Asana, the high-profile group collaboration start-up founded by former Facebook execs, is moving out of private beta after a year, and will launch to the general public.

Currently in use by thousands of users at hundreds of beta companies, Asana said it will now put its efforts at tweaking the product to a wider test.

In Sanskrit, “asana” means “sitting down,” and refers to strong but relaxed postures in yoga, presumably so frustrated workers can achieve a digital form of nirvana.

The product can be used for free by teams of fewer than 30 users.

“Our beta users have helped us in shaping our prioritization in the workspace,” said Asana co-founder Dustin Moskovitz.

Moskovitz said that the company — which raised $9 million in venture funding two years ago, and $1 million before that from Benchmark Capital, Andreessen Horowitz and angel investors — is not in need of more funds and will not yet release a paid product.

Co-founder Justin Rosenstein added that one future direction will be the growth of the mobile application arena for Asana, which already has offerings.

Here are some screenshots of the Asana offering:

Clearspring, the social-sharing company — in an effort to increase its business as a marketing analytics player — has acquired XGraph, a data science company.

Clearspring declined to provide the price it paid for XGraph, but said the deal was in cash and stock. The start-up raised $3.75 million just over a year ago.

The combined company has 85 employees — 70 at Clearspring and 15 at XGraph.

Execs at the the McLean, Va.-based company said the purchase will increase value to advertisers and publishers via audience targeting and data science. Clearspring is best known by consumers for its AddThis social-sharing tool, which provides a lot of detailed user data.

Clearspring raised $20 million in funding in May. At the time, the company said it planned to spend its new cash on acquisitions that leveraged data and built audiences more efficiently.

The New York-based XGraph focuses on modeling and monetizing the Web’s social graph.

“We get a lot of data points every day and making sense of them is something we have already been doing, but XGraph fits the bill to go even further in the multi-graph use of data,” said Clearspring CEO Ramsey McGrory. “It puts us in a position to be the market leader for the application of data.”

Key Compton, CEO and co-founder of the three-year-old XGraph, noted that the industry has become data-driven in new ways.

“People are connected to each other via social connections in a multi-graph platform,” said Compton. “I think there are some really interesting opportunities to access the data.”

Here’s the official press release for the deal:

Clearspring Acquires XGraph to Create Largest Multi-Graph on the Open Web

Company accelerates growth by deepening data team and technology

McLean, VA and New York. NY. — November 1, 2011 – Clearspring, provider of the largest social sharing and analytics platform, AddThis, announced today it has acquired XGraph, Inc., a leading data science company focused on modeling and monetizing the web-wide social graph. Clearspring’s massive reach and proprietary real-time data processing capability, coupled with XGraph’s audience technology, create the largest multi-graph platform on the web — mapping 1.2 billion user’s connections by brand affiliation, intent and social behavior.

The investment in XGraph’s data science capabilities marks another step on Clearspring’s rapid growth trajectory. XGraph’s team has deep data science expertise with applied backgrounds in advertising, sociology, mathematics and computer science. Their unique technology dynamically organizes users by shared connections and interests. XGraph’s team and platform will drive Clearspring’s existing efforts with publishers, advertisers and agencies forward while also setting the stage for new innovation.

“Clearspring is at the epicenter of two major shifts online — the web becoming social and personal, and advertising becoming data-driven and accountable. The common thread in both changes is data. To compete in this new world, companies will not only need the ability to access and process big data, but also have the ability to activate that data to create value for consumers, publishers and advertisers,” said Ramsey McGrory, Clearspring’s new Chief Executive. “The combined company has the people, technology and data to enable our clients to stay at the forefront of these changes. 2012 will be a breakout year for Clearspring.”

For advertisers, agencies and trading desks, Clearspring will immediately be able to provide the largest multi-graph audience targeting capabilities available on the open web. By using this technology to identify a brand’s core audiences and finding millions of other connected and like-minded people online, the company can now drive more efficient spending and increased campaign performance. Clearspring also plans to leverage this new capability to deliver publishers unique audience insights, monetization capabilities and actionable data products in the coming year.

“Most companies only capture one dimension of how we’re all connected, whether it be our friends or people we share with — a single graph approach. XGraph not only models these social connections, but also multiple other types of connections such as brand affiliations, intent and more — a multi-graph approach,” said Key Compton, XGraph’s CEO. “We’re truly excited to leverage our technology to unlock the value of Clearspring’s massive data set and help publishers and advertisers truly harness the power of the web-wide interest graph.”

XGraph is headquartered in New York with an office in Silicon Valley. All XGraph employees based in New York will join Clearspring’s office there. Clearspring plans to keep the office in Silicon Valley. The combined company will have 85 employees nationwide.

The arena for news readers on tablets and smartphones is competitive, with high-profile efforts such as Flipboard, Livestand from Yahoo, AOL’s Editions and start-ups such as Pulse and Zite.

The reason for CNN’s acquisition interest — as well as look-sees from several other publishers — is not a surprise: As readers turn more toward using these mobile devices to consume content, big media companies are trying to acquire the technology to serve up their fare to them.

It is a dicey arena, though, where content aggregation meets (and crashes into) content lifting. Vancouver-based Zite, for example, was sent a cease-and-desist letter in March, by a panoply of media companies (not CNN!) alleging various copyright violations.

That happened right after it was launched, with $4 million in funding from angel investors and Canadian grants and an innovative personalized article-picking algorithm.

As Liz Gannes wrote then:

[Then] Zite CEO Ali Davar describes the iPad as a way to “emancipate the technology” his team originated at research at the University of British Columbia.

It had previously been put to work in a browser plug-in called Worio. And, as you might have guessed, browser plug-ins are a tough business.

The free Zite app imports a user’s Twitter tweets, follows and Google Reader subscriptions, offers lists of pre-made categories, and then solicits feedback and refines over time a list of topics and sources the user is interested in. It features articles based on their popularity, number of shares from a user’s network and topic relevance. (Davar said he thinks a person’s Facebook network data is too heterogeneous to reliably recommend articles, so it’s not included as an option.)

Last week, a Canadian site called Techvibes first wrote about the possibility of the sale of Zite to CNN, which is based in Atlanta and owned by Time Warner.

In a press release, CNN said Zite would remain a standalone unit, as a wholly-owned subsidiary of CNN, and that CEO Mark Johnson will continue to run Zite’s operations, but now in San Francisco. CNN also said that Davar will remain an executive director and Mike Klass will continue as CTO.

In a statement, Johnson said: “Zite is thrilled about combining forces with CNN to create a world-class news discovery platform. In CNN, we have found a partner who shares our vision and passion. Being part of the CNN family gives us the capital to grow Zite’s business and continue to innovate in the space.”

With its annual meeting this coming Thursday, you’d think Yahoo CEO Carol Bartz would be taking a rest.

Not so!

She has been a regular Carmen Sandiego, in fact, jetting to Yahoo hotspots around the globe from Dubai to Milan to New York and then back to Yahoo’s Sunnyvale, Calif., HQ.

As do Yahoos, I get most of the Friday emails she sends out, but I usually don’t bother to post them.

That said, I liked the can-do tone of this one, shades of Bartz early in her term, even in the face of a stock price that’s dropped almost eight percent this month to close at $14.69 on Friday.

(To be fair, the shares of Google are down by a little more in the same time, although its CEO Larry Page seems to prefer to remain holed up in his digital cave in Mountain View and lick his stock wounds.)

No matter, as Bartz writes, it’s nothing a little retail therapy can’t fix!

I myself am off on an international biking vacation in Ireland next week, so while I am gone, please enjoy Carol’s letter to Yahoos:

Last week was a crazy one -– Dubai and Milan in five days! You may not know it, but the Middle East and Italy are two of our hottest markets in the EMEA region (and I do mean hot — it was 114 Fahrenheit and very humid in Dubai — I thought I was going to melt!).

First on the itinerary was Dubai, where I met with government officials, advertisers, the media, and our awesome Yahoos there.

I kicked things off Monday with the Deputy Ruler of Dubai, Shaikh Maktoum Bin Mohammed Bin Rashid Al-Maktoum. Turns out he is a BIG Yahoo! fan. He told me that he’s on our sites every day to check the latest news and sports headlines. It makes sense — we’re huge in the Middle East and North Africa. Since we acquired Maktoob a year and a half ago, we’ve grown from 30 million to 53 million users. That’s impressive in a region with more than 70 million people online today.

We’re tops in entertainment with omg! Arabic, and with our women’s lifestyle site, Helwa. And we’re a strong #2 in News, thanks in part to our new Arabic homepage that launched six months ago. Already, it’s our fourth most popular homepage in the world — right behind the U.S., India and Taiwan. Meanwhile, Yahoo! is #1 in the Middle East and North Africa for display advertising with 40% market share.

Then on Wednesday it was off to Milan, where I visited with advertisers and our passionate Yahoos there. (I love that our Italian headquarters also happens to be located in one of the fashion capitals of the world — so convenient! An hour of retail therapy goes a long way).

We are winning it Italy. In a business review, our folks called themselves the Yahoo! “Italian Racing Team,” and I believe it. They’re firing on all cylinders. The country boasts some of the highest engagement numbers for us in the EU. We reach 66% of the online population in Italy. We’re top three in seven content categories, and #1 in four of them: Mail, News, Answers and Flickr. Plus, these #1 sites are growing faster than the market. And on the ad side, May was a record month for our display advertising in Italy — we’re taking share while growing revenue.

Throughout my trip to Italy and the Middle East, one thing came through loud and clear: Our local teams are able to execute and grow user engagement more quickly than ever before. This is thanks, in large part, to the great work of our Products org.

Take, for instance, our new Yahoo! Publishing Platform (aka LEGO). Our editors have put it to good use on our Italian Movies site. We’ve seen a 90% increase in page views, and a 60% increase in users. And that’s just in the first three weeks! This is exactly what we’ve been working so hard on for the past two years. We’ve completely re-architected our infrastructure, and it’s incredibly satisfying to see it pay off in so many parts of the world.

After all that fun, I headed back across the Atlantic and spent two good, solid days covering a lot of business in the Big Apple — press, investors, agencies and Yahoo! Sales leaders. Then it was back here to Sunnyvale for CEO staff meetings and a great “Coffee with Carol” with 30+ Yahoos.

I’m off to have a good weekend, hope you do too — especially you Dads on Father’s Day!

Carol

The Wall Street Journal reported earlier tonight that Microsoft–in what would be its most aggressive acquisition in the digital space–was zeroing in on buying Skype for $8.5 billion all in with an assumption of the Luxembourg-based company’s debt.

Sources told BoomTown tonight that the deal for the online telephony and video communications giant is actually done and will be announced early tomorrow morning.

The purchase–which has been spearheaded in closely held negotiations by Microsoft CEO Steve Ballmer, with an assist from Business Division CFO Amy Hood and top dealmaker Charles Songhurst–is a bold move for the software giant and its biggest acquisition in more than three decades.

The big price will give Microsoft–which has struggled in its online efforts and has lost billions of dollars for its work–a big brand name on the Web.

With Skype, which has been aggressively expanding, Microsoft will continue to lose money in its Internet efforts. Skype lost $7 million on revenue of $860 million. Operating profits, which Skype preferred to highlight, were $264 million.

And–let us not forget–Skype’s debt is $686 million. Silver lining: That’s slightly less than Microsoft’s Online Services division losses in its most recent quarter!

But, sources said, the concept is bigger than just money, including getting access to Skype’s 663 million registered users.

Skype, which had been headed bumpily toward an IPO until now, will apparently be integrated into Microsoft’s Windows Live and other online communications efforts in both the consumer and enterprise arenas, sources said.

Think Kinect connecting.

Skype has had a big-company owner before–eBay Inc. paid $2.6 billion in cash and stock for it in 2005, as a way for the auction site’s buyers and sellers to communicate.

A 70 percent stake in Skype was sold in 2009 to investors such as Silver Lake Partners, Andreessen Horowitz, and the Canada Pension Plan Investment Board. It then valued Skype at $2.75 billion.

So, obviously, the deal is a big win for them. In addition, at the time they made their investments, Skype was a huge legal mess with lawsuits flying.

Skype has since gotten cleaned up enough to attract Microsoft.

Other suitors have looked at Skype, including Google, although acquisition interest by Facebook was very much overblown, said several sources.

Interestingly, Microsoft’s new smartphone partner Nokia also held meetings with Skype’s CEO Tony Bates, a former Cisco exec who arrived at the company last fall.

Interest in Skype by Microsoft was first reported by GigaOm’s Om Malik on Sunday.

Tune in at 5 am PT for the official press release, apparently, and lots and lots and lots of analysis of whether Microsoft paid too much for Skype.

Late last month, BoomTown posted about a huge venture funding effort by the high-profile and even more highly designed social media reading app for the Apple iPad, Flipboard.

Today, its co-founder and CEO Mike McCue confirmed the $50 million round at an eye-popping $200 million valuation, in a wide-ranging interview at the start-up’s Palo Alto, Calif., HQ.

“We’re obviously thrilled, because we think it confirms our focus that people want a beautifully designed way to interact with content and to share it,” he said. “And there is a lot more to come–on a scale of one to 10, we’re just at a two or three.”

The bulk of the new second round of funding–Flipboard had previously raised $10.5 million–came from New York-based Insight Venture Partners.

Insight’s Jerry Murdock said in an interview that he was excited about the idea of “social endorsement” that Flipboard was pioneering.

“We back great entrepreneurs and Flipboard is that and also in an obviously unique position to solve a problem of media consumption in the digital age,” he said. “The sky is the limit. Or more precisely it is the best environment to consume curated real-time content for Twitter and Facebook, because of the user experience and social endorsement integration with the content.”

Insight is also an investor in Twitter.

Also stepping up in the new Flipboard round is Comcast’s venture arm, as well as previous investors, including Kleiner Perkins, Index Ventures and a spate of well known angels, such as Twitter co-founder and product guru Jack Dorsey, Facebook co-founder and Asana dude Dustin Moskovitz, the ubiquitous Ron Conway, actor Ashton Kutcher and the investment company of former News Corp. exec Peter Chernin.

“From a Comcast perspective, we’re intrigued with Mike and what he’s doing with content aggregation,” said Amy Banse, Comcast Interactive Capital’s new head. “We think we can learn from him and he from us.”

Co-founded by longtime entrepreneur McCue (Netscape, Tellme) and former Apple iPhone engineer Evan Doll in January, Flipboard launched to much attention in July.

The elegant Flipboard–which McCue recently told me in an onstage interview at the South by Southwest conference in Austin had zero revenues thus far–has changed the game on the consumption of social media.

Its innovative social magazine concept is attempting to make the social networking universe more accessible, consumable and, perhaps most importantly, visually arresting via its rich app.

Essentially, Flipboard pulls information from media RSS feeds and sites such as Twitter and Facebook data streams and then reassembles it in an easy-to-navigate, personalized format in a mobile tablet touchscreen environment.

In its current offering, there are pull-quotes, photos, videos, status updates and even the first paragraphs of linked-out content. There is also the ability to comment and share, as if one were on a social networking or microblogging site.

McCue said the new giant pile of cash will be used to increase its 32-person staff to about 50, international expansion, small acquisitions and more product development on more platforms.

The next in the arena will be the iPhone version of Flipboard, said McCue, followed by one for the Google Android mobile operating system eventually.

Left unsaid, of course, was the need for funding to fight the likelihood of increased competition in the hot space for delivering both professional and social content to consumers on a wide range of devices.

Rivals are varied, such as Silicon Valley’s most adorable news reader start-up Pulse and also Zite, a news reader which was recently sued for copyright infringement by a group of major publishers.

There are bigger potential players, such as Google, which is trying to find various ways to move into the social space.

In fact, said several sources, Google and others have made acquisition approaches to Flipboard, which has instead opted for raising more funding and staying independent for now.

McCue declined to talk about that, but did note that he is not surprised by publisher interest, especially of the worried and wary kind, in the arena.

“Anyone not respectful of others’ content is going to get in that kind of trouble,” he said, noting Flipboard has struck deals with 17 big publishers so far, including this morning’s announcement about a partnership with Oprah Winfrey’s and Discovery’s OWN cable network. “There is not one half to this equation.”

Right now, the Flipboard app is free and the business plan is advertising and some possible subscription scenarios.

McCue said advertising will be the key to Flipboard’s business plan in the future, although it’s not clear if the company will ever sell advertising itself.

Rather, it will partner with publishers seeking better distribution in the explosive tablet and smartphone market, where Flipboard has been gaining traction quickly.

But until that is sorted out, there is now $50 million more in the Flipboard kitty to figure it all out.

“With this funding, we can grow at the right pace and have a lot of flexibility to get the product right,” said McCue. “And, that’s the most important thing.”

A panoply of big media giants sent a cease-and-desist letter today to Zite, the Apple iPad news reader app.

The Washington Post, AP, Gannett, Getty Images, Time, Dow Jones and many other media organizations were part of the action, which you can read all about below.

Zite bills itself as a “personalized iPad magazine that gets smarter as you use it.”

Not smart enough, it seems, to avoid copyright complaints from the content creators the app sucks in.

“The Zite application is plainly unlawful,” said the letter to Zite CEO Ali Davar, noting all kinds of copyright violations.

In a phone interview with BoomTown this afternoon, Davar said Zite would comply with the letter by shifting the content from its “reading” mode to a Web one, which points to publisher sites.

“It’s a bummer that they did this, but we expected it,” he said.

In a comment he posted below, Davar also wrote:

“Zite’s goal is to work with publishers, not to be antagonistic. The few publishers that have contacted us regarding the reading mode view we have complied with their requests and simply switched over to web view. We’re talking to publishers right now to find a win-win for them monetarily and to at the same time preserve the great user experience.”

For now, it’s lose-lose, and the letter is a dramatic shot across the bow of all the many news readers now hitting the market in the wake of the popularity of the Apple iPad tablet.

The social media-focused Flipboard and the news-oriented Pulse are two others, both of which have claimed they are working with publishers.

But Pulse wrangled with the New York Times over misuse of its RSS feeds and copyright issues, which has since been settled.

Zite showed up earlier this month, a product of a machine-learning technology start-up called Worio, which is based in Vancouver, Canada.

The aggregator of personalized content, which has $4 million in angel funding, gets its cues from a user’s interests.

Zite’s technology originated at research at the University of British Columbia several years ago.

In an interview with NetworkEffect’s Liz Gannes a few weeks ago, Davar seemed sanguine about publishers.

Wrote Gannes:

The free Zite app imports a user’s Twitter tweets, follows and Google Reader subscriptions, offers lists of pre-made categories, and then solicits feedback and refines over time a list of topics and sources the user is interested in. It features articles based on their popularity, number of shares from a user’s network and topic relevance. (Davar said he thinks a person’s Facebook network data is too heterogeneous to reliably recommend articles, so it’s not included as an option.)

Flipboard itself is likely to add more personalization features; the company bought real-time social discovery technology from Ellerdale and has yet to implement much of it.

Vancouver-based Zite is well-funded, with $4 million from angels and Canadian grants, but it doesn’t have business relationships with publishers. The app lays out pictures and articles, stripping out everything else, including ads. Davar said he doubted this would be a problem. “It would be shortsighted for publishers to think of Zite as us versus them,” he said.

Short-sighted maybe, but legally lethal definitely, as you can see by this cease-and-desist letter, as well as a video from Zite on how its app works:

Letter to Zite _03 30 11_ –

Zite: Personalized Magazine for iPad from zite.com on Vimeo.

(Full disclosure: New Corp. owns Dow Jones, which owns this site.)

BoomTown scrambled the All Things Digital jet (aka, United Airlines, Seat 7A) late last night to get up to Microsoft’s big event for its online advertising clients today.

Called “Imagine 2011: Marketing Leadership Summit” and held at its Redmond, Wa. HQ, the two-day gathering is designed to wow peeps by trotting out a spate of strategery concepts those who buy advertising on Microsoft’s various digital offerings from its Bing search service to MSN to Xbox to Windows Phone 7.

Some program topics: “Elsewhere USA,” “Teens Hanging Out, Messing Around, and Geeking Out” and “Audience Buying Goes Real-Time: True or False?”

Presumably the goal of all this heavy-duty thinkery is to get these marketers to buy more ads from Microsoft by warning them about being left behind on the platform as the train chugs inevitably off to the digital future.

And just in case that doesn’t work, there will be a free concert tonight featuring the hipster band Train for the Imagine 2011 attendees at Microsoft Co-founder Paul Allen’s Experience Music Project venue to open those ad wallets.

Hey, Geek Mister: Stop sending all those digital marketing bucks to Google and Facebook and give them to us!

Before a panoply of various social, design and anthropology experts pontificated, Microsoft CEO Steve Ballmer kicked off the day with his patented loud and lovable Ed McMahon act, complete with the booming catchphrases.

Hey-Yo!

“You have to move forward or die!” (About the Web.)

“If you wanna get big, you have to think big!” (About the Windows 7 Phone smartphone deal with Nokia.)

I love the U.S. government, I don’t want to give it a hard time.” (About its crappy Web site, not the antitrust conviction thing.)

Ballmer outlined some key trends, which are not new to anyone paying attention over the last five years: Location; social; pervasive displays; ubiquitous connectivity; computers everywhere; cloud; data; and natural user interaction

He also joked about how there were 10 fake Steve Ballmers on Facebook, all using Steve Ballmer photos. Imagine that!

You’d think Microsoft’s badillion-dollar investment in the social networking site would get you a verified account!

Status: Monkey boy mad!

Actually, pissed off is more related to the fact that the person who conceived and organized the Imagine 2011 event was former global ad sales head Carolyn Everson.

But, she left the company in mid-February after only six months, for essentially the same job at Microsoft partner Facebook.

Since then Microsoft and Facebook have been wrangling over the talent raid, including Microsoft even considering legal action to block the move.

Nonetheless, the show must go on and it did in a pretty classy way.

But not without another road bump in today’s action–the news that Microsoft’s own marketing head, longtime company veteran Mich Mathews, was leaving the software giant later this year.

The departure had the halls buzzing about what happened and who will be taking over the big job with a $1 billion marketing budget.

Maybe some external CMO sitting right there in the audience or perhaps some internal Microsoft candidate such as Yusuf Mehdi or Capossela?

I suppose it’s time for some strategery stat!

Until it is all figured out, here is the music video for Train’s hit song, “Hey, Soul Sister”:

In an interview BoomTown did yesterday with Yahoo’s Chief Product Officer Blake Irving–the video of which will be posted later today–at the Silicon Valley Internet giant’s HQ in Sunnyvale, CA, he managed to actually give me some news to report: the hire of crackerjack user experience design head Tim Parsey.

Parsey’s title will be SVP of User Experience Design at Yahoo, which is now centralizing the important task, Irving said. Previously, in the 67-ring circus that has been Yahoo’s product organization, design was widely dispersed.

Parsey certainly has the cred in the industry, with stints at Apple, Microsoft’s entertainment and devices unit, Mattel and Motorola. Most recently, he was a principal at a Seattle-based design firm called shiftalliance.

The British native ran Apple’s design studio for five years in the early 1990s and and was the main dude behind Motorola’s freaky V70 switchblade mobile phone in 2001.

Best of all: Parsey was once responsible for Barbie, as you can read below from his bio from shiftalliance, which announced his departure several days ago on its site:

[Tim Parsey] co-founded shiftalliance to focus on higher order value creation in business. The company is built on three beliefs: 1. that higher order, or meaningful, value is the next value driver in mature markets; 2. that sustainable innovation needs to consider the whole business model and; 3. that establishing a people-centric continuous change process is critical for success in today’s markets .

Prior to shiftalliance, he served as Partner, User Experience (UX) Director, Xbox Design at Microsoft, where he led a 22-person team responsible for the design and development of a new technology-enabled paradigm of interaction and entertainment that would not disrupt revenue streams from the existing Xbox gaming platform and contribute to the business in a more strategic way.

Previously, at Mattel as VP, Consumer Products Design, Tim was responsible for the Barbie, Hot Wheels and Fisher Price brands (in all non-toy categories) across 45,000 sku’s contributing nearly $2 billion in revenue worldwide. His charge was to establish the strategic and creative vision, and evolve the culture from a traditional licensing to a ‘leveraged innovation’ and ‘marketed product’ based approach. Key components of this evolution were to establish the first design languages for Mattel brands; lead design innovation for cross-functionally conceived marketing platforms (product, entertainment/web and 360 degree marketing); and nurture the individual licensee businesses and 5,000 designers across the portfolio into a community motivated to share and innovate together, thereby driving the business evolution at an appropriate pace. Before that, as VP, Wheels Design, he led 45 toy designers to advance the Hot Wheels, Matchbox and Pixar CARS toy design businesses. Activities included establishing product and brand design strategies, evolving the toy teams and building the first licensed consumer products design team, all of which led to re-energized business growth. This experience was a planned opportunity to understand toy design and specifically play innovation, and led to the formalization of the first play design methodology for Mattel.

Prior to Mattel, Tim served as Corporate Vice President at Motorola, where he built and led the Consumer Experience Design (CxD) group for the Personal Communications Sector (mobile phones) from an established industrial design team of approximately 22 in the US to a multifunctional design organization of approximately 150 distributed. This journey that included developing design as a competitive advantage for the company began 5 years after the StarTac and led to the design of Razr, the most successful brand and product range to be informed by a design strategy called ‘rich minimalism’. At the time, approximately 100 cell phones a year were being designed with a broad range of derivatives for different markets and carriers. CxD was distributed across Asia, North America and Europe and included Advanced Design and Design Planning groups that fed advanced thinking and strategies into the User Interface, Industrial Design and Human Factors groups. Specific achievements included establishing a collaborative industrial and user interface design methodology with key carriers.

Before that, Tim served as VP, Product Design and Development for ACCO, a manufacturer of office supplies and Manager, Design Studio at Apple after working as staff designer at ID Two (now IDEO) and other leading design consulting firms.

And here is a video of him speaking at a TEDx event about a year ago:

Yes, it’s actually called Mogwee, which was the codename for the new mobile social communications service being launched tonight by Ning, the high-profile social networking platform co-founded by Silicon Valley icon and investor Marc Andreessen.

Part Twitter, part SMS, part Path and any number of such social start-ups, Mogwee actually stands for “more great weekends,” said CEO Jason Rosenthal, who has been focusing Ning on premium offerings.

BoomTown interviewed Rosenthal and Andreessen–who is also chairman of Ning–at an overpriced tea salon in San Francisco last week about the latest entrant into the crowded socializing of smartphones market.

The Mogwee app was approved today for the Apple iPhone and iPad. The Google Android version is coming in about a week and the one for Research in Motion’s BlackBerry is to come after that.

Also on deck: Integration with big social networking sites such as Facebook and Twitter. Currently, the only way to bring in friends is via your cell phone’s address book.

Once loaded, you can use Mogwee to chat live, share photos, play games, make analog plans and–horrors–throw sheep.

As you can see from the video and screenshots below, a user creates any series of “Hangouts”–such as a whiskey one by Andreessen–for real-time groups or one-to-one chat.

Here is the video interview I did, as well as a look at the service (click on the images to make them larger) and a blog post Rosenthal did about Mogwee:

I’d like you to meet Mogwee.

In January I talked to you about the custom social revolution that is fueling our business as more and more customers come to us to create powerful, custom social websites for their group, band, cause, classroom or business. Since then we launched the Ning Design Studio, major enhancements to the Ning Engagement System, and are in beta with our next killer feature, Paid Access. We have more on the way as Jonathan shared in his recent road map post, and I can’t wait to see Ning help even more customers bring their websites and brands into the social age.

With our road map in place, our business growing and the team humming–I spent some time last fall working with Diego, our CTO and Marc, our Chairman, to think about the next major area for Ning to tackle. We have this awesome team, a deep bench of talent, and 5 years of experience in group and social dynamics. We also knew that with the advances in smart phones mobile was going to be a critical part of the next break through services.

Enter Mogwee–with a very small team (just 2 at first) we began work on a new product–it would be both mobile and social at its core–not an adaptation of an old service for mobile. It would also rethink the modes in which we communicate for the modern age–a native app with chat as the backbone, real time and asynchronous sharing, additional mobile services built in–and it would be fun. A fun, consumer social product, that would be great for anyone to use!

I’ve been asked a few times–how does this relate to Ning? I believe that innovation (not the word, the act) is critical to making Ning a great company, not just building one great product, but a host of amazing new products for the future. Is Apple just the iPod? Google just Search? HP just a printer? We need to be pushing into new businesses that make sense and relate to our “social” DNA. We have an extremely talented engineering team–giving them new challenges and the freedom to invent makes Ning a better company and one that attracts and retains amazing people who want to do amazing things.

After several months of preparing we take Mogwee on its maiden voyage, launching today in Apple’s App Store, and very quickly after for Android and the web, we’re feeling excited, and for the 6 people now working on Mogwee–pretty tired.

Mogwee is a new social communication service that brings together all of the things you love to do with your friends and family on your phone. From chatting live and sharing photos, to planning a night out or playing a game, with a single tap, Mogwee gives you instant access to everything that makes life fun. I can’t wait for you to give Mogwee a try!

]]> http://allthingsd.com/20110228/video-nings-andreessen-and-rosenthal-talk-about-new-social-chat-service-mogwee/feed/ 1 http://allthingsd.com/20110210/glassdoor-takes-12m-for-job-review-site/ http://allthingsd.com/20110210/glassdoor-takes-12m-for-job-review-site/#comments Thu, 10 Feb 2011 16:39:59 +0000 Liz Gannes http://networkeffect.allthingsd.com/?p=3458 Glassdoor, perhaps the only gossip site that can actually improve your quality of life, has raised $12 million in Series C funding led by new investor Battery Ventures and including existing investors Benchmark Capital and Sutter Hill Ventures. The company has user-contributed (and moderator-reviewed, before posting) salary data and employer reviews on 110,000 companies in more than 100 countries. Launched right before the recession hit in 2008, the site has grown to 3.5 million monthly uniques, and CEO Robert Hohman said he thinks it’s “time to lean into it as the economy is recovering.”

]]> http://allthingsd.com/20110210/glassdoor-takes-12m-for-job-review-site/feed/ 0 http://allthingsd.com/20110201/seesmic-raises-from-4-million-in-funding-salesforce/ http://allthingsd.com/20110201/seesmic-raises-from-4-million-in-funding-salesforce/#comments Tue, 01 Feb 2011 13:39:29 +0000 Kara Swisher http://kara.allthingsd.com/?p=40053

In an interesting social enterprise move, popular social networking collaboration tool Seesmic is taking a $4 million investment from Salesforce.com, as well as from Softbank.

The San Francisco-based Seesmic has one of the top desktop and also mobile applications for monitoring a consumer’s various feeds from Twitter, Facebook and more.

So far, Seesmic has received $16 million in total funding. Other investors include Atomico, Omidyar Network and Wellington Partners.

Moving beyond a consumer app, where it has one million registered users, Seesmic has also worked closely with Salesforce.com on integrating its Chatter social enterprise network offering.

Deeper integration with Chatter and bridging more social communications with its customers is coming, said Seemsic founder and CEO Loïc Le Meur.

“It becomes an amazing internal dashboard if you are a manager,” said Le Meur in an interview with BoomTown this morning. “It has everything we have built for consumers, but internally.”

There are many such apps and software-based services being developed to inject social into the enterprise, including Yammer, Socialcast and Jive.

It will also be interesting to see if the investment is a prelude to an acquisition by Salesforce.com, to further bolster its own efforts in socializing the workplace.

Here is the official press release:

Seesmic Receives $4 Million Investment

SAN FRANCISCO–Feb 1, 2011–Seesmic, the leading maker of applications that monitor social networks across mobile devices, today announced a $4 million investment from salesforce.com, inc. and a Softbank Group company managed by Softbank Holdings Inc.

Seesmic helps companies monitor, engage and build their brands across social networks and mobile devices. The Seesmic Desktop provides a single console that lets companies view and respond, in real time, to comments being made about their brands in Twitter, Facebook and other social networks. Seesmic Desktop works with Apple’s iPhone and Macintosh computers, smartphones running Google’s Android or [Microsoft] Windows Phone 7 mobile operating systems, Research in Motion’s BlackBerry and on personal computers.

Salesforce.com, the enterprise cloud computing (http://www.salesforce.com/cloudcomputing/) company, and Softbank group join previous investors Atomico, Omidyar Network and Wellington Partners. Seesmic has received a total of $16 million, including the most-recent investment round.

Seesmic and Salesforce.com have worked closely for more than six months to create a seamless integration between Seesmic Desktop and Salesforce Chatter, the industry’s first enterprise social collaboration app and platform. Leveraging the social features popularized by Facebook and Twitter–such as profiles, status updates and real-time feeds–Chatter lets employees “follow” documents, people, business processes and application data. The result is a new level of productivity that crosses departments and organizational barriers. By integrating with Chatter, Seesmic Desktop will enable salesforce.com users to immediately see comments that customers have posted on Facebook and Twitter.

“Salesforce.com has become a valued partner as we work together to bridge external and enterprise social communication with Chatter. These investments will enable us to reach more enterprise customers” said Loïc Le Meur, CEO, Seesmic.

]]> http://allthingsd.com/20110201/seesmic-raises-from-4-million-in-funding-salesforce/feed/ 0 http://allthingsd.com/20110114/happy-10th-birthday-wikipedia-whats-next-video/ http://allthingsd.com/20110114/happy-10th-birthday-wikipedia-whats-next-video/#comments Fri, 14 Jan 2011 18:04:34 +0000 Liz Gannes http://networkeffect.allthingsd.com/?p=2383 Wikipedia now seems like an enduring institution on the Web, but the site was only founded 10 years ago, tomorrow.

Sue Gardner, executive director of the Wikimedia Foundation, which operates Wikipedia, says it is just recently that the site has gotten itself on sustainable financial footing, and has become widely accepted as a useful, quality resource.

We stopped by the nonprofit’s San Francisco headquarters, which is located amidst a sea of tech companies in the city’s SOMA district, on the eve of the big anniversary, which Wikipedia is celebrating with a set of relatively mellow user meet-ups around the world.

Gardner spoke about the evolution of Wikimedia as an organization, and set out its goals for the coming years. We videoed the part of the interview where she sets the scene for the 10th anniversary.

Wikipedia is coming off a successful grassroots fundraiser, where it was able to raise $16 million from users, in part due to founder Jimmy Wales’s face greeting users every time they visited the site until the end of the campaign. That’s double the amount raised in a similar campaign the year before.

And over the last 18 months, Wikimedia orchestrated a wide-scale community discussion of its strategy, aided by collaboration expert Eugene Eric Kim, which resulted in a set of goals to take the organization and its many volunteers forward.

Wikipedia now has cumulative 380 million edits, resulting in 17.8 million articles in 250 languages by eight million user accounts, of which about 100,000 edit at least five times per month. It has 52 people in its San Francisco headquarters, which Gardner took over in 2007.

The nonprofit’s three-part mandate is to increase Wikipedia participation, quality and reach. Its big focus for the coming year will be reach, according to Gardner, specifically targeting poorer areas of the world where Wikipedia has so far proved to be less popular.

The idea, said Gardner, is that if people in these places have the tools and exposure to contribute to Wikipedia, the resulting content will be better representative of the world, as well as more comprehensive.

“You can’t blame editors for not being representative,” said Gardner. “The way to solve this is not to make them feel bad.”

A major implementation of the initiative will be opening a Wikimedia office in India in the next couple of months. Gardner had just recently returned from a trip to India when we spoke.

Meanwhile, Wikimedia’s product team is also working to redo its registration and discussion tools, and future projects include a better system for understanding user reputations.

The company has also started a campus ambassador program at colleges, which Gardner said is promising in part due to the folks who have turned out so far. Unlike with Wikipedia, where 87 percent of contributors are men, the campus ambassador volunteers were 50 percent women.

Another college effort is a program with 25 public policy classes to improve the Wikipedia pages on a particular subject matter.

And on the infrastructure front, Wikimedia is finally moving its data center out of the hurricane zone in Florida to a dedicated space in Virginia. The nonprofit is also looking to cache the site from more locations (it currently does so in Amsterdam) so it can be more quickly accessible in more parts of the world.

]]> http://allthingsd.com/20110114/happy-10th-birthday-wikipedia-whats-next-video/feed/ 0 http://allthingsd.com/20110112/in-yet-another-content-hook-up-aol-ups-deal-with-endemol/ http://allthingsd.com/20110112/in-yet-another-content-hook-up-aol-ups-deal-with-endemol/#comments Wed, 12 Jan 2011 17:10:45 +0000 Kara Swisher http://kara.allthingsd.com/?p=39480 AOL’s strategy to partner with third-party content creators for original programming–especially premium video content–keeps ticking, with another partnership, this time with Endemol USA.

The New York-based Internet company said it would “co-develop and co-produce new Web programming initially aimed at AOL’s growing women’s audience” with Endemol.

Endemol makes television shows, such as “Extreme Makeover: Home Edition,” “Big Brother,” “Wipeout” and “Jerseylicious,” as well as Web series “Married On My Space 1 & 2″ and “Coupon Mom.”

AOL is working on several other content partnerships, said sources, to add to its previous ones.

AOL said the first two “built-if-sold”–meaning some big advertiser has to pony up–will be:

“Re-Dressed by America”: An interactive Web series where online users make over subjects facing a life-changing event (high school reunions, first dates, etc.) by voting on their hairstyles, fashion, accessories and more. The series will be featured on Stylelist.com and MyDaily.com.

“Mamá’s Recipe”: U.S. families compete for the best family recipes and share their secrets with the AOL audience. The series will be featured on KitchenDaily and AOL Latino.

Not exactly “The Sopranos,” but there you have it.

Here’s the full press release from AOL:

AOL INC. AND ENDEMOL USA ANNOUNCE WEB PROGRAMMING PRODUCTION PARTNERSHIP

Agreement Further Expands AOL’s Original Video Offerings

New York, NY–January 12. 2011– AOL Inc. (NYSE: AOL) and Endemol USA today announced a production agreement to co-develop and co-produce new Web programming initially aimed at AOL’s growing women’s audience, as well as at the broader AOL audience. The partnership will focus on creating premium, unscripted digital video content that will enhance the user experience by taking advantage of the real time, interactive and community nature of the Web.

“Endemol is a premiere producer of unscripted programming and their expertise in creating unique, interactive, popular shows, combined with AOL’s growing video audience will take digital production to the next level,” said David Eun, President of AOL Media & Studios. “Endemol is the latest in a string of partnerships that serve both the AOL consumers and our advertising partners.”

“We are thrilled to partner with such a successful and global leading company like AOL,” said David Goldberg, Chairman of Endemol North America. “This deal continues our growth as a leader in interactive digital entertainment, and we look forward to creating many genre-defining series with AOL.”

The first two built-if-sold series to be produced under the new agreement are:

“Re-Dressed By America”: An interactive web series where online users make over subjects facing a life-changing event (high school reunions, first dates, etc.) by voting on their hairstyles, fashion, accessories and more. The series will be featured on Stylelist.com and MyDaily.com.

“Mamá’s Recipe”: US families compete for the best family recipes and share their secrets with the AOL audience. The series will be featured on KitchenDaily (http://www.kitchendaily.com) and AOL Latino (http://latino.aol.com/).

AOL will promote each Web series throughout the AOL Network focusing on the sites and destinations relevant for each series’ demographic. Every series produced through this partnership will feature enhanced online programming, such as user voting, supplemental video clips and supporting blog content to create deeper user experiences, and opportunities for sponsors to integrate their messaging in creative and highly-engaging ways.

Endemol USA, one of the world’s leading producers of entertainment programming, will leverage its experience producing hit shows such as Emmy-award winning “Extreme Makeover: Home Edition,” “Big Brother,” “Wipeout” and “Jerseylicious,” as well as the hit Web series “Married On My Space 1 & 2″ and “Coupon Mom” to create captivating Web series with AOL.

“You’ve Got…” the video series that debuted with the new AOL.com launch, generated nearly 8 million views in its first month, and featured a diverse guest list including Kelly Ripa, Barack Obama, Matt Damon and the Marines in Afghanistan. For comparison, that puts “You’ve Got…” on-pace with a top 10 Web series. Overall, video views on the new AOL.com rose more than 3X in its first month.

]]> http://allthingsd.com/20110112/in-yet-another-content-hook-up-aol-ups-deal-with-endemol/feed/ 2 http://allthingsd.com/20110108/twitter-responds-to-wikileaks-document-demand-by-feds/ http://allthingsd.com/20110108/twitter-responds-to-wikileaks-document-demand-by-feds/#comments Sat, 08 Jan 2011 08:25:16 +0000 Kara Swisher http://kara.allthingsd.com/?p=39304

Twitter has been ordered by a U.S. federal judge to turn over documents related to several people involved with WikiLeaks to the Justice Department.

Tonight, a Twitter spokeswoman responded to a request for comment on the situation:

“We’re not going to comment on specific requests, but, to help users protect their rights, it’s our policy to notify users about law enforcement and governmental requests for their information, unless we are prevented by law from doing so. We outline this policy in our law enforcement guidelines.”

In an onstage interview I did with Twitter CEO Dick Costolo at a D@CES event last night in Las Vegas, he referenced the issue, but would not give any specifics.

While he said he could not talk about WikiLeaks specifically, he indicated that he disliked government mandates to keep things quiet and reiterated Twitter’s desire to connect people with useful information.

“We’re going to lash out at things that prevent us from doing that, as aggressively as we can,” said Costolo, who also used Twitter crackdowns in China as an example.

It might be a Herculean task to fight the federal government, which is aggressively going after WikiLeaks and its founder, Julian Assange.

Some Web companies, such as eBay’s PayPal unit, have cut off WikiLeaks.

On the other hand, Twitter took legal action to unseal the court order, which allowed it to inform those involved, giving them 10 days to object. Otherwise, the San Francisco microblogging service would have had to turn over information without the knowledge of these users.

There will surely be more of these to other Web companies, with obvious candidates being Google and Facebook.

The order from the U.S. District Court for the Eastern District of Virginia is ordering Twitter to fork over subscriber names, user names, screen names, mailing addresses, residential addresses and more of several people involved with WikiLeaks.

But you can read for yourself–here is the court order, as well as the unsealing order:

twitter1

twitter2

]]> http://allthingsd.com/20110108/twitter-responds-to-wikileaks-document-demand-by-feds/feed/ 10 http://allthingsd.com/20110104/facebooks-questionable-stock-hijinks-feels-like-winklevii-2-0/ http://allthingsd.com/20110104/facebooks-questionable-stock-hijinks-feels-like-winklevii-2-0/#comments Tue, 04 Jan 2011 19:00:38 +0000 Kara Swisher http://kara.allthingsd.com/?p=29772

Many years ago, before Google went public, I had an unusual late-night conversation in the lobby of the TED conference with its co-founder Larry Page about the prospect, about which–despite its inevitability–he had more than a little nervousness.

That would be: Taking the search company public.

After much ruminating, Page concluded that one of the more important reasons he felt compelled to have an IPO was to finally reward Google’s employees for all the work they had done to build the company.

While I have never had a similar chat with Facebook CEO Mark Zuckerberg about the powerful social networking company and an initial public offering, I suspect that he would not express any such sentiment.

And it’s not because Zuckerberg does not value his staffers any less than Page did–instead, it’s because he seems to value his privacy most of all.

I know–ironic!–given how many perceive the company to be cavalier about important issues related to disclosures of personal information uploaded to Facebook by the mountain-load daily by its hundreds of millions of users.

That aside, Zuckerberg’s clear intent to keep the lid on Facebook tight–with no information about the details of financial performance and other pertinent information a public offering would require be disclosed–is clearly about to become a nettlesome issue for the company.

While that effort at preserving secrecy by staying private has resulted in little more than cute Silicon Valley media guessing games about a possible IPO, its most recent machinations are too clever by a half.

That would be the new and giant investment from Goldman Sachs, as well as a deal to get $1.5 billion of pre-IPO shares in the hands of the investment bank’s rich customers.

Aside from the appalling image that only the very wealthy can get an early shot at Facebook shares, which instantly became a press meme yesterday after the Goldman deal was announced, pretending this single investment entity–called a “special purpose vehicle”–simply feels like a Wall Street trick.

Plus, a special purpose vehicle sounds like a car that bankers use to take people for a ride.

Thus, a gaggle of rich doctors in New Jersey are treated like one blob, instead of what is plainly true to all. As the old Latin legal phrase goes: Res ipsa loquitur (the thing speaks for itself).

Of course, this strategic move is designed to keep the number of primary stockholders under 500, which is the IPO tipping point for the Securities and Exchange Commission.

Therefore, by all means, let’s do it!

Or not, because I had an intense déjà vu about all this, and an unease that it felt vaguely familiar as a negative characteristic of Zuckerberg’s leadership that seems to cling to him.

That would be the dicey origins of Facebook, which remain a controversy to this day, including garnering an entire Hollywood movie on the subject.

Anyone with a passing knowledge of Facebook’s history knows the basic question: Did Mark Zuckerberg “steal” the idea for Facebook from the Winklevoss twins, as well as sandbag their efforts, while they were all students at Harvard University?

And, more to the point, was it illegal?

The Winklevii certainly think so, continuing in their Don Quixote quest to take Zuckerberg down in a series of ever-more-comical lawsuits.

For me, the answer is a lot more complex–I think Zuckerberg most definitely screwed with the Olympic rowing twins and it was very creepy that he did.

But, in terms of breaking the law, not so much.

Of course, if you are endeavoring to always act with ethics in your career, this should not be the bar set. But in practical terms, it was most definitely an aggressive knee-capping that is not uncommon in business.

Zuckerberg has shown similar tendencies many times since then, especially around the thorny issues of privacy, where fast-and-loose behaviors are quickly followed by the I’m-sorry-I-didn’t-mean-it excuses.

Okay, fine, I get it. Business is war.

But, as it moves into a more mature place, the question now is whether Facebook should keep stressing this kind of wink-wink-nudge-nudge propensity, because it feels–how can I say this in the nicest way–icky.

Plus it will surely attract unneeded attention from the SEC, which is already looking into the opaque market for trading shares of closely held companies and where Facebook is the star attraction.

And this is to say nothing of other issues–for example, could there be insider trading problems around the buying and selling of these private shares, as one person close to the situation has noted to me?

Facebook, of course, will defend what it is doing as above board, say it’s not unfair to give special access to its bounty to the very rich in what is essentially a private IPO and wag a finger at critics like me and tell us we don’t understand sophisticated financial issues.

But here’s what I grok without a Harvard Business School degree: It feels sneaky, it feels elite, it feels opaque, and this kind of fancy financing footwork could end in tears.

Because these legitimate questions on how Facebook handles its stock will continue to dog the company until–when he is good and ready (and finances at Facebook look prettier)–Zuckerberg eventually pulls the trigger on an IPO.

It would be nice, even if Wall Street applauds his cleverness, if he didn’t keep shooting himself in the foot along the way.

]]> http://allthingsd.com/20110104/facebooks-questionable-stock-hijinks-feels-like-winklevii-2-0/feed/ 11 http://allthingsd.com/20101224/best-and-worst-products-of-2010/ http://allthingsd.com/20101224/best-and-worst-products-of-2010/#comments Fri, 24 Dec 2010 16:00:53 +0000 Walt Mossberg http://mossblog.allthingsd.com/?p=539 This week on WSJ Digits, Walt shared his thoughts on his best and worst reviewed products for 2010.

Taking Walt’s top spot this year was none other than Apple’s iPad. For a 1.0 product, the iPad was amazing. With the new iOS 4.2 operating system and its huge selection of apps, the iPad continues to stay ahead of the competition.

High-speed 4G networks in the United States took the second spot. As the world goes more mobile, the availability of faster networks is critical. Today, 3G networks are bursting at the seams, and the promise of these networks will be something to watch closely in 2011.

Tied for third were the Samsung Galaxy S and the Apple iPhone 4. The Galaxy S is representative of the powerful force that Android has become within the smartphone marketplace. Despite no longer being the only game in town and all the initial controversy over its antenna, the iPhone 4 is still the best overall smartphone, according to Walt.

Turning his attention to his worst reviewed products for 2010, Walt gave the Dell Streak tablet a thumbs-down. Calling the Streak a tweener, he believed this Android device was too big to be a phone yet too small to be a tablet.

While no company got it right when it came to integrating the Internet with the television, Google TV was certainly not ready for prime time. Walt felt that it was basically a geek product, with a confusing user interface and clumsy keyboard options. Finally, the TiVo Premiere was another product that failed to meet Walt’s expectations. As a TiVo fan and user, he felt TiVo Premiere, with its cluttered interface, shared Google TV’s shortcomings. Simply put, the execution was not there, and the price was too high.

Walt did stress that these products might be great someday, but 2010 was not their year.

---

Walt’s Best Products of 2010

1. Apple iPad
2. 4G wireless networks
3. Samsung Galaxy S and Apple iPhone 4

Walt’s Worst Products of 2010

1. Dell Streak
2. Google TV
3. TiVo Premiere

]]> http://allthingsd.com/20101224/best-and-worst-products-of-2010/feed/ 51 http://allthingsd.com/20101221/salesforce-buys-small-contact-management-startup-etacts/ http://allthingsd.com/20101221/salesforce-buys-small-contact-management-startup-etacts/#comments Tue, 21 Dec 2010 19:59:28 +0000 Liz Gannes http://networkeffect.allthingsd.com/?p=1526 Salesforce has bought Etacts, maker of a contacts management tool, according to a source familiar with the matter. Etacts informed users today that it will shut down as of January 31 in order to “pursue other opportunities.”

Etacts, which participated in the Y Combinator program earlier this year, offered a free Web app and plug-ins that helped Gmail and IMAP users manage their email relationships by showing information about their contacts’ social Web activity and communication history.

The start-up, co-founded by recent Duke grads Howie Liu and Evan Beard, had raised $650,000 in funding from Ron Conway of SV Angels, Eric Hahn of Inventures Group, Jim Young from Hot or Not, Lorenzo Thione and Barney Pell from Powerset, Joshua Schachter from Delicious, and YouTube co-founder Jawed Karim. And I believe Ashton Kutcher was involved as well.

Etacts will no longer accept user sign-ups as of today and will delete all user data effective January 31, it said in an email sent to users.

Etacts’s product was quite similar to that of another Y Combinator company, Rapportive. Salesforce also just bought another YC company this month, Heroku, for $212 million in cash.

]]> http://allthingsd.com/20101221/salesforce-buys-small-contact-management-startup-etacts/feed/ 1 http://allthingsd.com/20101217/meet-todd-mckinnon-ceo-of-cloud-management-startup-okta/ http://allthingsd.com/20101217/meet-todd-mckinnon-ceo-of-cloud-management-startup-okta/#comments Fri, 17 Dec 2010 21:28:05 +0000 Arik Hesseldahl http://newenterprise.allthingsd.com/?p=780 Todd McKinnon saw the first phase of the cloud computing revolution close up. He joined Salesforce.com as its head of engineering in 2003 and saw firsthand how companies mistrusted the idea of using software they didn’t run on their own computers in their own buildings, but instead trusted to someone else.

Over time, CIOs everywhere got over their skepticism of the cloud, and Salesforce.com went on to become a billion-dollar company that is widely used in numerous industries.

But he knew there was more to it. Lots of other small companies where adapting the Salesforce software-as-a-service model to other job functions besides tracking sales relationships. There’s SuccessFactors, which tracks employee performance, and Workday, which manages basic company operations like payroll and benefits.

For companies large and small that are embracing the cloud, that’s a lot to manage. McKinnon’s plan with Okta, a start-up company that’s received investments from Andreessen Horowitz, Floodgate and SV Angel, is to make it easy for companies to take advantage of cloud applications and services by giving them a single place from which to manage it all.

I caught up with McKinnon last week in Menlo Park, Calif., at the Sand Hill Road offices of Andreessen Horowtiz, which in July invested $10 million in Okta, its first cloud investment. The company is planning a big launch in January.

NewEnterprise: So your last job was at Salesforce.com, but it led directly to you starting Okta. Tell me about that.

Todd McKinnon: I went to Salesforce at the time their engineering team was really small. Their engineering team was only about 10 or 15 people. They brought me in to be the first non-founder VP of engineering. They wanted me to scale the company and scale the group.

NE: So you got into Salesforce early, and things look pretty good over there now. Why did you leave?

TM: We had a booth at Dreamforce, and I saw a lot of my old friends there, and they asked me the same thing. I was at the tip of the spear in terms of seeing this transition in the industry. When I first started at Salesforce, companies were first starting to adopt the cloud and the software-as-service approach, but they were really skeptical. They had to scrutinize everything about it before they would buy it. One time I spent an entire weekend–I remember because it was my birthday–reviewing the code line by line with a big bank, for security. Over the years, that attitude changed. Rather than view it as something risky, they viewed it as beneficial, and they got more comfortable with the risk.

That to me was an important moment. When the industry shifts, that creates an opportunity, the kind of opportunity that small companies can take advantage of. I couldn’t sit there knowing there was so much opportunity and so much disruption going on and watch someone else go out and do it.

NE: Clearly we’re seeing Salesforce broadening out from its original offering. We’ve seen it launch Database.com and acquire Heroku in recent days. It didn’t occur to you to try and build this within Salesforce?

TM: It did. But there’s challenges there in terms of what the company is going to focus on and how long to focus on the primary mission before it branches out. I wanted to build a company. I wanted to have an impact, but I also wanted to build a company.

NE: So explain how you got from there to starting Okta.

TM: I had been thinking about building a monitoring system for big companies rolling out their mission-critical cloud services, like call centers. The idea was to monitor performance and gather compliance data in a way that was similar to what companies were already doing with the systems they had in-house.

I called a bunch of people who said that monitoring was a good idea. But one thing I heard was that it would only make sense to large companies. The other thing was that there were a lot of companies, some big, some small, that were deploying cloud applications. I started to see companies who were running most of their IT infrastructure outside the firewall. Once you think about a world where the center of gravity is outside the firewall you have to solve a lot of problems in the cloud that have already been solved inside the firewall.

I kept running into a simple example: If you have a Windows network, you have file servers and print servers and email. Microsoft has made that work well. But if you’re trying to build your corporate IT in the cloud, there’s a bunch of unsolved problems. You have some file utility, and email from Google or a hosted Microsoft Exchange, and maybe a print driver on your copy machine. What I learned is, before anyone needs monitoring, there were all these basic problems that needed solving.

NE: What kind of basic problems?

TM: There’s the the most basic problem of identity. How do you get users authenticated in a consistent way across all these cloud services? How do I make sure that when someone joins the company they get access to what they need to do their job? And more importantly when someone leaves the company, how do I make sure that they don’t have access to all the things they did when they were an employee?

When you run your corporate IT in the cloud, all your files and services are out there on the Internet and so you have to make sure you de-provision that user’s access. There’s a great bonus with the cloud that files are accessible from everywhere, on your PC or your phone. The downside is that they’re available everywhere and so you have to manage that. If you’re truly going to reap all the benefits of the cloud, like lower costs, in the next five to 10 years, companies are going to have to rethink how they build their networks.

NE: And that’s where Okta comes in?

TM: Right. We set out to build a domain controller for this new type of network–we call it a Cloud Area Network.

NE: At most companies there’s a mixture of infrastructure that’s in the building or in a managed data center, mixed with some cloud services. What you’re saying is that if I want to manage my infrastructure on things like Amazon Cloud Services or Microsoft Azure or Google Apps, some combination like that, then you’ve got to have a way to control who can access what.

TM: Exactly. Okta sits in the middle of your services, and knows what you use. Right now it’s focused on applications: Workday, Taleo, Success Factors, GoToMeeting, Salesforce. We have hundreds of prepackaged combinations. You tell it which ones you have, and you get three very concrete benefits right out of the box. The first is that your users get a single dashboard to access them all, with a single sign-on. Administration staff gets a single point to create accounts across all of your services. And then, most importantly, when someone leaves you can automatically de-provision them, so you can cut them off from the services all at once.

NE: So what are your launch plans?

TM: We’ve been selling in the marketplace for a while now, and the main thing we’re going to talk about is customers.

NE: That was my next question. What kind of companies are you going to be talking about?

TM: These are known companies. They’re not huge. Our biggest installation is about 1,500 seats. But when companies deploy it they want to give it to every employee because it manages so many applications. One customer has 21 applications in there, and one had 15. It crosses all the job functions, and touches all employees.

NE: So if you counted up all the active seats in use right now, how many would it be?

TM: We’re going to be announcing that in January too! (Laughs.)

NE: So what’s the business model?

TM: It’s a subscription model just like all the other software-as-service companies out there. It’s based on per user, per month. The default is that they choose to license for the whole company so we get a lot of broad deployments.

NE: So where do you want to be a year from now?

TM: The big thing a year from now, we need to start to position ourselves toward our bigger vision of becoming a platform. The initial product is easy to understand. Over time we need to turn it into something bigger. We want to get beyond the applications and turn it into a platform-as-service. We’re starting with applications, because that’s where the adoption is right now. Ultimately we want to be the controlling layer for a lot more: Programming tools like Heroku and Force.com and Google App Engine, and then there’s the infrastructure-as-service layer like Amazon. Our ambition is to be a domain controller for all of it.

]]> http://allthingsd.com/20101217/meet-todd-mckinnon-ceo-of-cloud-management-startup-okta/feed/ 0 http://allthingsd.com/20101216/d-dive-into-mobile-the-full-interview-video-of-spotifys-daniel-ek/ http://allthingsd.com/20101216/d-dive-into-mobile-the-full-interview-video-of-spotifys-daniel-ek/#comments Thu, 16 Dec 2010 17:05:59 +0000 Kara Swisher http://kara.allthingsd.com/?p=38664 As promised, All Things Digital will be publishing the full videos of the interviews we did last week at our D: Dive Into Mobile conference in San Francisco.

The first extension of the event, it produced some very newsy sessions. We’ll be posting them all this week and next.

And today, here’s Spotify’s Daniel Ek (pictured here) singing for his supper.

Well, not in the U.S. as yet, where the Swedish CEO and co-founder of the innovative streaming music service has not been able to make good on his promise to strike deals with music labels, which fear the popularity of Spotify could cut back on sales of CDs and digital downloads.

In Europe, the popular service offers unlimited tracks for free, or users can subscribe for an advertising-free version.

Ek talks about all this and more in his interview with MediaMemo’s Peter Kafka.

Here’s the video:

Next up: Flipboard’s Mike McCue (who just joined the Twitter board).

]]> http://allthingsd.com/20101216/d-dive-into-mobile-the-full-interview-video-of-spotifys-daniel-ek/feed/ 0 http://allthingsd.com/20101212/gawker-hacked-if-youve-left-a-comment-on-a-nick-denton-site-change-your-password-asap/ http://allthingsd.com/20101212/gawker-hacked-if-youve-left-a-comment-on-a-nick-denton-site-change-your-password-asap/#comments Sun, 12 Dec 2010 20:47:52 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=26944 Have you left a comment on one of Gawker Media’s sites? If so, you should change your password there, and on any other sites where you’ve used the same login/password combination, as soon as possible. Gawker says its “user databases appear to have been compromised” by hackers. More background from Mediaite and The Next Web.

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