoo employees as a good thing and also a bad thing, since it’s hard to be running your little divisional show at Yahoo with the dude who invented it all looking over your shoulder, even if he means well. People naturally defer to Yang, the 800-pound Web icon in the room.

But, given the overwhelming state of stasis at Yahoo now — “No one can do anything until we find out how the story ends,” said one staffer — and employees eying the exits, no power at Yahoo really matters but the board.

You know, the board that has gotten the company to this moment of crisis and profound ennui, which is its own particularly ironic irony.

To better understand the power dynamics on the board, above is a little chart for you to peruse to give you an idea of which independent board member is running what key committee.

The only truly important one is the Transactions and Strategic Planning committee, which is headed by Intuit President and CEO Brad Smith and includes former Akamai President (and former Yahoo CEO candidate) David Kenny, top HP exec Vyomesh Joshi and other guy Gary Wilson.

And, in completely visible shadow form, Yang. Multiple sources close to the situation said he has been a key force in the strategery around a possible sale or investment.

This has caused not more than a little tension among board members, but everyone seems to like the much described nicest-man-in-the-room, Smith, and hopes his cool head will prevail.

Another important part of the board is the Nominating and Corporate Governance committee run by Patti Hart, who is energetically and simultaneously — if pointlessly — in search of a capable new Yahoo CEO.

Or, as I like to call this mythical person: The Unicorn.

The Deal

As I and many others have previously reported, there are bids on the table for partial investments in Yahoo by two very powerful private equity firms, Silver Lake and TPG Capital.

It’s a PE rumble, with a side of Microsoft financial backing! (I think Silver Lake’s Egon Durban makes a very nice Riff, while Microsoft’s Steve Ballmer is the perfect Officer Krupke.)

My fervent wishes for some figurative and dance-accompanied knife-play aside, the bids are essentially the same in general and different in particular. Silver Lake is offering about $16.50 a share, while TPG is dangling a tiny bit more. Silver Lake has power entrepreneur and VC Marc Andreessen on its side, while TPG is trying to get Silicon Valley fave investor and start-up whisperer Reid Hoffman of Greylock Partners and LinkedIn on its team. Both have ideas on CEOs, strategy and what to do about the Asian assets.

This type of deal could happen suddenly and you’ll hear about it quick, since the losing side will immediately trash it to the media.

As you might expect, each director has their favorite PE firm, with some not liking Andreessen, some thinking the TPG bid is a little light, some for a whole-company deal and some wanting Yahoo to hire its own CEO and run the place itself.

Of course, the last one shows a disturbing level of denial and should be a nonstarter, given the board’s abysmal record on CEO choice and its riding of Yahoo to this sad point in its storied history.

Here’s what to expect on the PE front: A lot of wrangling behind the scenes with frequent leaks to the media about what each side wants and will not yield on.

CEO choice or no CEO choice, that is the question!

Also a big factor are Yahoo’s major shareholders, few of whom like the partial investment deal, which is known as a PIPE (Private Investment in Public Equity), because of the insiderness of it all and because they prefer a whole-company sale at a higher price.

There is also pressure from activist shareholders like Daniel Loeb of Third Point, who has attacked Yang and others on the board and is ready to pounce with a proxy fight if Yahoo tries to override shareholders too egregiously. And, of course, the inevitable lawsuits over any arrangement that seems to block a whole-company bid.

That said, such a mega-deal seems unlikely, since it is too pricey and despite a lot of noise that Yahoo’s Asian partners were ready to strike with a takeover in order to get back Yahoo’s big stakes in their companies.

That’s kind of like buying a store to get back the cool pair of shoes you sold, but bankers love to scheme up this stuff. While it certainly could happen, it would be a bear of a deal.

Perhaps more like Yogi Bear, hopelessly angling for a tasty pic-a-nik basket — but grrrr anyway.

But perhaps the biggest factor in all of this mishegas is time. There is none on a lot of levels, most especially the increasing level of brain drain and drift at Yahoo. After the New Year dawns, this is going to spin right out of control and amount to the biggest internal challenge Yahoo faces.

An Asian Solution

As I and others have reported, Yahoo is entertaining yet another proposal to sell all or part of its Asian assets back to the companies, which make up a bulk of its market valuation.

The relationship between Yahoo and its Asian partners has long been fraught, and today the difficulty of reaching an agreement remains a vexing issue. That’s because it is hard and complex and because no one wants to do what the other side wants.

I am no tax attorney, but it seems as if Yahoo will ultimately come to some deal with China’s Alibaba and Japan’s SoftBank, which could include big investors like Russia’s DST Global.

And, as I reported last week, the Asian partners want to strike a deal with the current board rather than lose leverage with a much cannier new owner.

It’s a tough decision in all aspects to strike, but would remove the focus on the fact that Yahoo’s most valuable asset is something it is not running and simply holds due to a good stock trade in years past.

Years past should be the operative thought here, since the Asian assets have nothing to do with what Yahoo needs to do with its core U.S. and global brand.

You know, the thing that allowed them to buy those lucrative Asian assets in the first place?

Strategery

And that’s the crux of all this, isn’t it? Yahoo needs a new strategy and fast.

Or it needs to clarify and hone its current strategies around advertising and media and define itself once and for all. While it often touts itself as a premier digital media company, it’s still not clear exactly what Yahoo is saying by that.

In fact, incredibly, sources told me that the board was still wrangling over the tired issue of what Yahoo is at its most recent meeting — essentially, is it a products company or a media company?

If I had to listen to that who-am-I-anyway debate again, I think I would scream, given how many important Web trends that Yahoo has whiffed in recent years, many of which were right in its own wheelhouse.

How much damage this has caused to Yahoo’s core business is a critical one to determine, with many feeling the situation is too far gone to revive it and others confident that this is simply an issue of poor execution.

I am in the middle on this one, but all the indicators of Yahoo’s business have long been heading in the wrong direction, and results in the next quarter are expected to underline this even more.

Thus, the board’s navel-gazing at this point is untoward, considering that it is presiding over the possibility of a sale that should not have had to happen in the first place. While it is not quite a fire sale, it’s no cause for celebration at all the attention, either.

In fact, it’s also pointless, since — if this all resolves as it should — the current Yahoo board will not be the one determining the company’s future any longer. Remember that: This group should and will be gone for the most part.

Yahoo shareholders and employees can hope, at least.

Then, it will be up to the next group of leaders to make the very hard choices — including what are likely to be massive layoffs and radical surgery on its offerings — for what’s to come next.

In the end, that is all that will matter. Until then, as usual, you’ll have to sit tight.

Even Gowalla CEO Josh Williams isn’t pretending a deal for Facebook to buy the location-sharing company isn’t happening, as you can read below in an email he sent to his investors.

Both companies declined to comment on a story on Friday and over the weekend. CNN had the scoop about the social networking giant acquiring Gowalla, which I have taken to calling Not-Foursquare.

That’s because — despite its often clever approach and innovation — it never caught up with the leading social location service.

Gowalla, which changed its approach several times, had been for sale for some time, said several sources.

The Austin-based start-up has raised just under $11 million from a range of investors, including Greylock Partners, Shasta Ventures, Alsop Louie Partners and the Founders Fund, along with a batch of well-known angel investors.

But let’s put this one to bed with the email that Williams sent out after the CNN story broke Friday, which was read to me tonight, so I might not have all of it perfectly and it is missing a sentence about I-will-smack-the-leaker):

Subject: Rumors and speculation

CNN just broke the news that Gowalla has been acquired by Facebook. This story was leaked from an unknown souurce.

The ink on the deal is not dry, so our holding pattern is that we do not comment on rumors and speculation. I have another email penned that was ready to send you today, assuming you would get this news before the story was officially released.

But now it is all over Twitter, so you have likely heard. A longer email will be sent soon. Until then, I am so very grateful for what you have done to make Gowalla a success.

The second confirmation email has apparently not yet been sent, but I will try to get it when it is, along with the price.

So, until the official official yes, here’s a video interview I did with Williams in April of 2010 about the location “wars”:

]]> http://allthingsd.com/20111204/heres-gowalla-ceos-non-denial-denial-email-to-investors-about-facebook-acquisition/feed/ 0 http://allthingsd.com/20111204/start-up-slader-looks-to-solve-the-math-homework-problem/ http://allthingsd.com/20111204/start-up-slader-looks-to-solve-the-math-homework-problem/#comments Sun, 04 Dec 2011 23:36:25 +0000 Drake Martinet http://allthingsd.com/?p=149560

Slader, a quiet New York-based start-up, is picking away at what the school-attending quarter of this country’s population would probably list as the biggest pain point in their young lives.

Homework.

Of course, textbook publishers, test-prep services and an army of private tutors have been making a fortune from it for decades.

But co-founders Scott Kolb and Kyle Gerrity are building a service to take homework help, or at least math homework help, in a new direction.

For those readers who haven’t been assigned math homework in a while, let me set the stage.

A high school pre-calculus teacher, using one of five or so major math textbooks on the subject, assigns homework — let’s say Chapter 1, Section 1, problems 1-30. Remember to show your work.

Most of these text books have solution sets in the back, usually only for every other problem.

Are you having terrible high school flashbacks yet?

The answers in the back are almost always just that, numerical answers, and offer no help to someone who hasn’t any idea how they might arrive at that answer on their own.

Solutions is where Slader steps in.

Slader spent all last summer with a bunch of math nerds, developing step-by-step solutions to most of the math problems in most of the high school math books used in this country — at last count, that’s about a million solutions in 275 textbooks.

Slader users, who are a mix of math students and the parents tasked with homework help, log in to the Web-based service and spend “points” to see the fully-formed solutions, and, hopefully, to learn something as well.

Users pay for blocks of points, or subscribe for an allotment of points every day, or they buy “gold,” which is transferable to other Slader users and can be converted to points.

While this might sound overly complicated, the reason for the monetary obfuscation has to do with the convoluted economics of high school finances.

Co-founder Kolb explained:

“Our customers are sometimes parents who have credit cards, but we are also seeing demand from students, many of whom do conduct transactions online even if they don’t have a card to do it with. Kids buy pre-paid debit cards with cash, pay friends with credit or debit cards to buy things online, or use PayPal.”

Economics aside, the Slader team does have some serious issues ahead if they intend to scale beyond the current beta product.

According to Gerrity, every three years or so textbook publishers issue new editions of their math books that are then adopted at different rates across the country.

It’s that variation that turned the roughly 100 distinct math texts Slader covers into 275 versions, and in most cases, “Problem 47 would become problem 48 in the next edition,” Gerrity said. “We have the data, but every time [textbook publishers] release a new edition, we have to go through the whole thing with a giant Excel spreadsheet, even though it’s 99 percent the same.”

That means staffing is a huge part of scaling, and for a small start-up, that means a need for outside money, which it has done without thus far, aside from a small angel investment.

And growth won’t simply come from adding more textbook solutions, either.

Gerrity said that Slader’s current growth is driven by word of mouth within high school friend groups.

“We’ll see a sign-up from some school we’ve never seen before, and pretty soon there will be 12 more,” Gerrity said. “A little Facebook digging will reveal that all 12 are on the track team together or something.”

Kolb said he hoped to better monitor, track and understand that kind of viral growth, but that problem is certainly complicated enough to be the value proposition of a whole separate company.

Barriers aside, the 2010 U.S. census puts Slader’s potential market size at near 20 million high school-aged people, not to mention the parents and teachers whose job it is to help with all that math homework.

Even regional market domination could mean big business for the start-up, but Slader hasn’t arrived at that solution just yet.

I met up with Kolb and Gerrity during a recent fundraising trip to the West Coast, and shot a little video interview:

]]> http://allthingsd.com/20111204/start-up-slader-looks-to-solve-the-math-homework-problem/feed/ 6 http://allthingsd.com/20111129/from-ipods-to-thermostats-nest-ceo-and-founder-tony-fadell-speaks-video/ http://allthingsd.com/20111129/from-ipods-to-thermostats-nest-ceo-and-founder-tony-fadell-speaks-video/#comments Tue, 29 Nov 2011 19:02:43 +0000 Kara Swisher http://allthingsd.com/?p=147986

When Tony Fadell left Apple for good in March of last year, the man who has been dubbed the “father of the iPod” said in an interview that his “primary focus will be helping the environment by working with consumer green-tech companies.”

Fadell has kind of kept that promise with the recent launch of Nest, his new start-up that is focused on super-smart, well, thermostats.

Before you drift off to dreamland at the thought of being even slightly interested in the mundane household device that you fight over with your family (along with the remote), Nest is indeed in keeping with the idea of making the home more digitally aware.

With a wheel user interface, a Wi-Fi connection, sensors aplenty and an ability to learn your behavorial patterns, Nest is a temperature-taking version of an iPod.

And it’s also pretty, clad in simple brushed stainless steel, and pricey too. And, also like most Apple products, it is selling like hotcakes.

Here’s the always affable Fadell talking about why he moved in this unusual direction, although he gives up little info about Nest’s funding:

]]> http://allthingsd.com/20111129/from-ipods-to-thermostats-nest-ceo-and-founder-tony-fadell-speaks-video/feed/ 0 http://allthingsd.com/20111129/remedy-health-media-acquires-healthcentral/ http://allthingsd.com/20111129/remedy-health-media-acquires-healthcentral/#comments Tue, 29 Nov 2011 14:30:55 +0000 Kara Swisher http://allthingsd.com/?p=147993

Remedy Health Media, a New York-based health information company, has bought HealthCentral, a start-up that offers online clinical and patient tools, community and content in a variety of topic areas.

Terms of the deal were not disclosed, but the Arlington, Va.-based HealthCentral has raised $50 million from investors such as the Carlyle Group, IAC/InterActiveCorp, Polaris Venture Partners and Sequoia Capital. Allen & Co., which was HealthCentral’s financial adviser for the transaction, was also an investor.

The market for online-based information about health has been a fast-growing one, but it’s still a nascent arena.

Here’s the official press release:

Remedy Health Media Acquires HealthCentral: Creates Industry-Leading Health Information and Technology Platform

NEW YORK, NY – Remedy Health Media, America’s fastest-growing health information and technology company, today announced its acquisition of HealthCentral, a leading provider of online clinical and patient community resources and tools that help millions of patients and caregivers take control of their health and improve their well-being. The acquisition brings together two companies with the shared mission of empowering patients and caregivers with the information and applications needed to efficiently navigate the healthcare landscape to receive better health outcomes. The acquisition is expected to close this week. Terms were not disclosed.

“This acquisition means Remedy now provides the health information industry’s leading portfolio of digital, mobile, and point-of-care information and technology products,” said Remedy Chief Executive Officer, Mike Cunnion.

HealthCentral’s CEO, Christopher M. Schroeder, adds, “This combination creates real opportunities for innovation in an industry segment that is growing rapidly and seeking new solutions. All of us at HealthCentral are very excited that the union of the two companies and the strength, scope, and reach of the new Remedy will be a unique force for better health and wellness.”

With the addition of HealthCentral, Remedy Health Media creates a market-leading platform for healthcare audiences seeking proprietary information and technology to manage their health concerns on their terms as well as marketing partners who want to connect with patients and caregivers on a number of platforms: online, in doctors’ offices, pharmacies, and through their mobile devices. The new Remedy Health Media will influence more than 150 million consumers annually. The company’s reach now includes 23 million unique monthly visitors to its health websites, more than 17 million patients and caregivers at pharmacy counters nationwide, a 20-million member customer database, and a network of more than 600,000 physicians.

“With the acquisition of HealthCentral, we’ve dramatically increased our online reach, sales capacity and our ability to create industry leading health information and technology applications,” notes Cunnion. “The combination creates exciting opportunities to provide even more value to our audiences, customers and strategic partners.”

Remedy Health Media is a Veronis Suhler Stevenson (VSS) company; a leading global private investment firm focused on the information, education, media, communications and business services industries. “Communications growth will be driven by the convergence of technologies in digital and mobile platforms,” said David Bainbridge, Managing Director, Veronis Suhler Stevenson. “Nowhere is this more evident than in the health and wellness sector where the ability to access accurate information is paramount.”

HealthCentral is backed by leading interactive media and technology investors IAC/InterActiveCorp, Polaris Ventures, Sequoia Capital, The Carlyle Group and Allen & Company. Notes Alan Spoon of Polaris Ventures, “We are thrilled to join forces with Mike and the Remedy team. This combination is a unique opportunity to create the largest and most innovative platform for health seekers looking to take action on their terms, and connecting them with our partners and clients.”

Schroeder will remain involved in the business as a consultant to Remedy and the board of directors, and has been named an Advisor to Polaris Ventures.

]]> http://allthingsd.com/20111129/remedy-health-media-acquires-healthcentral/feed/ 0 http://allthingsd.com/20111129/highlightcam-stitches-mobile-videos-into-automagical-highlight-reels/ http://allthingsd.com/20111129/highlightcam-stitches-mobile-videos-into-automagical-highlight-reels/#comments Tue, 29 Nov 2011 11:00:17 +0000 Liz Gannes http://allthingsd.com/?p=148040 There are lots of new mobile apps to help people rescue and share videos and photos from the lonely fate of being buried in phone-storage folders.

But all those captured and shared moments can add up to a lot of unedited — a.k.a. boring! — footage.

The HighlightCam app for iPhone and Android helps make that raw footage more punchy and interesting, by condensing and editing mobile clips together.

Here’s how it works: Give the app as many videos and photos as your patience for uploading allows, and it will automatically generate a highlight reel of your desired length, eliminating the slow bits and including the parts that show faces, action or voices.

The new version of HighlightCam can collect clips from multiple phones and turn them into one communal home video. For instance, guests at a party could stitch together videos from different moments and perspectives. Users can also add filter effects and very basic titles.

This is all compiled into a finished product in relatively speedy fashion, with push notifications sent to HighlightCam users’ phones when their edited videos are ready for download and sharing.

Creating a HighlightCam video usually costs less than a dollar (and the first few are free, for now), depending on whether premium features like music and high resolution are included.

I’d imagine HighlightCam will also have opportunities to make money by licensing its technology to other apps.

Sunnyvale, Calif.-based HighlightCam just closed Series A funding of $3 million led by Quest Venture Partners and including NTT Docomo and Digital Garage. Previous investors were Y Combinator, 500 Startups and K9 Ventures.

]]> http://allthingsd.com/20111129/highlightcam-stitches-mobile-videos-into-automagical-highlight-reels/feed/ 0 http://allthingsd.com/20111128/twitter-buys-security-hackers-android-start-up/ http://allthingsd.com/20111128/twitter-buys-security-hackers-android-start-up/#comments Mon, 28 Nov 2011 19:42:46 +0000 Liz Gannes http://allthingsd.com/?p=147721 Twitter has acquired Whisper Systems, a small mobile security start-up, for its “technology and expertise,” according to the Whisper Systems blog (via The Next Web).

The company was founded last year by security hacker Moxie Marlinspike (pictured) and robotics researcher Stuart Anderson. It offered software for Android phones that secured user data, created firewalls and encrypted calls and texts.

Whisper said its products would “live on” post-acquisition but would be taken offline for the moment.

]]> http://allthingsd.com/20111128/twitter-buys-security-hackers-android-start-up/feed/ 0 http://allthingsd.com/20111122/tide-shifts-on-web-start-ups/ http://allthingsd.com/20111122/tide-shifts-on-web-start-ups/#comments Tue, 22 Nov 2011 19:44:24 +0000 Ben Worthen http://allthingsd.com/?p=146768 After taking a back seat in recent years to consumer Internet companies like social websites and mobile-apps makers, technology start-ups that sell to businesses are hot again with Silicon Valley investors, helped by the growing popularity of online software.

In a shift away from the frenzy surrounding consumer-focused companies such as social-games maker Zynga Inc., venture capitalists are pouring more money into business-to-business start-ups.

Read the rest of this post on the original site »

]]> http://allthingsd.com/20111122/tide-shifts-on-web-start-ups/feed/ 0 http://allthingsd.com/20111121/former-color-co-founder-peter-pham-heads-to-former-myspace-ceos-l-a-tech-studio/ http://allthingsd.com/20111121/former-color-co-founder-peter-pham-heads-to-former-myspace-ceos-l-a-tech-studio/#comments Mon, 21 Nov 2011 16:00:54 +0000 Kara Swisher http://allthingsd.com/?p=146141

Well-known tech entrepreneur Peter Pham will be joining the Los Angeles-based start-ups lab that was just launched by former Myspace CEO Mike Jones.

Pham, who was recently helming the high-profile and controversial Color photo-sharing start-up in Silicon Valley, will be moving south again to join Jones at the Santa Monica, Calif.-based “technology studio,” called Science.

As Liz Gannes reported last week, the goal — with $10 million in funding and private equity partners at the ready for more — is to “incubate ideas in-house, invest in other people’s start-ups, advise Silicon Valley companies on breaking into Hollywood, and maybe even look into reworking later-stage Internet companies like Yahoo.”

Pham and Jones will aim at three verticals: The intersection of content and commerce, social systems, and mobile and location.

That’s an area that Pham knows well, with stints at both BillShrink and Photobucket (also a former News Corp. property, as was MySpace), as well as active angel investing.

In an interview yesterday, Pham said he hopes to bridge the Silicon Valley-L.A. delta more, since there is an increasing amount of promising tech taking place there, too.

“There is a lot going on in L.A., and a lot of tech talent that still sometimes get less attention up in Silicon Valley,” said Pham. “I hope to be part of bringing the communities a little closer together.”

In addition, he said that the focus of Science would not necessarily be on online entertainment start-ups, as might be expected, given the proximity to Hollywood.

“We really want to shine a light on the innovation taking place in Los Angeles beyond the obvious,” said Pham.

It’s a good idea, given how navel-gazing Northern California geeks can be.

Also in the L.A. start-up scene of late is a new accelerator called Start Engine, which debuted recently with a focus on mentorship on 120 start-ups per year.

You can see Pham featured in this video that Gannes did about Color:

And here’s the official press release about Pham joining Science:

Peter Pham press release.FINAL11-21-11

]]> http://allthingsd.com/20111121/former-color-co-founder-peter-pham-heads-to-former-myspace-ceos-l-a-tech-studio/feed/ 0 http://allthingsd.com/20111117/exclusive-zyngas-van-natta-moves-to-strategic-advisor-feld-off-board-paul-in/ http://allthingsd.com/20111117/exclusive-zyngas-van-natta-moves-to-strategic-advisor-feld-off-board-paul-in/#comments Thu, 17 Nov 2011 18:30:08 +0000 Kara Swisher http://allthingsd.com/?p=145219

In a new filing with the Securities and Exchange Commission concerning its upcoming IPO, Zynga is expected to unveil two key management and board changes at the online gaming phenom:

Chief Business Officer Owen Van Natta — who came to the San Francisco-based start-up several years ago to help CEO Mark Pincus grow it and develop it — will step down from his job and become a strategic adviser focusing on major partnerships. He’ll still remain board member at Zynga, but will give up millions of pre-IPO shares by moving out of his operational role.

And director and venture investor Brad Feld will leave the the board, which VCs sometime do as companies move to a public offering and add members with more specific business experience.

In his place, longtime entrepreneur and investor Sunil Paul, who founded a company called FreeLoader with Pincus many moons ago, will join the board.

Zynga confirmed the changes to me in a statement by Pincus:

“Owen is a valuable business partner. He’s made great contributions to Zynga and continues to be an important part of our team.”

Sources said the changes related to Van Natta around are not part of a recent controversy around a Wall Street Journal story about clawing back of some share options grants of early Zynga employees who had become less involved in the company. While the company cannot actually take back already vested shares owned by those staffers, the article has put a lot of scrutiny on Zynga and raised questions about how to cope with the kind of hyper-growth some Internet firms experience.

That’s certainly been the kind of rocket ride Zynga has been on, as it has grown from a small social gaming company on Facebook to a high-profile public company.

Zynga is in the final stages of its IPO process, answering questions from the SEC that are typical. If all goes well, Zynga execs are expected to go on a road show after the Thanksgiving and go public by the end of the year at a market valuation of close to $20 billion.

That was different from when Van Natta officially got to Zynga in the spring of last year — after a rocky experience running the doomed Myspace. At the time, he told me at the time that planned to be focused on scaling the business and did not consider himself a long-term operating executive.

Since then, he has helped Pincus hire a series of experienced gaming execs, including a chief operating officer, a chief marketing officer and others.

Zynga was Van Natta’s third high-profile Web company in recent years. He was a top early exec for Mark Zuckerberg at Facebook until early 2008, and in 2009 he took over News Corp.’s (NWS) MySpace, a job that lasted less than a year.

Early in his career, Van Natta was also was a top strategy, marketing and deal exec for Amazon, which bought an early social networking start-up called PlanetAll that he worked at.

It will now be interesting to see what Van Natta does next, but it is unlikely he will take a permanent position. He is a longtime angel investor in Silicon Valley, including in hot start-ups such as Asana and still holds a significant stake in Facebook.

But, in moving out of his job at Zynga, he will be giving up many millions of shares of a rich trove he was given when he arrived at the company. That said, Van Natta already owns millions of accelerated vested shares and will get another large grant as a board member.

Translation: Don’t cry for Mr. Van Natta, Silicon Valley — he made $42 million last year from Zynga shares alone.

]]> http://allthingsd.com/20111117/exclusive-zyngas-van-natta-moves-to-strategic-advisor-feld-off-board-paul-in/feed/ 0 http://allthingsd.com/20111114/exclusive-disney-acquires-hipster-mommy-blog-platform-babble-media/ http://allthingsd.com/20111114/exclusive-disney-acquires-hipster-mommy-blog-platform-babble-media/#comments Mon, 14 Nov 2011 14:45:42 +0000 Kara Swisher http://allthingsd.com/?p=143631

Disney, which has been busy reorganizing its interactive group, is buying Babble Media, a New York-based parenting platform that features several hundred mom bloggers.

The entertainment giant declined to provide the purchase price for the New York-based start-up, which was founded by aiming at urban hipster parents and has garnered more than $6 million in funding since it was spun off from Nerve Media several years ago.

Babble’s venture investors include Greycroft Partners, Village Ventures and iNovia Capital.

Co-founders Rufus Griscom and Alisa Volkman and the rest of the 40-person Babble staff will join the Disney Interactive Media Group unit as part of its Moms and Family portfolio, Disney said in its official press release (see below).

Disney described Babble as the “premier blogging platform for a new generation of connected parents.” To me, that roughly translates into Brooklyn-living, Bugaboo-pushing, organic arugula-eating, yoga-calm moms and sensitive New Age dads.

But don’t take my word for it — today’s front page features on Babble include “15 Vegan Recipes for Thanksgiving” and “Is It Selfish to Have One Child?” (Yum and kinda!)

The next obvious stop for its audience, after the kids get a little bigger: Gwyneth Paltrow’s fabulously twee and irksomely addictive GOOP.

But Brooke Chaffin, who is SVP of Moms and Family in the Disney Interactive Media Group, said in an interview that the highly interactive content site with a definite “sophisticated” editorial voice has become mainstream, and is actually where the whole category is going.

“Babble is sharing the experience and stories on a daily basis through the parents lens,” she said. “And it brings in a blog network that is so important to this audience, because it’s by, for and about parents, and that’s far more important for them than experts.”

There will be that, too, said Chaffin, who noted the site has grown 100 percent year over year. It is now up to four million unique monthly visitors.

Disney plans to add its more evergreen family-focused content to Babble, to give it more heft to compete with other similar parenting sites, such as Johnson & Johnson-owned BabyCenter, NBC’s iVillage, Parents.com and CafeMom.

Interestingly, Disney had taken a gander at buying CafeMom a while back.

Chaffin, who came to Disney earlier this year after a stint at Auditude and a long time at Yahoo, said Babble has carved out a unique niche in combining content with social — the current gold ring for a lot of publishers.

“What Babble is doing is best of breed … it is just a different approach to blogging,” she said. “It felt like we at Disney are about storytelling and Babble does an amazing job doing just that.”

Added Jimmy Pitaro, co-President of Disney Interactive Media Group: “Disney has a long legacy of storytelling, and no mom-blog platform empowers storytelling better or more powerfully than Babble. Babble is a strategic complement to our Moms and Family portfolio of sites, which together make up a business that is critical to Disney Interactive’s mission of delivering world-class products and content and growing engagement among our guests.”

In other words: Mainstream and hipster!

Here’s the Disney official press release:

THE WALT DISNEY COMPANY ACQUIRES LEADING ONLINE PARENTING PLATFORM BABBLE MEDIA, INC.

Burbank, California — November 14, 2011 — The Walt Disney Company, through its wholly owned subsidiary Disney Online, has acquired Babble Media, Inc., a leading online parenting platform featuring more than 200 influential mom bloggers. The acquisition of Babble further strengthens the position of Disney Interactive Media Group’s Moms and Family portfolio as a leading online resource for moms and families.

Disney Interactive’s Moms and Family portfolio is a trusted resource for parents today, giving them the online tools and information they need and the ability to share their experiences. Through the acquisition of Babble, Disney Interactive’s Moms and Family business gains a blogging platform that elevates the first-person stories of parenthood.

Since its inception in 2006, Babble has become one of the most celebrated parenting sites on the web, named by Time Magazine as one of the 50 Best Websites of 2010 and by Forbes as one of the Top 100 Websites for Women. Its stable of bloggers contribute daily to parenting topics including pregnancy, child care, health, food, family activities as well as lifestyle topics such as home, fashion and family products. As the premier blogging platform for a new generation of connected parents, Babble has created a vibrant community of parents who support, encourage and celebrate the highs and lows of raising children.

Babble attracts a broad and engaged audience with its nearly constant stream of posts, written for and by moms. Disney Interactive will infuse its Moms and Family evergreen content into Babble, thereby enriching the Babble user experience and extending the best of what Disney has to offer to today’s parents.

“Parents’ relationships with Disney are founded in stories, and Disney’s best stories are about families. We believe that Babble and Disney can harness the power of storytelling to inform, entertain and empower parents everywhere,” said Brooke Chaffin, SVP of Moms and Family, Disney Interactive Media Group. “With more than 3.9 million mom blogs in the US alone, Disney Interactive recognizes and values the important and powerful role moms have taken on in new media.”

“We can’t imagine a better next step than joining the world’s leading media company for families, The Walt Disney Company, and look forward to bringing together Babble’s resonant voice and community with Disney’s expansive family audience, wide range of content and multi-media platform,” said Rufus Griscom and Alisa Volkman, Co-Founders of Babble.

Babble will remain headquartered in New York. Rufus Griscom and Alisa Volkman will join the Disney Interactive Media Group.

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