Archive for the ‘Canon 5D Mark II’ Category
I am writing this piece with a heavy heart.
Priya Haji passed away July 14, 2014 at the young age of 44. She leaves behind a daughter under a year old and a son that is 2 and a half. Here are some news stories of her death: re/code, TechCrunch, Site Pro News, Palo Alto Online, The Non Profit Times. Here is the official memorial page for Haji. A celebration of Haji’s life will take place tomorrow, Saturday, July 19, 2014 at the Anderson Auditorium at the Berkeley-Haas School of Business at the University of California Berkeley, in Berkeley, California USA. Here is the Facebook page for the celebration.
I met Haji in 2005.
My Internet startup at the time was housed in the basement of the Bancroft Hotel in Berkeley, California USA. This basement was home to about six tiny startup companies at the time.
One day David Charron, at the time the Associate Director of the Lester Center for Entrepreneurship & Innovation, brought by Haji and her business partner Siddharth Sangvi and assigned them to the cubicle on the other side of the partition to my right as I was seated at my laptop.
Sangvi and Haji were starting their company called World of Good in order to lift from poverty poor women that lived in the developing world.
When I met this dynamic pair, they had yet to sell anything to anyone, and yet Haji was already talking about building the brand ‘World of Good’ even though she didn’t have any customers and didn’t have the Internet domain address worldofgood.com. It seemed to me at the time that they were jumping the gun a bit to be talking about branding before they had anything to sell or any customers.
But Haji was emphatic she would build World of Good into a recognizable brand that would extend beyond the tags attached to each item.
I soon observed Sangvi and Haji develop into entrepreneurial stars.
Haji had laid the groundwork for her new venture by traveling for six months through multiple emerging countries, where she met with women that would make the products her new venture would eventually sell.
The basement of the Bancroft hotel (at 2680 Bancroft Way Berkeley, California 94704 USA) was subdivided into cubicles. There were no private offices. There was a windowless conference room that could fit ten people.
A later stage company, Iris A/O, occupied a third of the space. For that privilege, they paid rent to the hotel directly. All the other companies paid nothing thanks to the generosity of The Lester Center for Entrepreneurship & Innovation, at the time led by the Founding Executive Director Jerry Engel. The center is now known as The Lester Center for Entrepreneurship.
Since there was no warehouse space, the World of Good pair modified the broom closet to be their first ‘warehouse.’
I was there at this magic moment, since this closet was an arms reach from my desk. Sangvi just installed a padlock hasp to the door and frame, and the entire inventory of the company lived in this perhaps 6 square foot space for the first couple of months after Haji and Sangvi moved in to this makeshift startup incubator, officially called the Berkeley Entrepreneurship Laboratory. This space has since closed and been replaced by the shockingly upscale Berkeley Skydeck Accelerator that fills the penthouse of the tallest building in Berkeley.
Haji wisely chose to focus on physical retail sales to start, rather than Internet or online sales.
World of Good was founded on the principle of fair trade where the workers that actually made the products were paid a living wage for their country. This is in contrast to most businesses, where workers are paid as little as possible to maximize the profits for the stakeholders in the business.
What Haji recognized early is that fair wages mean products that are premium priced. She and Sangvi did not have the money to open their own upscale retail store or chain of stores, so Haji used her prodigious powers of persuasion to convince Whole Foods Market, an upscale organic grocery store chain in the United States, to allow World of Good to place their products inside Whole Foods stores.
Haji was intent on establishing World of Good as an identifiable consumer brand. She and Sangvi created an adorable kiosk from Ikea brand unpainted wood bookshelf units. Sangvi used an existing rather unknown decorative computer font to write out the World of Good company name, and the resulting charming logo endured I believe unchanged for years until the brand was eventually discontinued well after the company was sold.
By this time, I estimate World of Good had purchased fifty different gift items from women in countries such as India, Chile and Pakestan. The items included such impulse purchase items such as jewelry, coin purses, scarves and purses. Assembled together, the first kiosk was lush and inviting. It took up about two square feet of floor space, as these Ikea bookcases were perhaps the smallest and cutest they offered at the time.
I recall hearing reports from Haji that the products started flying off the shelves once the first kiosk was placed in the Berkeley Whole Foods. Over time, the metric that stuck in my head was that World of Good was selling $5,000 per square foot per year from its World of Good kiosks in Whole Foods stores, but Whole Foods itself only managed to sell $1,000 per year per square foot. So World of Good’s products were outperforming Whole Food’s traditional offerings by a giant multiple.
Whole Foods was naturally ecstatic, and eventually World of Good installed kiosks in hundreds of Whole Foods stores, including in Fort Collins, Colorado, where my brother Andrew Warnock and his family live.
I liked Priya Haji a lot, and we became good friends.
She had a drive beyond most entrepreneurs I meet. She was bold. She was fearless.
I heard almost everything Haji said during the hours we were both present during the year plus that we shared office space. She was just over the five foot tall cubicle wall, and there was no sound isolation, so I heard every call she made. Haji made a lot of phone calls.
She decided she wanted help from the World Bank, and she contacted this huge International organization and actually was able to speak with the President, though not on the first attempt of course.
Haji wanted to ensure that World of Good would continue indefinitely to help the poor women she cherished and admired. She planned for her own exit from the company, and knew that future leaders of her venture could curtail her economic generosity. So she attempted to structure things so they could not be unwound after her exit. Sounds impossible you say?
What she did was set up two companies — World of Good, Inc., which was a for-profit so-called C corporation, and World of Good Development Organization, which was a non-profit so-called 501(c)3 corporation. She arranged ownership so that the non-profit owned 10% of the stock in the for profit company. This way, even if the for profit company were acquired, the non profit would have a significant equity stake that could not be voted away or taken away.
The non-profit World of Good Development Organization funded projects such as helping to build schools in developing nations. The organization’s marque good deed was to create the Fair Wage Calculator, a website where workers could learn about fair wages and better appreciate their fairness even though currency translations make such comparisons problematic, particularly in the developing world where there are so many currencies that may not be as easily valued as the world’s major currencies. Here’s an article that suggests the World of Good calculator is now maintained by Fair Trade USA and Good World Solutions. I recall Haji saying the calculator found a new home, but I can’t recall who she said took over the project.
Haji was proud to tell people that her pair of Good companies was the first such pairing of a United States for profit and non profit company. She was proud to have thought to do this, and was happy others have gone on to set up the same structure for their ventures.
I remember Haji showing me the thick binder of documents she kept on her desk that represented her efforts to establish this unusual structure.
This structure had practical value, even in the early days when there were low sales and presumably no profits.
World of Good planned Internet sales after establishing itself with retail sales, but World of Good did not own the coveted matching domain name worldofgood.com.
Someone else owned that domain, but was not using it for a website. This owner wanted USD $10,000 for it. That was more money than the entire capitalization of the company at the time, I suspect, since they started operations well before raising any money.
But non-profit companies can accept donations, and such donations are tax deductible to the donors. So Haji arranged for the owner of worldofgood.com to donate the desirable domain name to the non-profit. The seller got a valuable tax deduction, worth real money, and the for-profit company got to use the domain name for its for profit activities. I don’t know the details of how this was accomplished, but it probably involved the non-profit renting the domain to the for profit, which, if true, would have had the lovely side effect of getting money into the non-profit to use for the philanthropic activities that entity was set up to accomplish.
Getting the worldofgood.com domain name without spending a dime of cash was pretty clever, and is illustrative of Haji’s creative thinking.
As far as I know, World of Good didn’t even have a lawyer through all of this company formation and domain name acquisition, because one day at lunch at Freehouse Berkeley next door to the entrepreneurship lab, Haji asked me for an attorney recommendation. I recommended my attorney, Eric Jensen. I met Jensen while he was a summer associate at the law firm Cooley, LLP. We have been friends ever since, and Jensen represented World of Good and later SaveUp, Haji’s next company after she sold World of Good.
Haji and I didn’t talk much during the work day, since we were both very busy with our ventures. But we would talk on the phone nearly every night of the week for over an hour, usually late at night around or after midnight.
Haji started including me in her family events, and I was so privileged to get to know her extended family, including her uncle, Arjun Divecha, her aunt Diana Divecha, their children Mia and Zai, and Priya’s parents Karim and Asha Haji.
Eventually, after many meals, hundreds of hours of talking, and many family events, Haji casually said to me that we were dating, even though we never kissed or even held hands. It is one of my biggest regrets in life that I thought of her as only a friend, and from then onward our friendship slowly unwound nearly completely. In recent years, we only saw each other sporadically about once a year. This year I saw her at the day long event that marked the finals for the Global Social Venture Competition, in April, where Haji was one of the keynote speakers. I photographed Haji at that event after her presentation in Anderson Auditorium. That photograph is at the top of this post. I uploaded the picture at full resolution. To see the full size version, please click on it and allow your browser to load the full size 22 megapixel version. Then click again to see the image at full size. This picture shows how beautiful and vibrant Haji was, and it’s one of my favorite pictures that I took of her.
For years I anguished about my friendship with Haji dissolving.
I would have loved for her to be my wife had I felt that way about her, and I suspect she would have agreed had I asked her during the peak of our friendship.
Her family was so incredibly nice to me that I felt like part of the family already.
And what a family Priya had…
I can say with authority that her family is one of the most impressive I have met.
The Divecha children were particularly impressive at ages 13 and 16. Zai Divecha, the 16 year old, made a sleek and modern gun metal grey rocking chair in her high school shop class that had all of the fit and polish of something from the very high end furniture gallery Limn. Arjun Divecha was investing billions of dollars in emerging markets, according to news accounts I found while writing this article. As a fascinating side note, Zai Divecha now designs and builds exotic and sumptuous furniture, according to her website I found today at ZaiDivecha.com. I wrote the sentence above about Zai’s furniture making in high school before I did a search on her today and found that she’s making her livelihood as a furniture designer and maker. Her sister Mia is a PhD student in Chemistry, according to Mia’s website I found today at MiaDivecha.com.
I shared office space with World of Good for over a year. Then both of our companies moved into a warehouse near the 580 freeway in Berkeley, far from the UC Berkeley campus.
My company stayed in the new warehouse a few weeks, and then we moved back to the entrepreneurship lab. We didn’t know it at the time, but there was an steel works emitting allegedly toxic fumes just eight blocks away. It was far enough away we didn’t see it, but as we were moving in, if the wind was right, there was an odor like burning plastic or rubber. I didn’t know the source until some protesters came by with flyers and introduced themselves. They were trying to rally support to get the city of Berkeley to clamp down on the factory and force it to install fume scrubbing filters. It was then that one of my employees reminded me he had been having trouble breathing since we moved offices. I did some web research and was alarmed. I asked David Charron if my company could move back to the entrepreneurship lab while I leased some space closer to home in San Francisco, where I lived and continue to live. Charron allowed our immediate return. Thank you David. I wrote in 2011 an extensive blog article about Pacific Steel.
After the move to 10th Street in Berkeley, Haji and I stopped talking regularly. She got even busier.
World of Good took off like a rocket.
Even though they leased several thousand square feet, they outgrew the space in just months and moved to Emeryville, California, which borders Berkeley. They leased a huge warehouse I estimate filled half a square block. World of Good started buying ocean shipping containers full of product at a time, and had two forklifts to move the approximately 5,000 Stock Keeping Units (SKUs) around the giant space. I toured the space several times, and seeing conveyers and forklifts and Costco warehouse store sized shelves stacked high was impressive.
Times were sweet.
Last I heard, before the first location move, World of Good bought products for X dollars and sold them for 2X dollars. Their customers, the retails stores, then sold them for 4X dollars. These numbers are golden if you can maintain them at scale. I believe it was these metrics coupled with fast sales growth that allowed World of Good to close three rounds of venture capital investment. Venture capitalists are picky, and rarely do they invest in fair trade companies importing luxury gift items.
But then the Great Recession of 2008 hit in September, 2008.
Like many businesses selling luxuries, World of Good stumbled. They raised their last round of funding, about a million dollars, in a Series C round that was smaller than the earlier rounds. This round closed after the start of the Great Recession, which showed investors believed the company could survive even in spite of the severe gloom hanging over the world economy at the time. Haji told me on the phone this would be the last round of financing, and I took that as a sign that things were going to be OK and that company was about to be self supporting on profits going forward.
Then one day, I got an email from Haji asking me to give my vote to allow World of Good to be acquired. I had written an investment check to the company back when we were all in the entrepreneurship laboratory, so that’s why Haji asked me to sign papers. Of course, I agreed. My stake was tiny, so my input was not the determining input. I knew that if Haji said the company needed to be sold, there was no other option to keep thousands of workers busy and making money. Haji did not disclose the details of what happened in her emails to me. If I had to guess, the company was in danger of missing payroll, and no new investment funds were readily available.
While I know the purchase price, it was never published, so I will not publish the price. I caution you to not draw any price conclusions from what I have written here. The price was more than fair from what I know from what Haji directly said to me.
The company was sold in two pieces — the brand was sold to electronic commerce giant eBay and the wholesale operation was sold to GreaterGood/Charity USA. The official press release follows my article, and you can read it here at the source. I mirror the news below since at some point the link will stop working, while this blog will be online in one form or another indefinitely.
I never learned the inside details of what happened to World of Good. The investor emails did not disclose what really happened. Haji offered to meet me in person to tell me what happened, but I never got around to taking her up on that offer. I figured they hit tough times because of the Great Recession and let it go at that. I understood.
I did not want to embarrass Haji by insisting she tell me precisely what happened. I assume she was heartbroken, distraught and frustrated. The Great Recession hurt many people, including me, so I understood.
I have no reason to fault Haji’s leadership, as I know the pressure venture capitalists place on founders to grow and take risks. Even if Haji and Sangvi had wanted to go through Chapter 11 Bankruptcy prior to raising the Series C round, to shed the lease on the huge warehouse and scale operations way down until the recession ended, I doubt the investors would have approved. Professional venture capitalists have a ‘swing for the fences’ mentality, and hunkering down for years to weather a recession is not something I believe they advise or support.
The math behind World of Good was favorable, and customers liked the offerings. There were long lines at the annual warehouse sale they held each Christmas. I bought a shopping bag of product as holiday gifts each year, and I still have half a shopping bag of items on hand, with tags still attached. I still give World of Good gifts today as a result.
Had the Great Recession not hit, I am confident World of Good today would be a thriving specialty brand, with goods for sale directly online and in stores in tens of thousands of locations. I believe Haji, Sangvi and the later third co-founder David Guendelman would have increased sales by now to hundreds of millions of dollars.
While eBay did eventually retire the World of Good brand, the eBay website continues to host a store, green.ebay.com, where thousands of hand made items made by poor women in the developing world are sold. You can see the notice eBay published about the name change if you access the store via this link: WorldofGood.com by eBay. Note the pop up notice only apparently shows up the first time you click this link, not every time.
Here’s a story about how restrained Haji could be when she believed such restraint was warranted.
I remember that in 2005 she faced the loss of $15,000 with remarkable poise. At the time, her company had not raised much money, perhaps a few tens of thousands of dollars in total from family members.
World of Good won the USD $25,000 grand prize in the Global Social Venture Competition.
World of Good weeks later the $10,000 second place prize in the Berkeley Business Plan Competition. The grand prize amount was $25,000.
Haji later learned that the judges in the later competition voted to award World of Good the grand prize as well, but that they were persuaded to instead flip the first and second place winners so that World of Good would not win two grand prizes. No company has ever won two grand prizes in these competitions.
Many founders would have raised a stink upon learning they had lost out on a much needed extra $15,000 because of outside influence in the judging process. But Haji just shrugged the whole thing off with not even a hint of ill feelings.
I know the specifics of this story directly from Haji, and I have never shared this story in public before, and I had not planned to. But it’s such a perfect story to illustrate Haji’s ability to remain cool under pressure. She needed that money, but she did not, to my knowledge, make any attempt to collect it by complaining to the administration at the Haas School of Business which hosted these two business competitions.
Priya Haji knew how to select her battles well, and how to win friends and influence people.
Even in her private life, Haji was great at seeing around corners. To illustrate, when we were watching the Michael Douglas and Sean Penn movie The Game at my house, she predicted the dramatic ending, an ending that caught me by surprise the first time I saw it. I recall being amazed that she predicted so accurately what was about to happen next. The Game is a suspenseful movie, and I don’t believe most people predicted the ending.
Priya Haji was a star.
Hundreds of thousands of other words have been written about Haji. She’s been interviewed on television many times. She has been profiled in widely circulated newspapers and magazines. She has spoken at hundreds of events. She had thousands of friends, including over 1,400 on the current market leading (in the US) social network Facebook.com. Many other memories will be shared. This is not an obituary for Priya. I so far have left out that she received her undergraduate degree in pre-med and religious studies from Stanford University and received her Masters of Business Administration degree from University of California, Berkeley. She founded Free at Last while at Stanford to help battered women in East Palo Alto. She started with her doctor parents a medical clinic for poor people in Texas when still in high school. She started another venture capital financed startup called SaveUp after World of Good ended. She worked at that company until her passing this week. She had two lovely children, a girl and a boy. She left a sizable mark on the world, and she will be missed by thousands and thousands of people.
Priya Haji was one of the most important people in my life for over a year, and I cried when I heard about her death. I will miss her. I write this post with great fondness and admiration for a life well lived, and a soul beautifully nourished and expanded to the point she touched so many more people than most people can even dream of.
I love you Priya.
Press release announcing sale of World of Good:
World of Good Inc. Sells Brand and Related Assets to eBay; Wholesale Division Acquired by GreaterGood/Charity USA
World of Good Brand Continues to Represent Sustainable Shopping and Market Access for Global Artisans Through E-Commerce
EMERYVILLE, Calif. – February 25, 2010 – World of Good Inc., a five-year-old social venture that connects artisans from developing communities with mainstream retail markets, announced today that eBay has fully acquired its brand and related assets. World of Good Inc. also announced that GreaterGood/Charity USA has acquired its wholesale division and line of designer, Fair Trade products which will be re-branded, while existing relationships with retailers and artisan partners will be maintained. The terms of the transactions were not disclosed.
eBay’s acquisition of the brand results from a two-year long collaboration between the two companies that led to the development of WorldofGood.com by eBay, the world’s largest multi-seller marketplace for socially and environmentally responsible shopping. The transaction reflects eBay’s growing commitment to engaging consumers to affect social change through sustainable commerce. It also represents World of Good’s commitment to creating the greatest market opportunity for small, Fair Trade and environmentally responsible producers around the world. The online marketplace hosts hundreds of sellers, with tens of thousands of sustainable products from 85 countries.
“We are excited about the opportunity to scale the World of Good mission to an unprecedented degree through eBay,” said World of Good co-founder and CEO Priya Haji. “Also, we are confident that GreaterGood will be an excellent steward of the retail partnerships we’ve built and will continue to grow Fair Trade through mainstream retail channels.”
GreaterGood’s acquisition of World of Good’s wholesale division reflects its growing Fair Trade business, including its Global Girlfriend apparel line. Since 2004, World of Good has developed extensive retail product lines for partners like Whole Foods Market, Hallmark and Disney, among others. GreaterGood will continue to work with the same retail partners and artisan groups in order to grow market access for small artisan suppliers around the globe.
World of Good was founded in 2004 by U.C. Berkeley’s Haas Graduate School of Business MBA’s Priya Haji and Siddharth Sanghvi with the mission to help small artisan producers improve their livelihoods by providing them with access to mainstream retail markets. The company has impacted more than 40,000 individual artisans across 70 countries by connecting them with millions of U.S. consumers. Haji also founded World of Good Development Organization, a sister non-profit focused on improving the lives of low-income women in the developing world. In December 2009, the Development Organization was honored by The Tech Museum of Innovation for its Fair Wage Guide, a free, open-source platform that calculates fair wages for artisans around the world and specific to their locations. The organization will continue its work to create technologies and tools that help companies ensure fair wages to informal sector workers.
Robert Chatwani, Director of eBay Global Citizenship said of the acquisition, “We look forward to this next step in our commitment to building an integrated, sustainable shopping experience within the eBay marketplace and are dedicated to applying our reach, resources and business model to create a positive impact for people, the planet and communities throughout the world.”
“GreaterGood is excited to grow the retail partnerships that World of Good built and to continue to help small artisan and Fair Trade producers reach these important retail channels,” said Stacey Edgar, founder and president of Global Girlfriend and director of the GreaterGood Wholesale Division.
Founded in 1995, eBay Inc. connects hundreds of millions of people around the world every day, empowering them to explore new opportunities and innovate together. eBay Inc. does this by providing the Internet platforms of choice for global commerce and payments. Building on this positive foundation, eBay’s sustainability efforts harness our technology and reach to extend this positive impact into vibrant, sustainable commerce experiences. Our sustainability portfolio includes WorldofGood.com, the eBay Green Team, the eBay Foundation, eBay Giving Works and MicroPlace.
About GreaterGood/Charity USA:
The GreaterGood Network of websites (including TheHungerSite, TheBreastCancerSite, TheAnimalRescueSite, Global Girlfriend, and others) offers the public a unique opportunity to support causes they care about through a free daily click and Gifts that Give More™ (100% of these donations go to the cause of the patron’s choice). The GreaterGood Network’s online stores offer more than 3,000 Fair Trade items, with up to 30% of the purchase price going to charity. In fiscal year 2009, the GreaterGood Network gave more than $3 million to more than 50 charities around the world.
Lonnie Shekhtman, World of Good
Annie Lescroart, eBay
(408) 376-7458, firstname.lastname@example.org
Rosemary Jones, GreaterGood/Charity USA
Here is Priya Haji’s bio from the SaveUp.com website, as of July 18, 2014:
Co-Founder • CEO
Priya is the CEO and co-founder of SaveUp; she has been a serial social entrepreneur since age 16; she is committed to building innovative companies that benefit people. Her most recent venture World of Good, an on-line retail marketplace and wholesaler of sustainable goods, was acquired by eBay in 2010. The brand creates market access for women artisans in 55 countries around the globe through partnering with brands like Hallmark, Disney and Whole Foods. Prior to that she co-founded and led Free at Last, which became a national model for substance abuse treatment and HIV/AIDS intervention for African Americans and Latinos while serving 3,000 people per year in East Palo Alto and raised more than $20M in special investments. Her first start-up was a free clinic in Texas with her Dad. Priya graduated undergrad from Stanford University and has an MBA from Berkeley.
Here is the text from the Priya Haji entry from the Haas School of Business newsroom, mirrored here in case the original link is ever broken:
Serial Social Entrepreneur Priya Haji, MBA 03, Passes Away
July 18, 2014
Haas alumna Priya Haji, MBA 03, the co-founder of Free at Last, World of Good, and SaveUp, passed away unexpectedly on Monday, July 14. She was 44.
Born in Detroit, Haji earned a bachelor’s degree in religious studies and pre-med at Stanford. After earning her MBA at Berkeley-Haas, she pursued her vision of improving economic opportunity and equality by co-founding three companies.
Free at Last is a national model program for substance abuse treatment and HIV/AIDS intervention in the African American and Latino communities. Under Haji’s leadership, the company served 3,000 people per year in East Palo Alto and raised more than $20M in special investments.
World of Good, a retail marketplace and wholesaler of sustainable and fair trade products, improved the lives of thousands of women artisans in 55 countries. It was acquired by eBay in 2010.
SaveUp, where Haji was serving as CEO at the time of her death, is the nation’s first rewards game for saving money and reducing debt.
Haji fully embodied the Haas School’s Defining Principles, especially Beyond Yourself as she was a consistent contributor to the Haas community. Haji shared her wisdom and insight at various events, most recently by delivering a keynote address at the Global Social Venture Competition (GSVC) in April 2014. Haji won the GSVC competition in 2005 with her startup World of Good. She also inspired students and served as a mentor for the Young Entrepreneurs at Haas (YEAH) program.
“Like many other Berkeley MBAs in the past decade, I was so inspired by Priya’s vision and leadership,” says Ellen Martin, MBA 07, who met Haji when she served as her Berkeley Board Fellow for World of Good. “She really pushed us all to approach entrepreneurship—not just social entrepreneurship—in an entirely different way. We owe her a huge debt of gratitude for that.”
Haji’s honors include being named a Young Global Leader by the World Economic Forum; a Social Innovation Leadership Award by the World CSR Congress, a non-profit organization whose annual conference celebrates corporate social responsibility; and inclusion in GOOD magazine’s GOOD 100, a list of people driving change in their communities in creative and inspiring ways.
“Priya was such a vibrant force in life—undaunted by challenges, willing to give voice and energy to her ideals and vision,” says Haas Lecturer John Danner, who taught Haji in his “Workshop for Startups” class where she co-developed World of Good. “What a profound loss first to her family but to all of us as well who were touched by her example.”
Haji is survived by two young children: a two-and-a-half-year-old son, Zen, and an 11-month-old daughter, Omi; her parents, Karim and Asha Haji; and a sister, Amina.
A celebration of her life will be held at Haas in the coming weeks. Details will be published as they become available. Friends are encouraged to share memories on a Facebook memorial page: https://www.facebook.com/priyahajimemorial.
The Priya Haji Memorial Fund has been established to honor her inspiring life and will support an MBA student focused on entrepreneurship and social innovation. Donate at http://givetocal.berkeley.edu/fund/?f=FM8347000.
- See more at: http://newsroom.haas.berkeley.edu/article/serial-social-entrepreneur-priya-haji-mba-03-passes-away#sthash.L4jAhtsc.dpuf
ShoppinPal.com smart phone app from Fermyon, Inc. improves the brick and mortar retail shopping experience for both buyers and sellers
Fermyon, Inc. is the company behind the impressive ShoppinPal smart phone application that improves the retail brick and mortar retail shopping experience for both buyers and sellers.
Retailers complain about people treating their physical stores as free showrooms for consumers to touch and evaluate items they will then actually buy online, frequently from giant Amazon. The retailer I suspect feels cheated by these people since they received something valuable, but didn’t make a purchase from the store to compensate the store for their efforts.
Consumers like mobile shopping apps like the one Amazon gives its customers. Smart phone shopping apps let people look up specifications and customer reviews to help them make smarter purchasing decisions. I don’t see shopping apps disappearing, since they offer such compelling value to consumers.
Retailers with physical stores could of course create their own smart phone applications that mimic those from huge online merchants, but it’s mostly larger chain stores that do, because writing a shopping application is difficult and costly.
That’s where ShoppinPal comes in.
ShoppinPal is a service that retailers pay money for — 3% of sales for retailers with over USD $5,000 in monthly ShoppinPal sales, or $49.00 + 3% of sales for retailers that sell less than $5,000 a month through ShoppinPal. This strikes me as assertive pricing, but if it works, Fermyon will be in a position arguably even better than Visa and Mastercard, because Fermyon is not taking any fraud or refusal to pay risk that I can see. On the other hand, no small retailer could hope to deploy a system like ShoppinPal by developing the system itself, and showrooming is a looming problem that likely is motivating retailers to take defensive action.
Shoppers use the service for free.
The retailer gets access to a custom branded application its customers can install on their own phones. In addition, the retailer gets access to an online management console that shows what customers are buying, among many other statistics. Since buyers provide their email address when they install the smart phone app, the store can easily send them custom messages.
For example, if a potential buyer uses the smart phone app to add several items to their ‘wish list’ the store will know about that and can gently remind the potential buyer to return to the store to buy the items. Buyers can be especially enticed to return by being sent discount codes that buyers can use to receive the items at a lower price. Buyers can even opt to have the items delivered to them, offering the convenience of online shopping to the offline world.
I like ShoppinPal. The small team of two co-founders and three staff have put together an offering that appears to come from a larger entity that has raised far more than the modest USD $120,000 in outside capital that Fermyon has taken in.
Buyer engagement potentially starts moments after walking through the door of a shop. One can ‘check in’ to the ShoppinPal app, like one ‘checks in’ on Facebook. The check in alerts store management that the buyer was present.
Next the customer can use the camera on their smart phone to scan the bar code on items they are interested in. The app recognizes the bar code and pulls up that product. The app can, at the option of the retailer, show customers recommendations for other items they may like in their store.
For new retailers, the ShoppinPal cloud based software taps into the retailers’ point of sale cash register system and reviews the receipts for the prior six months of sales. The software sees that people purchased certain items during the same transaction, and uses that set data to recommend that future purchasers also consider such grouped purchases.
CTO Singhal asked current retailers using their system to try the recommendation engine, and those queried marveled at how the recommendations matched with their memory of what many past customers had bought together.
The ShoppinPal app and the website are both beautiful – spare, elegant and clean. The management console is by Mixpanel, a separate company ShoppinPal pays to provide that service.
Sellers can add various incentives for shoppers to buy more items. For example, a discount can be applied after a certain number of purchases. Thus, a coffee shop could automate the ‘buy 10, get 1 free’ paper punch card that still is in use, and was in use at the tea shop where I met with Singhal and Subramanian.
That tea shop in fact allowed customers to store their paper cards in a physical file system on the counter out for the public to access. I marveled the tea shop would put such sensitive information out on public display, because a competitor could surreptitiously copy down a list of the shop’s best and most loyal customers. With quality video cameras in every smart phone, someone could just pretend they were looking for their card while capturing video of every card the thief perused. An electronic loyalty system like that included in ShoppinPal reduces the risk a customer list can fall into the hands of an outsider or an employee that should not have that information.
Inside ShoppinPal, there is not only a wish list, but a gift registry, which should encourage others to buy at a retailer the others may not even be aware of when the items are added to the registry.
ShoppinPal communicates via application programming interfaces to two point of sale cash register systems — Lightspeed Retail and Vend. ShoppinPal hands off to the cash register the precision task of calculating sales tax, sidestepping a thorny problem, since there are thousands of sales tax jurisdictions.
As a customer walks around a store, as they pick up items and place them in their physical shopping cart or basket, they can click ‘add to cart’ within the mobile app. This gives a running total of their planned purchases, and when the customer is ready to pay, they can buy directly from the app, which will display a receipt on screen the customer can show to store staff as they pass through the exit.
This pay within the app feature over time will let retailers hire fewer checkout clerks. The pay within the app feature can be turned off by the retailer that prefers customers visit a cash register to physically run their credit cards through a credit card terminal.
Whether the purchase is paid for in app or at a retailer’s register, the ShoppinPal management console keeps track of all the buyers’ purchases, and makes the purchase history available to the customer, which in my mind is a great perk for the customer. When I shop at Lowes and HomeDepot, I use their loyalty cards mostly because their systems email me a copy of my receipt within minutes after a purchase, which makes my life easier at income tax time.
The sexiest feature of the mobile app is a feature that adds fun to getting a discount. Instead of just writing out ‘you get a discount’ the app presents a silvery gray patch that looks just like the silvery patches covering the digits on lottery tickets. You have to ‘scratch off’ the patch with your finger, and as you rub the screen with your finger, the silvery ‘material’ under your finger vanishes. The effect was startlingly captivating such that I believe a tiny company could be formed just to advance this feature inside other unrelated products from other companies.
ShoppinPal is still an early stage venture. The company was incorporated in January, 2011, but work didn’t really accelerate until CEO Subramanian completed his MBA in June, 2012, last year.
Fermyon has signed up four customers, all via resellers that have agreed to carry their product. I view it as a positive sign that resellers are promoting their product while the company is still so young, for resellers have to be particularly careful to not damage their reputations.
ShoppinPal’s customers are Harney & Sons in New York City, Heartfelt in San Francisco, Isha USA in Tennessee and Marthas Vineyard Glassworks in Massachussets, all in the United States. The Isha implementation is the most demanding, because the organization runs events that draw about 1,000 people twenty times or so per year, so the transaction volumes spike tremendously during events and subside the rest of the year.
I live in San Francisco, so I decided to install the ShoppinPal app on my Apple iPhone 5 and visit Fermyon’s customer Heartfelt, a charming and totally adorable gift shop in the Bernal Heights neighborhood. This single store business doesn’t sell items that people are likely to evaluate and then order online from a giant website. But the Heartfelt is the kind of place that I think could benefit from the loyalty, gift registry and wish list features in ShoppinPal. The store also I suspect prides itself on having just the right gift, as there appear to be over 10,000 different items for sale inside this small store. As I was browsing around, I found half a dozen items I wanted to buy, and I am not even looking for gifts right now.
As soon as you check in, a horizontal red line starts sweeping up and down the phone display. The indicates the phone is looking for a bar code to recognize. I created a video of the ShoppinPal experience from checking in to just before payment. I have embedded the video into this post. The video is a bit shaky because I had to hold my large camera in one hand, and operate the app with my other hand, and since the phone was so close, the depth of field was shallow. But the video does show faithfully what the app does.
As soon as the app finds a bar code, it goes into search mode where it’s communicating with the cash register computer to find the item. This takes about two to six seconds. Then the item shows up in your shopping cart. From there it is confusing what to do next, since there is no ‘checkout’ or ‘buy now’ button. Instead, to continue shopping, you are to press the button in the upper left labeled ‘heartfelt,’ the name of the store. This should be labeled ‘back’ or ‘continue shopping.’ There is a button in the upper right called ‘cart.’ I didn’t try that button, but I assume that button takes you to the shopping cart from where one can checkout.
I scratched off the panel as invited, and I got a 10% discount. I was given the chance to pay via credit card or PayPal, the payment service from auction giant EBay. I bought a lightweight wallet made from Tyvek, and I paid via PayPal. The process was quick and efficient, but my receipt listed my discount as $0.00 even though the 10% discount had been correctly applied to the total. I understand that ShoppinPal was only recently installed at Heartfelt, so I expect there to be small glitches to be worked out. For such an early stage yet ambitious application, ShoppinPal performed well.
As you might imagine, ShoppinPal has big dreams and has had sales meetings with huge brands that are household names throughout the US. I suspect that after they build their credibility with smaller retailers for the following months that they will land a national retailer.
ShoppinPal participated in 2012 in the Silicon Valley Bank Seed Showcase, a pitch event to investors for Silicon Valley Bank clients. Silicon Valley Bank is widely considered one of the most important banks in Silicon Valley for startups that aspire to or have raised venture capital investment. You can watch CEO Subramanian pitch on stage and then watch him later that day be interviewed by Carrie Walsh, Managing Director II, ESG, Silicon Valley Bank.
I could find no direct competitors to Fermyon.
The closest offering appears to be CardFree, which automates via a smart phone app some of the tasks that ShoppinPal automates, like payment and loyalty. But CardFree omits the ability to scan the barcode of products to bring up specifications and Amazon.com like product recommendations, two of the most compelling features of ShoppinPal, in my mind.
Another company that does part of what ShoppinPal does is CardStar from Constant Contact. CardStar appears to be a smart phone app just for storing and using loyalty cards from multiple retailers, so your physical wallet doesn’t burst from storing too many physical cards, like mine is threatening to do.
Another loyalty card company is BellyCard, which appears to be similar to CardStar.
Finally, there is a smart phone payment app called AisleBuyer, which lets in store purchasers pay via their smart phone. This company was acquired by Intuit in 2012.
The company’s name Fermyon is a play on the particle physics term Fermion. The definition of the Fermion is better left to the article on Wikipedia I just referenced.
I took the picture of Subramanian and Singhal that accompanies this post with my Canon 5D Mark II camera, my Canon 50mm f:2.5 macro lens and my Paul C. Buff Einstein studio flash unit.
The location of the photograph is the Skydeck accelerator run by University of California Berkeley. Jeff Burton is the Executive Director of Skydeck, and Burton encourages me to write about the UC Berkeley affiliated companies that the accelerator houses in its exceptionally glorious 10,000+ square feet of penthouse office space. If you look out the window in the center of the picture, you will see the clock tower that serves as the focal point of the UC Berkeley campus. ShoppinPal is headquartered at Skydeck, but this is not an indicator that the team is reckless with its finances. To the contrary, it’s an indicator that the team is careful with its money since the company’s office space is provided for free by the University of California, from where Subramanian earned his Masters of Business Administration graduate degree. Skydeck gives free office space to only the companies it deems most likely to succeed.
I became aware of Subramanian over the last year because we both attend monthly Cal Founders meetings, which are designed to help founders and mentors be more successful in business. Subramanian and I are more acquaintances than friends since we’ve only met and spoken a handful of times. He learned of this blog and asked if I would write about his venture, and I agreed because I had become intrigued when he had introduced his company during the roundtable discussions at Cal Founders meetings. I disclose the circumstances of how we met to deflect any appearance of bias due to my already knowing Subramanian.
On Sunday, June 30, 2013, I attended the San Francisco Pride Parade and Celebration in San Francisco, California USA.
The parade began near the foot of Market Street at 10:30am, and it continued for hours. I attended the first hour and a half of the parade with my dear friend Regina Aviles.
After the parade, I walked up Market Street to Civic Center, where San Francisco City Hall is located. There were over 100,000 people there, I estimate. The weather was unusually warm and sunny for Summer in San Francisco. The mood was upbeat and vibrant.
The mood was so bright because the United States Supreme Court on June 26, 2013 delivered astonishing news. Here is what Wikipedia has to say as of July 5, 2013:
On June 26, 2013, the Supreme Court of the United States issued its ruling on the appeal in the case Hollingsworth v. Perry, affirming that in accordance with numerous precedents, proponents of initiatives such as Proposition 8 did not possess legal standing in their own right to defend the resulting law in federal court, either to the Supreme Court or (previously) to the Ninth Circuit Court of Appeals. Therefore the Supreme Court both dismissed the appeal and directed the Ninth Circuit to vacate (withdraw) its decision, which had agreed with the district court ruling. The decision left the district court’s 2010 ruling as the final decision on Proposition 8. On June 28, 2013, the Ninth Circuit lifted its stay of the district court’s ruling, enabling same-sex marriages to resume.
The result is now the US Federal Government will recognize gay marriage for residents of US states where gay marriage is legal. Gay marriage is legal in California now, and gay couples have been getting married after June 26th.
I was at City Hall the afternoon of July 5th, the day I wrote and posted this article. I was there to inquire about appealing the assessment of my home value, but I could not miss the many happy gay couples having their wedding photographs taken in the splendid halls of the restored building.
I took over 3,000 pictures on Sunday at the parade and celebration, a record for one day in any context. My feet wore sore I did so much walking.
I now present 77 photographs from the event. I uploaded these at full size. Click on them twice in slow succession to see the full size versions. I used my Canon 5D Mark II DSLR camera, which captures images at approximately 21 megapixels. I used three different lenses throughout the day: Canon 80-200mm F:2.8 L zoom, Canon 16-35mm F:2.8 L zoom, Canon 50mm F:2.5 macro lens. I edited all of these pictures in Adobe Photoshop.
There were hundreds of nude men and women at this event. Such nudity at festivals and parades conducted via the permission of official city permits is entirely legal in San Francisco. I do not show any actual nudity in the photographs that follow, but be warned that there are some topless women wearing nipple coverings. If you are offended by such images, please don’t view the rest of the pictures associated with this post.
There are images of famous politicians below, including United States Senator Nancy Pelosi.
The two couples that brought their cases to the US Supreme Court are also pictured. Paul Katami and Jeff Zarrilo are pictured immediately above, and Kris Perry and Sandy Stier are pictured immediately below.
I almost got a picture of Facebook co-founder and current Chief Executive Office Mark Zuckerberg. According to news reports, he was riding on the motorized cable car bus you will see below. I believe I didn’t get a picture of him because I was not on the correct side of the street to see him. I have never seen Zuckerberg in person before, so I was and remain disappointed I missed him. Facebook is currently an important social network on the Internet. You may find me on that network at Facebook.com/kevinlwarnock and I invite you to subscribe to my public updates.
I am sorry for the delay in posting this article, but it is a lot of work to go through 3,000 plus pictures and then edit and post the best 77 images.
On Friday, April 12, 2013, I attended the 2013 final presentations by teams competing in the Global Social Venture Competition.
I was invited by Jennifer Walske, Faculty Director of the Global Social Venture Competition. Walske moderated the question and answer session between the judges and the competitors. I paid for a ticket to attend the event, but at a reduced rate as a member of the press — USD $49.50 rather than $99.00. Thank you to the organizers for the discount.
This event was an all day affair, with keynotes, panels and even a debate. I arrived at 8am and left around 8pm.
This competition is the premier social venture competition in the world, and, according to the organizers, close to 650 teams from 37 countries competed. My friend Sara Olsen co-founded the competition while she was getting her MBA at the University of California Berkeley.
The morning keynote
Josh Nesbit, the CEO of Medic Mobile, gave one of the more uplifting keynotes I have heard in a while. I didn’t take notes so I am not prepared to summarize it, but he tells about a remarkable journey over the last four years or so where this non profit has improved the lives of tens of thousands of people in the developing world. The video of the talk should be posted to the Global Social Venture Competition website, or perhaps YouTube, by Friday, April 19, 2013, I’ve been told, so you’ll be able to watch it there. It’s well worth watching. I photographed Nesbit twice, and there is a more formal portrait of him at the bottom of this post.
The 6 final finalist teams
All 18 teams that traveled to Berkeley are finalists, and they all wore the same type of name badges. The 18 teams presented on Thursday, April 11, 2013, and the best 6 teams became what I will call the final finalists. In this post, I present short executive summaries of each of the 18 teams. This text was written by the teams themselves — I just copied it from the luxurious pamphlet distributed at the event. Normally, I place such text in quotes, but since this text compromises so much of this post, I am telling you here that the summaries are text I did not write.
The teams that advanced to the concluding round of judging are:
1st place winner of USD $25,000; Blum Center for Developing Economies Peoples’ Choice Award of $1,500 — from the country Burkina Faso
According to the World Health Organization (WHO), about half of the world population is still at risk of contracting malaria. In 2010, among 219 million people affected, there were 660,000 deaths, of which 91% were in Africa where malaria remains the leading cause of death. Particularly vulnerable individuals are pregnant women, children under 5 and HIV patients. Considering this alarming report, Moctar Dembele and Gérard Niyondiko, two students from 2iE Foundation, have found an innovative solution through the project Faso Soap. The “soap of Faso” offers an innovative solution for the prevention of malaria, which takes into account financial constraints and cultural habits of African families. The company will produce and market both antibacterial and anti-mosquito soaps made with 100% local resources to integrate prevention against malaria in the daily lives of people most affected by this scourge. Faso Soap: “The action of a group, the future of an entire nation.”
Carbon Roots International
2nd place winner of USD $15,000 — Haiti
Carbon Roots International (CRI) started as an idea to explore the potential of carbon-rich char as a tool for international development. The idea evolved from a chain of emails between three friends, to meetings over lunch, to a trip to rural Haiti in 2010. Upon returning to the United States, CRI’s three co-founders established the organization to enable the adoption of char technologies in Haiti. CRI’s work served as the basis for co-founder Ryan Delaney’s Master’s thesis at Arizona State University’s School of Sustainability, and compelled another co-founder, Hannah Erickson, to pursue a graduate degree at the University of Michigan’s School of Natural Resources and Environment. After several years of refining technology and testing solutions, CRI has produced a feasible, scalable business plan that addresses two overlapping issues—charcoal fuel use and low agricultural productivity—which converge in Haiti, but are endemic throughout the developing world.
I guessed correctly that Carbon Roots would win 2nd place. I really like this company, which makes ‘green’ charcoal briquets out of agricultural waste, like sugar cane waste. The briquets look like small hockey pucks, and apparently burn as well as charcoal made from trees. Deforestation is a large problem, so Carbon Roots has the potential to help the planet on a meaningful scale.
3rd place winner of $7,500 — United States of America
PulpWorks: The planet is choking in garbage – toxic, enduring waste. And the single worst culprit is packaging – thirteen bathtubs full per year for each person on the planet; in the U.S. alone, 31 million tons of plastic waste was generated last year. PVC is the world’s leading toxic packaging material. Consumer packaged goods companies are seeking a cost-effective, sustainable replacement for their current unsustainable PVC packaging. To address this crisis, PulpWorks has created a compostable, all-pulp-and-paper alternative to toxic plastic (PVC) blister packaging. Our patent-pending package is, in essence, the “un-blister”. It showcases products in the same manner as traditional blister packs, but, rather than ending up in a landfill, the entire package can be composted after opening. Increasing consumer and regulatory pressure will eventually remove PVC from the marketplace. As designers and manufacturers of eco-friendly packaging, PulpWorks will reap the rewards of this marketplace shift.
This company has developed a way to turn paper pulp into appealing compostable packaging. The containers they showed me have a texture that is similar to cardboard egg cartons. The three presenters got a laugh out of the crowd when they said between the three of them they have 100 years of experience in business. I like this product, and I hope they succeed. Fortunately, the CEO, Paul Tasner, pictured above and individually below, has decades of experience in the packaging industry, and as a result, he has been able to get meetings with household name companies like Clorox.
The PulpWorks team traveled to the competition finals on Bart, the commuter train system in the San Francisco Bay Area, where the University of California is located.
TOHL developed a patent-pending technology for installing pipelines cheaply, quickly sustainably, and in any location. This technology utilizes much longer segments of pipeline than what is traditionally used. Single segments of pipeline are manufactured in lengths of 500 meters to several kilometers, and these long segments are loaded directly onto large spools that are deployed via helicopter or truck. The pipelines have fewer connections, which decreases labor hours during installation and allows the pipelines to be in operation faster than is possible if using conventional infrastructure technology. The patent-pending helicopter installations method also allows for TOHL to access remote areas that previously could not be reached, which is significant, because valuable water sources are often inaccessible. Lastly, TOHL’s technology also offers the service of pipeline removal and re-use, when the pipeline is only needed for temporary applications. The tubing is re-spooled and recycled for other projects saving money and resources.
This is the team I thought would win 1st place. Drinking dirty water either kills or makes ill countless numbers of people. This company can install a flexible water hose by flying a helicopter from a source of clean water to where water is needed. Often, their services are needed after a natural disaster like an earthquake. It could take months to repair a permanent underground pipe that serves an area damaged in a quake. TOHL can install a pipe overground in minutes once everything’s set up. The technology is not new, as I learned the oil exploration industry has been using the technique for years to bring water to their drilling rigs that are often out of reach of conventional plumbing. What’s new with TOHL is their specialization on emergency installations. They have developed expertise working with local governments to get the necessary permits and easements, a process I suspect is so difficult that it will discourage cheap copycats from competing with their company. The company’s first efforts have been in Chile, most likely because they received startup financing and support as part of the well known Startup Chile program.
The TOHL team is operating with real paying customers. The team showed an impressive video where their rented helicopter drops down tubing from a giant spool that hangs below the aircraft like a water container on a fire fighting helicopter. The TOHL helicopter showed tubing can be set down even on the tops of trees — flat or smooth ground is not required.
If the tubing is made unnecessary after some months, perhaps by the broken underground pipes being restored, the tubing can be reeled back onto the spool for reuse elsewhere.
Amazingly, the tubing can handle being outside for 25 years.
Founders Benjamin Cohen and Travis Horsley were impressive, and I spent perhaps half an hour hearing about their exciting venture. I wish them well.
The TOHL team studied at the Georgia Institute of Technology (Georgia Tech), one of the 9 partner schools that together stage the Global Social Venture Competition. Each school sends a representative that works for the institution to the global finals. Georgia Tech sent Dori Pap, the Assistant Director of the Institute for Leadership and Entrepreneurship, pictured above with the TOHL team.
Reel Gardening is a manufacturing company that aims to make gardening simple. Its main product is a biodegradable strip that encases organic fertilizer and open pollinated seed at the correct depth in the soil, and the correct distance apart. Reel Gardening indicates where each plant will sprout allowing for watering to be localized, enabling a saving of 80% water in the germination phase. The strip also helps restore soil fertility as the paper breaks down and the vegetable based inks and organic fertilizer seep into the soil. The Reel Gardening team is made up of Claire Reid (Inventor and Founder), Sean Blanckenberg (Director at Reel Gardening), Emily Jones (Project Manager at Reel Gardening), Greg Macfarlane (Financial Advisor) and Dianna Moore (Business Advisor).
CSA Munching Box
CSA Munching Box is a community-supported agriculture (CSA) program providing weekly subscription-based delivery of seasonal, organic fresh fruit and vegetables direct from the farms to customers’ doorsteps and bringing the customers closer to our farmer networks in rural areas. We also serve as a distribution platform linking artisanal food producers to the urban market. Additionally, CSA Munching Box brings positive social impacts to its partners. We also use packaging made from recycled materials as well as deliver our products via bicycle couriers to reduce carbon footprint. The primary target customer group is the health-conscious and discerning consumers in major cities across Thailand. This group tends to have more knowledge about CSA, appreciates the concept, and possesses higher purchasing power.
The 12 finalist teams
Eighteen teams traveled to Berkeley for the final two rounds of the competition. On Thursday, April 11, 2013, six teams advanced to the concluding round of judging. The twelve teams that did not advance each got to deliver their pitch to all the attendees. The 12 finalists are:
The low income families in the world’s cold regions suffer not only from cold weather but also from problems such as fuel costs, illness, and pollution due to their outdated, inefficient stove heating system. AtRium addresses these socio-economic and environmental issues through an affordable heat absorber, G-saver, which is developed based on appropriate technology. Our primary target is Mongolian households living in a “Ger.” Later we will expand to other cold regions such as Inner Mongolia and Kazakhstan, and also to developed countries with our technology. Built on a consortium among Good Neighbors (NGO), Good Sharing (Social Venture), and Korea Advanced Institute of Science and Technology (Academia), we aim to contribute to building a sustainable ecosystem that balances economic and social values by pursuing sustainable profit generation, improving the quality of life of low income families, protecting the environment, and developing local economy in cold regions.
BrainControl is a breakthrough technology that gives disabled people the power to control objects with their minds, allowing them to control a communicator, domotic devices (lights, doors, windows, alarms, temperature, bed position, etc.), wheelchairs, and other assistive technologies. Based on a proprietary Brain-Computer Interfaces technology (BCI), BrainControl interprets the electric map that correspond to certain brain activity and allows patients to control a tablet PC through specific thoughts, overcoming physical disability, and improving communication and environmental control. The focus is on assistive applications for people affected by degenerative neuromuscular disease (multiple sclerosis, amyotrophic lateral sclerosis – ALS) and ischemic or traumatic injury, which each year affects more than 3 million patients. BrainControl is the world’s first assistive technology that is usable by people who cannot move any muscles or communicate, but who are consciously aware, a state called “locked-in” or “apparent coma”.
United States of America / India
Essmart: Millions of people have unmet essential needs, such as clean water and safe, reliable lighting. Hundreds of essential technologies that meet these needs already exist, such as non-electric water filters and affordable off-grid solar lanterns. However, these technologies are not reaching the people they were designed to benefit. Essmart builds an essential marketplace for these products in places where people already shop – their local retail shops – so that everyone can access them.
E-Lamp is an intelligent lighting control system. It can adjust the color and brightness level of the LED light source by remote control using a mobile device. It can be used in agriculture: as the population of the world continues to grow, more food and crops are needed. As plants at different growth stages require specific spectral and wavelength, production could be sped up using E-Lamp’s adjustment of light intensity and spectral wavelength. The mobile device remote control can be used in agricultural greenhouses to centralize control of E-Lamp equipment in a single region or multiple regions to make the management more convenient. E-Lamp also can be used to improve disabled people’s daily life, allowing them to easily control the light and adjust the color to match their mood, even for psychological treatment.
We at Damascus Fortune not only clean the planet, but have made the whole carbon conversion process profitable. We sequester carbon from carbon emitting industries and convert it into one of the strongest materials known to man – carbon nanotubes, carbon fibers and carbon nanorods. Our products are ultra-low cost as we use the waste emission and heat from the industry itself. We wish to start a composite manufacturing plant from in-house manufactured carbon structures to cater to automobile, aircraft, construction and other industries. We are seeking support to scale into new markets globally.
In Burkina Faso, households still rely on firewood for 90% of their energy consumption, thus contributing to irreversibly damaging their forest ecosystems. Toxic fumes from burning wood are harmful for people and issues faced in supplying fuel (for cooking and lighting) are a precariousness factor, particularly for women. Solutions do exist but remain out of reach for the most vulnerable populations. Nafa Naana – which means “gains made easy” in local language – mission is to make clean and affordable energy products (energy-efficient stove, gas stove, solar lamps…) available to even the poorest households. The distribution channels are based on retailers operating as social microfranchisees and on direct sales to women’s groups. Financial barriers – for end-users, retailers and producers – are removed through the use of microcredit and savings mechanisms.
Jorsey Ashbel Farms
Center for Responsible Business Quick Pitch Award of USD $1,000 — Nigeria
Jorsey Ashbel Farms (JAF) is an unconventional livestock farm pioneering a groundbreaking approach to tackling the poverty problem of Protein-Energy Malnutrition, which affects millions of disadvantaged children and women. JAF produces Nigeria’s cheapest livestock products using an innovative, scientifically proven, low-cost livestock feed production technique combined with an innovative deployment strategy.
Meme B. Ortis in my mind really deserved this award. He was the most intense and passionate of all the 18 speakers. You can see his energy in the picture of him just above. He was constantly using his hands to make his point, and his voice was powerful and resonant. I was so happy I got to meet Ortis to photograph him.
We had a great conversation about those pesky emails everyone receives asking for help moving millions of dollars for a percentage. He said he has several of them in his email box right now. I shared with him the story of a guy that turned the tables on the spammers by getting them to write out in longhand one of the Harry Potter books. He had not heard about that reverse scam. If you haven’t heard about it either, I promise you’ll enjoy the story.
Here’s the summary: a guy gets a scam email and replies he’s too busy to help because he’s busy providing handwriting samples at $100 a page to improve a company’s handwriting recognition software. Soon, the scammer is asking to join in providing samples, and he ends up writing out with a pen the text of a 293 page novel, hoping to collect tens of thousands of dollars. Of course, he never is paid for his work, which is retribution for him scamming others out of their money via his emails.
From the summary written by the team, you wouldn’t guess what they really do, which is fascinating.
There is protein rich food inside a mango seed. The company opens the seeds, which apparently are not costly and are plentiful, and extracts the presumably mushy contents. That contents are so acidic it will kill chickens that eat it directly, but Jorsey Ashbel Farms has developed a method to process the extract so that chickens can safely and productively eat it. Even though this sounds like a lot of trouble, I learned there is a big cost savings versus feeding chickens corn. JAF runs a farm where they grow mangos and raise 10,000 chickens, in harmony. I would love to visit their operation to see this wonderful sounding operation first hand.
I forgot to tell the founders that I raise four chickens for eggs in my backyard in San Francisco. My chickens eat chicken feed from a bag, not mangos, however.
Ortis’ co-founder Ashbel Ayuba, pictured in the portrait section below, was the most stylishly dressed of the competitors, and had on a pair of highly polished green leather shoes made from the hide of an animal I could not identify. They looked like something rock star Prince would wear. In the early 1990s I saw Prince hanging out as a regular customer in the trendy nightclub Les Bains in Paris, France, and he had on some similarly wild boots, which matched his pants, which matched his coat with tails. He carried a golden walking stick, and had beefy bodyguards on either side, but nobody paid him any attention, as I don’t think he was famous yet in Paris. I told my French friends the next morning that I had seen Prince, and not one of them knew of him. I was ten feet from Prince dancing for an hour, so I am 100% certain it was Prince.
I stopped Ayuba on the stairs and asked to photograph him before I even knew what company he was part of — I just love his look and attitude. I told him he looked like what I would imagine an African James Bond would look like. He enthusiastically pumped his fist in the air and said ‘YEAH!!!’
I love being a photographer.
WOOF is a premium fashion brand producing elegant, yet quirky and fun fashion accessories. What makes us different is that our line of goods is produced by Chiengora (dog hair). WOOF’s raw material is collected from various grooming stores and animal welfare organizations. The grooming division of our current NGO partner, the Society for the Prevention of Cruelty to Animals (SPCA), provides over 60% of the dog hair raw material for WOOF production. WOOF ensures that all our sources of material are 100% animal-friendly. WOOF production is a technology innovation. We are currently co-developing the machine spinning technology with our academic partner, the Institute of Textile and Clothing (ITC) from the Poly University of Hong Kong. Through fashion, WOOF aims to change attitudes towards animals. We aim to do this through two means: 1) reducing animal surrenders and increasing animal adoptions, and 2) improving the living conditions of animals.
Wedu catalyzes the next generation of local female leaders by providing innovative financing options for university and the lifelong support of mentors. We create a sustainable and positive cycle of development by identifying girls committed to local issues; investing in their education; mentoring them to lead and creating incentives for them to repay the funds to serve more girls. We envision a world where people from the most underprivileged backgrounds have the tools to change their lives and their home country by being masters of their own development. We started operations in Cambodia and Myanmar, built partnerships from the U.S. to Japan, united a league of extraordinary advisers and mentors from the Acumen Fund, Husk Power Systems, Unreasonable Institute and beyond. Wedu is Social Enterprise Startup of 2012 at Cambridge University, GSVC-SEA Winner, Semi-Finalist for the Echoing Green Fellowship and in the Top 10 Global Solution Award at Women Deliver 2013.
Vi-Care is a one-of-a-kind company in India, and is on its way to formation to provide a low cost solution to address the problem of high infant mortality due to pneumonia in rural India. Vi-Care focuses on implementing a cost effective solution for the timely detection of pneumonia in infants, keeping in mind the lack of healthcare infrastructure in rural areas. Vi-Care’s solution involves the use of ubiquitous mobile phones to detect pneumonia in infants. Vi-Care provides a unique diagnostic application (i-Treat) capable of performing preliminary but informative diagnosis of pneumonia without requiring any external infrastructure or expert intervention, thereby greatly improving the chances of survival of infants in rural areas. The value proposition of Vi-Care rests upon providing an unrivaled, cost-effective approach to timely detect pneumonia in low-income, rural areas, keeping in mind the financial constraints of the people.
Sunshine Library Rural Digital Education Initiative (Sunshine Library) is a social venture seeking to improve rural education in China via modern technology. We aim to provide a comprehensive education solution to under-resourced, rural schools using specially designed tablet PCs. Sunshine Library does not only provide tablet PCs for under-resourced schools, nor do we place our volunteer teachers in rural schools. Leveraging information technology, we provide an integrated solution with a sustainable model of operation. We designed a tablet PC, the Sunbook, and educational apps customized to the needs of students, teachers, and schools in rural setting. Then, we deliver the tablets with Internet access to rural students, new teaching methods to teachers, and extensive educational resources to schools, hoping to eliminate education inequity. Now, we have provided 2,000 tablets for students and teachers in 4 rural schools in western China.
Pedius is a communication system helping deaf people to make normal phone calls, using voice recognition technologies and speech synthesis. Pedius’ users can call all emergency numbers for free, as well as all partner companies supporting our accessibility program who agree to pay a fee and provide users a toll free access number. Users can also call private numbers, paying an affordable fee comparable to what is offered by VoIP communication providers. The goal of Pedius is the reduction of communication barriers for deaf people, enabling phone services for all and at the same time increasing the visibility of our accessibility partner companies.
I like this company. It turns out the founders know my friend Dan Luis, who used to be CEO for years at Purple, the company that bought my first Internet startup Hotpaper.com, Inc. Purple is in roughly the same business as Pedius, but Purple uses people to bridge connections between parties, while Pedius uses software.
The panels and debates
As I mentioned above, this event filled a day. There were panels and debates on social entrepreneurship. I stepped in briefly to take some pictures, but sadly, I did not have time to watch the events, with the exception of the morning keynote. I was busy either photographing or rounding up the subjects nearly all day.
I took all the pictures that illustrate this blog post. I like very much to photograph people, and entrepreneurs are among my favorite subjects. I asked all of the subjects you see here for permission to photograph them, with the exception of the shot with Dean Rich Lyons, which I captured by standing alongside the official paid photographer, my longtime friend Bruce Cook. He set that shot up, and I simply asked the subjects to look at my camera after Cook was done getting his shots.
I took individual photographs of some of the founders, and I present those images to conclude this post. I gave permission to the subjects for them to use the pictures, so I hope to see these images on their websites and elsewhere around the web. Thank you to all the subjects for being so patient with me to get these results.
I used my Canon 5D Mark II camera to take these pictures. The group shots were taken with a Canon 50mm macro lens. The individual shots were taken with a Canon 80-200mm f:2.8 L zoom lens. The wide shots were taken with a Canon 16-35mm f:2.8 L zoom lens. I upload pictures to this blog at camera resolution of 21 megapixels. Click on the pictures to load the full size versions, which are larger than the versions you see by default. I pursue blogging and photography as a hobby.
I am sorry I could not photograph everyone. I would have liked to photograph all 18 teams properly, like I do when I attend the 500 Startups Demo Days.
I really enjoyed this event. It was exciting to meet people from around the world. I invite everyone I met, if allowed in your country, to friend me on Facebook so we may stay in touch. Thanks and good luck!
The final day at The Exploratorium science museum at The Palace of Fine Arts in San Francisco, California – January 2, 2013
Earlier today I took an emotional trip down memory lane by photographing the world famous Exploratorium science museum during its final hour at its building at The Palace of Fine Arts in San Francisco, California USA. On Friday, April 12, 2013, the Exploratorium opens at its new location at Pier 15, on the historic waterfront north of Market Street and near the Ferry Building in San Francisco. Pier 15 is served by historic restored street cars that stop in front, so I predict that many more people will visit, since the original location is rather difficult to access, and parking in particular is a nightmare.
If invited by the Exploratorium staff, for example after they discover this post, I will cover the opening event on this blog, and I will photograph it with the same quality technique I used for the photographs that accompany this post. If not invited, I will wait for a free admission day to visit.
I used my Canon 5D Mark II camera for these pictures. I uploaded the pictures at full camera resolution of 21 megapixels. Click on them to see them at full size. I used a tripod for many of the shots, and since it’s so dark inside the Exploratorium, many of the pictures were made with time exposures of up to 8 seconds. That accounts for the blurred people in some of the shots. I like that the blurring suggests lots of busy activity at the museum, which is definitely true. The tripod shots were taken at ISO 100, so the image quality is outstanding. The handheld shots were taken at ISO settings as high as 6,400, and the quality suffers. I should have brought a flash so that I could have taken more photographs of visitors experiencing the exhibits.
I love and admire The Exploratorium museum above all others. The Exploratorium teaches visitors about the world we all live in, and it does it in such an engaging and fun way that visitors keep coming back, over decades. The exterior wall of the large gift shop was covered with sweet notes from visitors, and these note cards were grouped by decade. Even the 1970s section had over 100 cards on it.
The Exploratorium opened in 1969.
The Exploratorium has exhibits that seed the imagination, so this museum helps human kind progress. I think The Exploratorium is more effective at seeding the imagination than even the traditional great museums of the world such as The Louvre.
I almost missed this special day, and had it not been for the website Funcheap San Francisco which lists free or inexpensive ways to have fun in my favorite city. I subscribe to the site’s Facebook page, and a status update to that page alerted me to the final day I am covering here.
Here below is a sequence of photographs that give you a tour of this large museum space, starting and the front, then moving to the upper deck level, and finally showing the back of the museum from the deck.
Now I will show you some of the exhibits. Note that no admission was charged today, so there were more visitors than normal. I only had one hour to take still pictures and video, so I was rushed.
As I was leaving, I picked up a free poster advertising the new location for the museum, which will be Pier 15 on the San Francisco waterfront, downtown, near the Ferry Building.
After the gates were closed, there was a private party, with speakers thanking those assembled.
I set up my tripod outside the front door and posed for a self portrait to memorialize this memorable day.
On my way back to my car, which I parked many blocks away, I set up my tripod one last time to take this ‘magic hour’ photograph of The Palace of Fine Arts.
Note that the Exploratorium posted a sign at the entrance warning visitors that pictures and video would be captured by many people today, and that some of the material would be published.
I will miss this original location. It’s industrial and gritty and feels authentic. Outside by the adjoining Palace of Fine Arts, the location is truly beautiful. I fear that the new location will be too new, sparkly and flashy, and that the glitz will remove the charm that permeates the original.
Intel CEO Paul Otellini is interviewed by Haas School of Business Dean Rich Lyons, October 3, 2012 at University of California Berkeley
Dean Richard Lyons interviewed Paul Otellini, the Chief Executive Officer of Intel Corporation. The question and answer session was held in the Anderson Auditorium, a venue I am very familiar with because it’s the same hall where the Berkeley Entrepreneurs Forum is usually held. I have attended the Forums for 20 years.
The interview was captured by a professional videographer, and the video will be soon made public on the Haas website page for the Speaker Series.
I have highlighted my favorite parts of Otellini’s remarks in my comments that follow.
Otellini completed his undergraduate studies at University of San Francisco, and received his Master of Business Administration from the Haas School of Business, though at the time it was named the Berkeley Business School. Otellini got a job at Intel in 1974 with his freshly minted MBA degree. Even though Otellini was a finance specialist, his first job at Intel was to program a Digital Equipment Corporation PDP-10 minicomputer to perform cost analysis. This must have been an intense introduction to Intel for an MBA because mini-computers were not easy to program. I programmed a Digital Equipment Corporation VAX minicomputer in 1990, and it was difficult then, so I can only imagine how much more pesky and complicated it was to work 16 years earlier on the ancestor to the VAX.
When Otellini became CEO in 2005 he assessed that Intel was not organized correctly for where he saw the market heading. At the time, Intel had 105,000 employees. Otellini eliminated 25,000 jobs. The company is today back up to 103,000 employees. His advisers in 2005 were asking why he wanted to go into ‘the phone business’ when Intel was making money hand over fist at the time. Otelllini said he had many sleepless nights when he was contemplating letting 25,000 people go. He said he will never feel good about that, but he is grateful that he made the change well before the world financial collapse of 2008, so all the people let go were able to find jobs quickly.
I was surprised to learn that Intel is the world’s 4th largest software company in the world based on the number of computer programmers that it employs.
Otellini advised to get work experience in different geographic locations prior to starting a family.
Otellini said its chips are manufactured in three dimensions, which was forced upon it by the laws of physics, which prevented circuits from being made much smaller. To keep making more capable chips, transistors had to be stacked as well as placed side by side. This technology took Intel 10 years to perfect, with thousands of PhD holders working on the effort.
I wonder if they considered adding a ‘Now in 3D!’ tagline to their famous ‘Intel Inside’ stickers.
Otellini emphasized the high risks inherent in running Intel.
To illustrate, when Intel breaks ground on a new chip fabricating factory:
- the technology hasn’t been developed yet
- the products haven’t been designed yet
- the markets for the products don’t exist yet
These factories take 3 1/2 years to build and cost USD $5,500,000,000 each, and Intel starts construction on two or three of these per year.
That sounds like a great definition of high risk to me.
Intel makes hardware reference designs that it provides to its customers so that they can get products to market more rapidly. Otellini said personal computer makers don’t spend that much on industrial design, so they like and need Intel to provide these turn key designs they can modify to make them unique.
Otellini had a mentor at Berkeley while he was a student in the early 1970s. That mentor worked at Bank of America, and tried to get Otellini to join that bank. Several years after Otellini had joined Intel, his mentor confided that Otellini had chosen the right company.
Intel has put in place a system where they can identify the source of so-called conflict minerals. They can also track them, and Otellini said that Intel is likely to be able to say by January 2013 that Intel has built the world’s first ‘conflict mineral free microprocessor’.
Otellini said he had spoken in the morning with Robert Hormats, Under Secretary for Economic, Energy and Agricultural Affairs at the Department of State, who he said is very interested in [removing] conflict minerals from products. The Department of State, according to Otellini, wants to make Intel’s conflict mineral tracking system a so-called ‘best known method’ for the [semiconductor] industry.
Otellini said it recycles the chemicals used in its plants, and plans to recycle the water it uses to such a complete degree that its factories will be able to reuse the water they consume over and over, without needing to return it to the underground aquifers, like they do today.
Otellini spoke about manufacturing competitiveness generally in the United States, something he is qualified to speak about because he advises United States President Barack Obama about competitiveness.
He said many of the motivating factors that have led to outsourcing are disappearing. He said that it costs more for Intel to hire 1st and 2nd level technical managers in China now than it does in Santa Clara, California USA. For engineers with 3 or 4 years of experience, the costs to hire them are now the same in the US as they are in China and India.
Otellini said that the United States could improve its position by lowering its corporate tax rate [to a level consistent with the rate in competitive economies]. He suggested the US streamline its permitting procedures for building new factories. He suggested that job training be improved to provide a skilled workforce to work in the new factories. He pointed out that currency and political risks are low in the US, and stated there is no risk of a company’s factory being expropriated by the US government. In other countries, governments sometimes do take over privately owned factories.
There were some famous guests in the audience.
Perhaps the most famous attendee was Arthur Gensler, the founder of M. Arthur Gensler Jr. & Associates, Inc. but commonly referred to as simply Gensler. I have been aware of this global architecture, planning, design and consulting firm since I was 23 years old at my first job out of college, at Newell Color Laboratory at 630 Third Street in San Francisco, California USA, since closed. Gensler was an important client. I suspect Gensler may be helping to design the new building Dean Lyons is being planned for the Haas School of Business campus.
After the interview, Lyons pointed out Mr. Gensler to me — without his helpful comment, I would not have been able to write this acknowledgment of his visit. Gensler is a big deal — they employ 3,500 people in 42 locations. They count all 10 of the Fortune 500 top 10 companies as clients.
Perhaps the second most famous attendee was Oliver Williamson. Williamson is Professor Emeritus at the Haas School of Business. In 2009 Williamson won the Nobel Prize for Economics. I saw Williamson speak in 2009 at the Haas Gala, the annual party the school throws each November. I blogged about that gala and wrote about Williamson, who spoke at the event. I took a picture of Williamson shaking hands with Otellini, shown here.
This last photograph of Mr. Otellini with Berkeley undergrad student Tammie Chen has an interesting story behind it.
I met Chen when she was an organizer for the 2011 Made for China Startup Pitch Competition. I was a judge for that competition. After that event, we became friends on Facebook, and she posted that she was going to be attending the Dean’s Speaker Series that is the subject of this blog post. I commented that I would be there as well, blogging. She asked me if I could take a picture of her with Otellini. I said I would. I walked up to him and asked him if I could introduce Chen to him and take a picture of him with her, and he readily agreed. They had a nice chat for a minute, and then they posed for this picture. Chen is a huge fan of Intel, and has visited their headquarters. She has a lot of friends that work at Intel.
I was surprised that no students approached Otellini to introduce themselves. This is the same behavior I saw at my first Dean’s Speaker Series event, in September 2012, when Lyons interviewed Randall Stephenson, the CEO of AT&T. There were students standing about 10 feet away from Otellini, in a large circle, but not a single student walked into the empty space to say hello. That made it easy for me to say hello to Mr. Otellini, who I have met and spoken with before, in 2008, at the Intel Capital CEO Summit [renamed the Intel Capital Global Summit] in San Francisco.
I like Intel. Their venture capital division Intel Capital was very nice to my company Silveroffice, Inc. by making it an Intel Capital Portfolio Company. Intel Capital invites me as their guest to Intel’s annual Intel Developer Forum, at which I get a new Intel Developer Forum branded laptop bag or backpack, which I use every time I leave my home with my Intel powered laptop. I hope to be appointed a judge for the Intel Global Challenge, a role I would be great at since I was a judge for the Berkeley Startup Competition for eight years through 2011. My application is pending, so please wish me luck! I love judging startup competitions, and so far I have judged four different competitions at University of California Berkeley.
I took all the photographs in this post. I used a Canon 5D Mark II camera with a Canon 80-200mm f:2.8 L zoom lens. Click on the images twice in delayed succession to see the images at full size. I uploaded the images at their full 21 megapixel resolution, at a JPG quality of 12. The light level was comparatively low, so I shot at ISO 2,500, without flash.
Thank you to Meg Fellner of the Dean’s Office for getting me a ticket to this sold out event.
Yesterday afternoon, Sunday, September 23, 2012, I attended the famous Folsom Street Fair in San Francisco, California USA.
This post contains photographs that might be rated PG-13 if this were a Hollywood movie. All nipples are covered in this post, but in some cases just barely, with pasties or adhesive tape. Please skip this post if you are squeamish about nudity or sexuality.
I took the pictures you see on this page with my Canon 5D Mark II. I used a Canon 50mm macro lens for some of the pictures, and a Canon 70-200 F:2.8 L zoom lens for the rest. Click on the pictures twice in delayed succession to see the images at full size. I uploaded the pictures at maximum resolution and maximum JPG quality of 12.
I have attended the Folsom Street Fair three times in my life — yesterday, in 2010, and in the 1990s.
I am not into BDSM or the leather subculture, but I enjoy the fair.
Yesterday was the first time I went alone, and the first time I brought a good camera with me. I was nervous about being a guy with a camera taking a lot of pictures, but there was no need to be. There were thousands of cameras there. I doubt anyone arrived without a camera. In so many instances, the subjects you see here were actively posing for photographers. Some groups had a dozen photographers at a time trying to photograph them.
There was a lot of full nudity at the fair, especially among the men. I estimate there were 200 completely nude men walking around. I only saw one completely nude woman walking around. There were dozens of topless women walking around, without pasties or tape over their nipples.
I am straight, so I focused more of my energies towards photographing the many attractive women in attendance. I photographed some men too to capture the ambiance of the event and out of fairness.
I gave my card to some of my subjects, and to my amazement, fully half the people I gave my card to emailed me and asked me to send them a copy of the picture I took of them. I happily obliged. Next time I go to the fair, I will offer my card to everyone I photograph, instead of waiting to be asked for it like I did yesterday. One of the women I photographed is a model, and I asked her if she would like to do a shoot with me, and she wrote back that yes, she would. For any of the other women that I have included in this post, I would like to schedule a photo shoot with you as well. You may contact me via Facebook. While you’re there, consider subscribing to my public posts.
You may see my photography portfolio at the site ModelMayhem. Model Mayhem is like Facebook for models, photographers and related artists.
The craziest thing I saw at the Folsom Street Fair this year was a nude African American man wearing a rubber Barack Obama mask and holding an Obama/Biden campaign poster. He stood in the same location for hours, allowing himself to be photographed by hundreds of people. Barack Obama is the current President of the United States of America, and he is running for reelection in November, 2012, later this year.