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Transcript of The Talk Show Episode 146

Title: “They Might Be Giants” with a Spanish Accent

Host: John Gruber

Special guests: Eddy Cue, Craig Federighi

Release date: 12 February 2016

Description: Very special guests Eddy Cue and Craig Federighi join the show. Topics include: the new features in Apple’s upcoming OS releases (iOS 9.3 and tvOS 9.2); why Apple is expanding its public beta program for OS releases; iTunes’s monolithic design; how personally involved Eddy and Craig are in using, testing, and installing beta software; the sad decline of Duke’s men’s basketball team; and more.

Some scoops too, including: the weekly number of iTunes and App Store transactions, an updated Apple Music subscriber count, peak iMessage traffic per second, and the number of iCloud account holders.

John Gruber: Ladies and gentlemen, your pal John Gruber here. This is a very special episode of The Talk Show. It is a different episode of The Talk Show as you’re about to find out, and so it is a different kind of sponsorship setup. I’m just going to tell you right here, this episode is exclusively brought to you by Meh.com.

[sponsor break: Meh.com]

And without any other further ado, ladies and gentlemen, The Talk Show.

This is going to be fun, we’ve got Eddy Cue, senior vice president of Internet Software and Services. Eddy, welcome to The Talk Show.

Eddy Cue: How are you doing?

Gruber: And returning to The Talk Show, which must mean I didn’t botch it up too badly, Craig Federighi, senior vice president of Software Engineering.

Craig Federighi: It’s a rare honor to be here, John.

Gruber: Here’s my question, this is the tough one. I want to know, now, Eddy, you’re a big sports fan. Has Steve Dowling sent you to, like, photography school for taking pictures after sporting events now, post-Super Bowl?

Cue: You know, I love that because you may know, Tim and I went to the Super Bowl together, and he’s a huge Broncos fan. So when they won the game, we were all excited, high-fiving each other, we went onto the field, he’s taking the photos. He’s so excited, he wanted to congratulate them and sent the picture out, and the next morning I wake up and I get to see all of those messages and tweets and everything else. And I thought it was great because it shows, you know, Tim is just like you and me, he’s a huge sports fan and was loving it, he loved that his team actually won the Super Bowl.

Gruber: That’s exactly what I thought. I thought it was like, Tim is a human being, and that’s a real sports fan’s photo. I thought it was goofy — the reaction that people had, to me it was just a happy moment. All right.

Cue: I’m hoping to have a few more for you this year, maybe another repeat for the Warriors, repeat Duke national championship, you know.

Gruber: I don’t know about the Duke one. I wasn’t going to mention Duke, Eddy!

Cue: [laughs] We’ve been wanting to talk to you for like three weeks, but I told Dowling there’s no way I’m going to talk to John right now because we’ve been losing games straight. So I’ve waited till we’ve won the last two games in a row, we’re hot, and I’m like, let’s get on the call now.

Gruber: My last sports-related suggestion to you is, just in case the Warriors keep it up, and just in case maybe WWDC sticks to the typical schedule, maybe you want to rehearse more and if you have extra tickets for a Warriors finals game, I know a guy who maybe could take them off your hands, just saying.

Cue: You’re on.

Gruber: Let’s get down to brass tacks here. One of the reasons that this is even happening is that Apple is talking about and telling its users a lot more about what is coming down the pipeline in software. And the best example of that is that there’s a big, it’s not even like a developer page, it’s a big product marketing page on what’s coming in iOS 9.3.

Federighi: Yeah. We have real feature-release here with 9.3. So we certainly wanted to talk about it, and we also wanted to get it out in public seeds. So many of you are running it, certainly all of us here are, and there’s a lot of really cool stuff we were able to do, and we didn’t want to wait all the way till WWDC to get it out.

Gruber: So I’m not imagining things that this is at least a subtle change away from keeping features as a sort of — new features that you want to promote in the OS as a monolithic, once a year at WWDC we’ll announce them, and once a year, a couple months later in the fall, we will release them, sort of schedule?

Federighi: Yeah, you know, a huge part of what we do with iOS over year is we’re really advancing the platform for developers. And you really can’t trickle out a big change for developers at the platform level continuously throughout the year. So that’s something what makes a ton of sense for us to advance it all at once, have a conference, get everyone early access to the SDK’s that they’re going to use, give them a chance to get their apps ready and take advantage of all the new capabilities and then get it out with the major OS.

But there are things that we can do that don’t have that characteristic, and if you look at the kind of features coming in 9.3 with our support for education, shared-use iPads in the classroom app, or the Night Shift feature, or some of the improvements we made to Photos or even Smart Keyboard handling on the iPad Pro. These are the things that we wanted to get out right away to everyone because we think everyone can enjoy them, and they aren’t the kind of things that really impact moving the platform forward for developers.

Gruber: Right, it’s not really developer changes, but there are definitely major features. One of my favorites is, for the Smart Keyboard, that when you’d go to Spotlight search, you can arrow-key down to the search results.

Federighi: Yeah, I know, you did helpfully note for us shortly after we shipped the iPad Pro that we missed one there. We missed more than one, let me say. And so we’ve been responding to all kind of great feedback we’ve gotten on the iPad Pro. We’re all excited about the device and so excited that people have really embraced it. But as we all use it more deeply, we’re all seeing things where we can improve a bunch of things including the keyboard support. So we’ve taken this opportunity in 9.3 to make some of those enhancements.

Gruber: That is an interesting thing. So one of the things is you guys actually are — and I say not just you, Craig and Eddy, but everybody on the executive leadership team — in addition to having these jobs that are very specific in terms of your responsibilities, you’re also users of the products that Apple makes.

Federighi: Oh yeah. That’s why we’re here, for sure. I mean, no one was more enthusiastic to get access to the inside of Apple and software than myself and Eddy, and certainly I am installing — I think I probably installed something like five hundred versions, I mean, literally it’s five hundred to thousand versions of OS X and iOS myself, every year. I have four Macs and four iPads and two phones, and I upgrade them all to the newest build pretty much every day. I think I did the math wrong, I think it’s like a hundred thousand versions of OS X and iOS I install, every year.

Cue: John, I’ve been doing this for more than thirty years. The way I started with this was bringing my Mac into the office for my first job and so working on a Mac for me was like a dream-come-true. I live on our products every day, I use all of our products every day, they are part of my life. My kids, my family — it’s great, we share that experience and we give each other feedback. It’s what we do.

Gruber: But so, Eddy, when you get, like, a new MacBook Pro or whatever you’re going to use, but you set it up yourself?

Cue: Oh, absolutely. First of all, hopefully, everyone can set it up themselves because that’s how we built it for. It’s really easy, I set it up, I transfer my content from my old MacBook, I just did a new iMac as a matter of fact. I actually bought it myself, I went in on the online store, I wanted to see what the experience was. I ordered it, checked all the mail, I wanted to see the mail, the notifications that came to my phone. And then installed it all.

Federighi: No joke, Eddy — seriously, most meetings I’m in with Eddy — at some point in the meeting, he breaks out one of his devices and starts upgrading it, mid-meeting. And then we’re able to get on-the-fly feedback on the new software during the meeting so it’s very helpful.

Gruber: I know it sounds like a trivial question, but it’s something I’ve always wanted to ask people like you. Because I can see it both ways where I know you guys are technically adept and have the background to do it, but on the other hand, as the senior vice presidents of a semi-large corporation, you don’t have to. If you wanted to have somebody set up your stuff for you, you could do it. So it’s always been curious to me, whether you guys go through it because you want to get that, like, what’s it like to be a real user experience, or do you take advantage of the fact that you don’t have to if you don’t want to.

Federighi: Oh yeah, it’s not just that, we’re both involved every day in the development of the software that’s being put together, and so we all want to run the latest thing that we were just in [?] review talking about. We want to get that feature that we talked about last week and start living on it, so we can start giving the team feedback on what we’re seeing. So it’s an integral part of how we develop here is that we all live on the software. And at the same time, probably like yourself, we’re all the tech support teams for our families and our parents and our in-laws. All my kids are running the betas all the time, so we get live feedback, helpful feedback from the whole family, non-stop. We’re immersed in the Apple universe of feedback.

Cue: John, let me give you an example of something — because this happens all the time for me. I’m using our products. So this weekend I was using Apple TV, I’ve got the new Apple TV, and by the way, which we should talk about, there’s a lot of great new features coming out with this, this is a major release of Apple TV. But I’m doing a purchase of a movie, and I’ve got family plan, Apple Music, the whole thing with everybody. And the message that comes up on the screen says, “Somebody from your family has already purchased this. Would you like to buy it again?” Pretty dumb message. And so it’s an example of — I got on there, and I’m talking to my team, why are we doing it this way. And it’s just a history thing of before there was family plan, it would ask you that question because it was single-user. Once you have a family plan, it should just download, it shouldn’t even bother to ask you. And so, we live, both Craig and I, that’s part of what we love doing, and so it’s great to be able to have an impact and change these things because we’re using them ourselves.

Gruber: That’s a perfect example. One of the questions I wanted to ask you was what was the last bug that you encountered yourself and that’s a good one, and it’s an interesting explanation. Just to clarify, what you’re saying is, it’s saying that the person who’s now in your family plan, who made that purchase earlier, made the purchase before there was a thing called the family plan, and therefore it did not automatically download it.

Cue: No, it wasn’t. They did make the purchase and they were part of the family plan. Originally, when we were doing this, there wasn’t a thing as family plan and it was designed just to ask you if you wanted to purchase again. When we did this software for family plan, we didn’t take into account that, we just said, oh, somebody already purchased it, and instead of just downloading it, we didn’t do that. But I want to give you, since you’ve said, I want to tell you a little bit how crazy Craig and I are about this stuff. And you said, what’s the latest because it just reminded me of this. I was installing a new version of OS X on my iMac, and it’s an unreleased version, couple of days ago. And I ran into a problem that I knew would be very difficult to recreate and this was about 7:30 at night, I’d just gotten home doing the update, and I called Craig up and I said, “Here’s the problem that I’ve got.” I was leaving the next day to Yuma, Arizona. By the way, I want to give a shout out to the kids and teachers out in Yuma, Arizona, that are using iPads — but I called Craig up, told him about the problem, said, “Look, I’m leaving tomorrow, I want you guys to look at this because I think it’s kind of weird, I don’t think it’s going to be easy to recreate.” He says, “Sure.” So I took the iMac, put in my car, drove to Craig’s house, gave him the iMac, came back home, went on my trip. Craig and the engineers looked at it, figured it out, and the next day I got the iMac back.

Gruber: It was sort of like preserving a crime scene.

Federighi: [laughs]

Cue: That’s right, except we found out at the end that no crime was committed because we fixed it.

Gruber: Right, but if you have a bug or just an edge case that you’re worried you can’t reproduce, you really do just want to freeze the computer right where it is and let the engineers start debugging.

Federighi: Yeah, absolutely. And it was helpful that Eddy was on the case on that one.

Gruber: That’s a really great story though. I love that he just drops it off at your house.

Cue: It’s good to know people.

Gruber: It’s interesting, but that’s exactly the sort of question I had is how involved do you guys get when you run into one of these little — it’s inevitable, nobody has ever written bug-free software, it’s the nature of software, but what do you guys do when you guys encounter it. Drive over to Craig’s house is the answer, I like that.

So before we forget, let’s go back and talk about what’s coming up in Apple TV. So right now it’s a beta, it’s TV OS 9.2. And it really is a major feature, just of the top of my head, Siri dictation for text entry and searching for apps. That’s something people started complaining about as soon as the new Apple TV shipped. That’s a big one.

Cue: Yeah, it’s huge. Look, when you get your Apple TV the first time, the first thing you got to do is enter your Apple ID and your password, and you’ve got Siri built into this remote, why not just tell it and spell it out instead of having to go through the typing mechanism of doing it. And so we wanted to do that right from the beginning. And then searching on the App Store — we added searching across movies, TV shows, Netflix and Hulu, we’ve added a bunch of new content providers like FX, you can search Disney Channel, we continue to add more, but obviously the App Store is a huge one. And so we’ve done that, we’ve added some languages: Spanish, French to that. We’ve added iCloud Photo Library full support so you can see all of your photos. And also one of the things that you’ve noticed if you’ve downloaded a lot of apps from the App Store, having folders now. So just like you have on iOS, you can have folders.

Gruber: Right, so you could just group together all your little arcade games, put them in an Arcade folder.

Cue: That’s right.

Gruber: Can you tell me — I know this is from the list, and this is how lazy I am in preparing for a very important talk show — one of the features is Conference Room Display Mode. What is that?

Cue: We had this in the original Apple TV and part of this is, if you know, most conference rooms from Wi-Fi connectivities and to the networks, you have private networks that are set up for the corporation, but then somebody comes in to present, and you don’t really want to let them into your private network from the company. And so we had this capability, and we wanted to add that to the Apple TV so that it would be easy for people to come in and present.

Gruber: Gotcha.

Federighi: We can also lock the display so that instead of showing you the latest top movies at the beginning of every meeting, it can just tell you that you can AirPlay to it so — we all stay on top of all the top films here at Apple when we start every meeting. But now we have an alternative.

Cue: That’s true.

Gruber: So it’s really Siri-wide, and this affects every platform, but the expansion to include new languages, obviously that is really super important to, let’s just say, people who speak Spanish, it’s really like a make-or-break feature. How difficult is that to do each language, to keep adding languages to Siri and to keep the level of quality of Siri’s recognition?

Cue: We have over 35 languages in Siri. Apple TV presents an actually interesting problem compared to just Siri itself in that, a lot of the things that you search for are not in the native language you’re speaking. So you’re actually, let’s say, speaking in Spanish, but you’re searching for an English title. And so Siri has to be aware that it’s actually able to speak multiple languages and understand when it is that it’s asking for a title vs. when it is that you’re actually giving a verb or a noun to it from that. And so it’s an interesting, challenging problem, which is why we’ve been adding languages to Siri, to Apple TV — we’re not quite at 35 that Siri has, but we’ll keep adding on. And it’s supporting that multi-language aspect of Siri that makes it even more fun for us to try to resolve.

Federighi: Yeah, our machine-learning teams at Apple and within the Siri team have done some remarkable work, and I know you’ve noticed some of the improvements to Siri’s both performance and its ability to recognize, but the core technology has improved so much that it’s really helped us get high accuracy when we take on all of these new languages. And some of these challenges, like, now we have to know not just that you’re speaking Spanish, but while you’re speaking Spanish, you’re talking about There Might Be Giants, but you’re pronouncing those words with the Spanish accent, and Siri needs to recognize that. These are the kind of things that a few years ago were just out of reach and now we have the core technology to do it and I think the experience with Siri has just taken some giant leaps forward.

Cue: By the way, at a huge scale, these are billions of requests that are coming every week to Siri.

Gruber: Across all the platforms?

Cue: That’s right.

Gruber: So in addition to that, here’s another one that’s added to TV OS 9.2 is sort of the old-school way of text entry, Bluetooth keyboard support. And it’s a little thing but it’s one of those things where the old Apple TV supported it, including at setup. So that you could set up, like, if you had the Apple Magic Keyboard, you could connect to it. And then the new Apple TV came out, and it didn’t have it, and everybody was — some people maybe were a little annoyed that everything they had to do with the new Apple TV in November was up-down-left-right to enter everything. Is this just an issue of, hey, it was a new version of TV OS, all new, integrating it with iOS, we just didn’t get to it by November, or was this a rethink like, hey, a lot of people are asking us for Bluetooth keyboard support, let’s go back and put it back in.

Cue: That’s a great question. In that case it was really simple, we were doing the new OS, and it’s something we wanted to get to, we knew it wasn’t the majority of customers, and so we felt like we could add it later, and we always planned it. And yes, I did get a few emails and a few tweets about it.

Federighi: You know, what’s just hilarious about this though is, we have a very vocal community as you know, and when we were getting this feedback, even actually before making the decision not to include it in the first release that the team had done the analysis based on our diagnostics and usage data, about how many customers use Bluetooth keyboard with their Apple TV every week, and they charted it out over time, and it’s a small rate relative to how people are using the built-in remote and so forth. But we noticed that that rate of use of the Bluetooth keyboard dropped to almost nothing during WWDC. And what this told us was, pretty much everyone is using it as a developer who’s going to WWDC or an Apple employee. Now, that didn’t stop all of them from writing Eddy when it was missing but just to give you the sense of kind of what’s going on underneath all that.

Gruber: [laughs] That is hilarious. I was going to say that I think it’s a hard sell across your family. Whether there’s one person in the family who’s technically adept, who wants to put a Bluetooth keyboard in the living room. I think it’s a hard sell family-wide to keep a keyboard in the living room.

Cue: And we do have something even a little bit better coming out in a few months, which is we have a new remote app. So that if you have your iPhone, you can use the keyboard on the iPhone to do that, and I think that certainly will get a lot more use.

Federighi: And more than that, I mean really the full Siri to your phone communicating with your TV, that’s a great upgrade to that app.

Gruber: Well, there’s a remote app for the iPhone now that you can connect to Apple TV.

Cue: There is. As Craig said, it only does the keyboard. The new remote app will do all of the capabilities that the existing new Apple TV remote does, like Siri.

Federighi: And like gestures, for instance. Because you have — obviously, the trackpad function of the remote can be done with your phone now too without remote. So it’s a really full replacement.

Gruber: Ooh, so I have a scoop here.

Federighi: There you go. You heard it here first!

Cue: You can’t broadcast this for three months.

Federighi: [laughs] Yeah.

Gruber: I think that’s going to actually make a lot of people very happy though. Would that work with some of the games, too? So that if there’s a two-player game that somebody could use their phone and have it be the slider and somebody else can use the remote?

Cue: Yes, that’s exactly — you can use the Apple TV remote for one person and their phone for the second person.

Gruber: Oh, that sounds great. Let’s move on and talk about something that — it almost feels like a Groundhog Day, and since it’s February, it actually is close to Groundhog Day — is that last year there were a couple of posts that came up early in the year about Apple having little tiny sort of death by a thousand paper cuts software problems across the board, and there was a lot of discussion about it, and it sort of culminated, at least for me, when Phil Schiller was on this show, at the live show at WWDC and we talked about it. And I thought Phil talked about it really openly. And then it seemed to fade away from the punditry discussion, and then last week Walt Mossberg had a column, and the headline was “Apple’s App Problem”. What do you guys say to this, just the general, nothing specific, let’s not get into any specific app, but the general idea that Apple’s software has declined in quality, let’s say, over the last five years?

Federighi: I would say first that there’s nothing we care about more, so it’s not just me and Eddy filing lots of radars and using our devices, but everyone who works here at Apple, we recognize, this is the single most important thing about what we do and what we come to work to do every day. So I take extremely seriously any time any of our customers says that they aren’t having the experience that they expected from us. And clearly, Walt’s article indicates that he is at the moment in that camp. I look at it and say, I know our core software quality has improved over the last five years, improved significantly. But the bar just keeps going up, and that’s a bar that we embrace, that is a challenge that — every year we realize the things we were good at last year and the techniques we were using to build the best software we can are not adequate for next year because the bar keeps going up. We have a billion active devices now, and if you think back to just nine years ago now with the iPhone, think back then of how you interfaced with technology and, comparatively, how narrowly each of us interfaced with technology, and now think about how integral your iPhone, your iPad, and still your Mac are to your life, how many hours a day — I mean, we see the usage metrics and year after year as our team builds a new phone and thinks, how big of a battery we should put in this phone, we have to go back to them and say, “Guys, actually, you’re going to have to up that a good bit because people are using their phones more than ever this year.” And we see that trend go up and up and up and people are doing more and more. And what this means is when you have a billion people running phones in every corner of their lives with all of these third-party apps in all these countries in all these languages that there are going to be issues, there are always issues, but now these issues are — you got plenty of people that can encounter one here and there and it gets amplified. And maybe I could ask you, I feel like if you go back five or ten years in just the nature of internet journalism and the press and how stories like this get communicated and amplified, it’s changed things a little bit as well. And so I think that plays into the element of why are we hearing about this again or why do we hear about it in the way we do. But I know we put just tremendous focus on improving our game every year.

Gruber: There’s a certain aspect to the basic idea that to me is a little bit more of a — not just me, I’m saying what I detect when I see people nodding their heads in agreement on Twitter and follow a post to say that — like Mossberg’s column last week — that it’s more of a gut feeling than anything that anybody can put their finger on and say, “Here’s this one thing that’s absolutely terrible.” And I know, just from talking with Phil last year and with what you’re saying now, that you guys have a lot of ways that you measure this stuff with real analytics from the diagnostics that people explicitly opt in to provide to you when they’re setting up devices.

Federighi: That’s right.

Gruber: And I sense it — you guys, you two are both optimistic, cheerful people but I can’t help but — I suspect and it’s not coming from your voices here on this show, but I just suspect in general that there is a sort of frustration within the walls at Apple that you guys have these numbers that say software quality is going up and then on the outside everybody is saying, “Wow, Apple software, their eye is off the ball.” Is that frustrating?

Cue: No, look, I think you said a few words that I would disagree with, you said “everybody”. I think the vast majority of our customers are quite happy with our products, and the feedback that they get, and they ask for help, and that’s why we’ve built things like Genius Bars, which have been very popular, why we’ve spent a great deal of money and effort on our Apple Care and support lines so when people need help — training, all of those things. So it’s not to say that we don’t have any bugs or that we don’t have any issues. Every piece of software does. We care deeply about it, which is why we do all of these different touchpoints, monitor them, look at them, make sure we’re addressing them. And at the same time as doing that, upping the game even more. Because part of upping the game is not just standing still and making the things that you have work, but making them even better, making them easier to use. Those are all the things we have to do at the same time.

Federighi: Apple customers deserve the best, and that’s absolutely what we’re signed up for. So if and when we hear people are having challenges, well, on the one hand, we’re frustrated, of course, to hear it overall characterized as this “quality is dropping overall” because we know that’s not true. But at the same time, there is certainly reality, if people are having these experiences, then there’s something we can improve, and I can tell you the number of meetings we have and have had even over the last few weeks where we’re constantly talking about how do we up the game because when you talk about a billion customers and you talk about the kind of upgrade rates we have. I mean, I think back to when we shipped Snow Leopard and how many people installed 10.6.0? Effectively no one. Approximately no one. In fact, we used to talk about, well, the upgrade rate to this OS will about match the sales of new Macs that have it installed. People just didn’t upgrade. And if they did upgrade, it’s like, why don’t we wait for 10.6.5 or something. Now, we release a piece of software and in a matter of couple of weeks we have, you know, coming up on 50% of our base running that piece of software. Hundreds of millions of people suddenly pounding on it, running a diversity of apps that just is unprecedented, and using it in these incredibly connected ways. And so, yeah, the bar is higher, and we will continue to adapt every year to meet that challenge.

Cue: And the scale, John, for this is truly amazing because of the usage that people, I mean, they rely on these for their lives. I’ll give you a couple points that — we peak out at 200,000 messages a second that are sent on Messages, for example. We do 750,000,000 transactions every week in our App Store, iTunes Store. We’ve done billions of dollars — now you’re talking about dollars for payments in Apple Pay. This is like, it’s a part of everyone’s lives and it’s great, we love this, this is the reason why we do what we do and we get up in the morning, we’re excited about coming in because we can do more. So, the scale of this is huge, huge.

Gruber: What was the number for messages? 200k for second at the peak?

Cue: That’s right.

Federighi: People got a lot to say apparently.

Gruber: Yeah, that was probably right at the moment in the first quarter of the Super Bowl when they overturned that catch, right?

Cue: [laughs] Yeah, for some reason it was really high from North Carolina, I don’t know what was the —

Gruber: But that is extraordinary. Eddy, that gets to a specific point, and this is clearly a ball that’s in your court, is that the general meme that Apple doesn’t do online services well, and that’s your responsibility. What do you say to that?

Cue: I think you go back to the things that we do really well. Some of that we earned, to be clear, right? Part of the reason we did that, many years ago, with Mobile Me or Maps, but we’ve corrected those, and you look at iCloud, we have 782,000,000 iCloud users. Some have multiple devices, which is why we have a billion devices. They upload billions of photos every single week, every single day. And you look at the scale of messages, you look at Apple Pay, you look at our stores, we run some of the largest services in the world, very successfully. You take a look at Maps, we’ve corrected more than a 2,500,000 customer feedback that we’ve gotten from customers directly to Maps that we’ve corrected and notified them back that we’ve fixed them. So the scale of this is huge, and I would compare it to any company out there.

Federighi: And the ramp is unbelievable. Consider when we launch a new release of iOS and OS X and the corresponding cloud services, how we go from effectively zero to unbelievable international scale literally overnight. It’s incredible, and the team has done that at a scale that is — I can’t think of another example of what happens when we turn the lights on on a new service like we do. And it generally goes off without a hitch.

Cue: The other thing I love is, we’re not harping our services as the brand of services and the thing, it’s the experience. So whether you’re typing in a note on your iPhone and it’s on your Mac, we’re not advertising this as Notes services or anything, we just want the experience to be — so a lot of these things are behind the things and they just work and it’s great for customers.

Gruber: Yeah, even iMessage is a good example of that. And I personally have — I don’t even know, I’m a big chunk of that 200,000 messages per second, I send a lot of messages and almost all of my messages are blue.

Federighi: [laughs]

Cue: You have good friends.

Federighi: Yes.

Cue: And smart ones.

Gruber: But if you just look at how many people are using iMessage and how many messages they’re sending, it compares very, very favorably to a lot of the independent messaging apps and services out there like WhatsApp and WeChat and things like that. And I feel like that’s one of those things that Apple doesn’t really get credit for is that they’ve got this messaging service with extraordinary number of users who are extraordinarily engaged with it, and it’s not really figured into what Apple does at all because you guys don’t really brand it that way, you’re just like, hey, just use this app and send your message to the person you know and it goes through.

Federighi: Yeah, I think that’s what’s great really about what we do, is we tie together the hardware, the software, and the services in a way that you aren’t thinking you’ve just used a cloud service necessarily when you bought your new iPhone and all your settings came back exactly the way you expected and so forth, or when we do a feature like Apple Pay, I mean, Apple Pay is a hardware feature, it’s a software feature, it’s a cloud feature, and it just works. And it’s a tremendous, complex undertaking, but the customer doesn’t have to think about any of those component pieces, they get an experience that hopefully delights them.

Gruber: I’ll give you a real quick anecdote — hopefully quick — I was on an airplane recently, and the plane took off and I got on the Wi-Fi, and online service from a different company — wasn’t an Apple thing, it was somebody else — gave me a warning that I couldn’t — it looked like I was signing in from an unusual location because it was — I don’t know where the plane Wi-Fi was saying it from — how do I want to verify that it’s really me? And the only options were to get a phone call or an SMS text message, which I can’t get because I’m 10,000 feet up in the air. And I showed it to the guy — my friend for the day sitting next to me on the plane who we’d spoken before the flight took off, and he was like, “Oh yeah, you can get text, I’m texting my wife right now.” And he was sending an iMessage. And I was just like, “Oh yeah, okay, I’ll do that”, because I didn’t want to explain. He thought he was solving my problem because he was just, “Oh, oh, it’s great, this is absolutely wonderful, I’m texting right now.” He didn’t really have to think about what he’s using to text, he’s just doing it.

Federighi: Yeah, I think it’s a fantastic example.

Gruber: So let’s shift from services to talk about a specific bit of software, which isn’t really about how it works but really sort of how it’s designed. And it’s iTunes on the desktop. And here is when I wanted to quote Walt. Here’s what Walt Mossberg wrote, “Apple’s iTunes program was once the envy of the world. A combined digital music store and player, it could also sync your iPod. And it worked on both Mac and Windows. It was reasonably fast and very sure-footed. Now, I dread opening the thing.” And that sort of damning and the thing that to me is more damning is that I don’t — I see a lot of people who agree with that, and I don’t see anybody who really disagrees with it.

Cue: Yeah, look, let’s go back to Walt’s thing specifically to address — which is his performance issues and that we’ve actually looked at, it had nothing to do with iTunes, but your question is still dead-on because it’s something we started about two years ago, thinking about what we wanted to do with iTunes. And let me walk you back with where it’s designed from and where I think it can go to. So, first of all, we designed it in a time when everybody was syncing directly via cable. So the things didn’t exist in the cloud, and having a centralized place where all of your content was there to sync was really key because it made it really easy to do, didn’t matter where the content was, you didn’t have to launch multiple apps, you didn’t have a separate app that made it really difficult to see, and so it worked really, really well. And by the way, given that we have a billion devices out there, there’s still hundreds of millions of people doing exactly that. When we went to Apple Music, we said, “Well, let’s see, we’re building a new service, why don’t we do it all in the cloud, Apple Music is all in the cloud, let’s do it that way.” And one of the things that we wanted to do that was different was, we didn’t want just the music that lived in the cloud, if you had music, whether it was a live performance by Bruce Springsteen, for example, which I just bought because I haven’t seen the new show and I’m a huge Bruce fan, how do I get that to the cloud? Well, in most of the services that are out there, there is no way to do that. Because it lives in iTunes, it lets you do that, and it’s very easy to upload that into the cloud, and then it exists on all of your devices. And so we decided that in the short term what we wanted to do is really make it so that when you’re in music in iTunes, all you see is music. And if you were doing a separate music app, it would really look a lot like iTunes when you’re in a music player because there’s only one area where you pick which media type you want to do. That’s not to say that we aren’t continuing, and we’ll continue to think about what’s the best way to architect the app, and whether it makes sense to make a separate app for some of the components that are in there or all of the components that are in there. But right now we think we’ve designed iTunes, and you’ll see, we’ve got a new refresh with the new version of OS X that’s coming out next month that makes it even easier to use in the music space.

Federighi: There’s a big responsibility in transitioning the experiences for a lot of these apps. These are so important to people, we see it every time we change them at all, and there were cases where — if you look at Photos where we did a really bold rethink of where Photos needed to go and how to transition it. And by and large I think that’s been well-received. And I personally love it. But you’ll hear people who say, “Hold on, there was a reason why I liked the way things used to be.” And people are pretty serious about their music and about their collection, and so I think we debate pretty heavily internally the right way to evolve these things. And we tend to err on the side of being pretty bold, but there’s a lot of responsibility. You get the other side of these stories, some of the people, when you talk about people nodding your head, if I look at some of the comments that come online when people say, “Yeah, Apple’s quality’s bad”, and someone will say, “Yeah, when they took away my iPhoto app and replaced it with Photos, I don’t like the new Photos app”, and that’s why they think Apple’s software quality is bad. Now, many of us would say, “Hold on, that’s exactly an example where Apple’s software quality is quite good, we delivered something faster, cleaner, simpler”, but someone’s going to say, “No, but it’s changed, and I was attached to it.” And so this is a tricky balancing act, and I think our customers give us a lot of responsibility to thoughtfully evolve their experiences, and we try to take that responsibility very seriously.

Gruber: I don’t think anybody would disagree that institutionally Apple, compared to any company you might compare it against, has been always more willing to push through changes. Whether you go back to the ’80s and say that the Macintosh debuted without any kind of command line at all, which was the only way anybody knew how to use a computer up until then. And they’re like, no, this is the right way. Another, almost canonical example of it was the 1998, original iMac shipping without a floppy disk, and nobody had ever — how could you have a personal computer without a floppy disk? Little things like that. Do you guys find though that it’s getting harder to do that now that you’re talking about having 700–800 million users? Is it harder because of that resistance, that natural part of humanity that just is resistant to change of any kind?

Cue: Sure. Of course, it’s harder. When you have more customers, those things are harder to do but at least for me, and I’ve been here when we were really small, and now we’re much larger, it hasn’t really changed. We’re still willing to push, we just have to make sure that what we think about the ways that people are using the product, and when we make the changes, that they’re not significant and we’re improving more than we’re actually taking away, that it’s the right thing to do, and you have to be a little more conscious of understanding all of the different ways in which customers use it. But you bet we’ve got to keep pushing because if you want to innovate, you’ve got to move, you can’t sit still with what you have.

Federighi: And that’s so strong internally. The base instinct of everyone here is, let’s do it, let’s do it the right way, if this is now the right way, forget the past, let’s do it the right way, and it’s a second thought then, well, hold on, what does that mean for the transition and taking our customers along with us on this. But it’s so integral to who we are and how people think here. Yeah, there’s more of an external — there is a larger customer base that we have responsibility for, but we know part of why they’re Apple customers is because that’s what they expect from us. We would be doing them a disservice if we stopped pushing.

Gruber: All right, let me make this specific comparison between two apps we’ve just been talking about, iTunes and Photos for Mac. In the digital hub era when the Mac was positioned — here’s our idea for the Mac, it’s your digital hub for all of these little devices like cameras and iPods that you have in your life. iPhoto was the Mac solution to photos, and iTunes was the Mac and Windows solution to music and then later media like TV shows and stuff. The new strategy is clearly iCloud-centric. You guys have been explicit about that since iCloud was announced on stage in 2011. And it didn’t come right away, it wasn’t like Photos for Mac came out immediately, but that was the answer, and last year was really that transition year. But the idea was, look, iPhoto was great for then, but now we’ve got this Photos app, which is truly just a peer to what you’ve got on your iOS devices, and it’s really designed for the modern age and the modern model. And iTunes and music haven’t really made that shift. Is that because music is different and because iTunes has different responsibilities, or is it because iTunes has to exist for Windows and iPhoto didn’t? Or is it something else?

Cue: No, look, I think you’re seeing music make that transition now, since last year when we introduced Apple Music. The truth is, music before that was very local, it really didn’t live in the cloud, and you moved your content by moving it to a device locally, and then the device was there, and then if you wanted to update that device, you brought it back. And it’s not just bringing a subscription service as I said, it’s about bringing all of your music, no matter how you acquired it, if it doesn’t exist in the subscription service, and you bought it yourself separately, or it’s available separately as a bootleg, all of the things that you consume with music — and we’re seeing that transition now, so for myself, I live in a world where my music is all in the cloud. And I think we’re going to see more and more customers — we just passed over 11 million Apple Music subscribers, and all of those people live in a world where music is in the cloud.

Gruber: So that’s a big number, 11 million Apple Music subscribers is a big number, and it’s only since — when did it come out of beta?

Cue: It came out in September, but we gave away the first three month for free so think about it as later in the year, October.

Gruber: And the growth rate is good on that?

Cue: We’ve been very pleased, it’s great. Just this past week we introduced it in Taiwan, and we also introduced it in Turkey, which has been great, we introduced a version for Android, our first Android application.

Federighi: That’s our second, we had Move to iOS.

Cue: That’s true, thank you. [laughs]

Federighi: Much loved app on the Android Play Store.

Gruber: Always a good source of humor is to go — it’s like going to read the Yelp reviews for your favorite local restaurant and seeing the people who don’t get it.

Cue: And one of the things we’ve learned, by the way, as we’ve gone to Apple Music is that we have to educate people — as much as all of us know about music subscriptions, when you go around the world, what does it mean to have access to all of the music in the world and what does that mean and how does that work, and that’s something that we’re doing a lot of work on right now. Because we noticed that a lot of times people just didn’t understand the concept, “What do you mean I pay 99, what do I get, how do I get it?”, all of those things. And that’s been a big part of moving the number and continuing to move the number forward.

Gruber: All right, before we wrap this up, there’s a topic I want to get to, and I guess it’s a little bit more in Craig’s side of the court, but I’ve got some good friends who if I don’t talk about this, I think they’re going to shoot me because I have the opportunity.

Federighi: Is this about a dynamic dispatch in Objective-C? I’m ready.

Gruber: [laughs] No! It’s about Radar. So Eddy mentioned that with Maps, Maps has a feature where if you see an error, you can report the error, and when it gets fixed, you get notified, and it says, “Hey, thank you for reporting that this road is not where it used to be or there’s a new road here, we have now fixed it.” What I hear a lot from my friends who are third-party developers is that sense that Radar is nearly a black hole, that you file your report, it goes in there and an awful lot of bugs, even ones that are submitted with examples, like, here, run this example code and it will prove that this is a bug in this new version of the OS. And then they just never hear anything about it. How can Radar get more like Apple Maps where it gives —

Cue: [laughs]

Gruber: I’m serious! I think the developers really — and I feel like it’s a — I don’t know what the opposite of the virtuous circle is, an invirtuous circle where developers, if they feel like it’s a black hole, they report fewer bugs because they feel like they’re wasting their time, and developers not reporting bugs is I’m sure not what you want.

Federighi: That’s for sure, yeah. Quite honestly, we’re not where we want to be with Radar as an externally facing tool. It’s the lifeblood of the organization in terms of how we manage our bugs and manage our releases, and I file tons of them and so does everyone who works here in software. But our external interface is not great, and a big part of that is, something we struggle with is how we sort out communicating about the issues that we fix because you may report an issue, we may dupe it to a bug that we’re working on fixing, we may fix that bug, maybe we fix it in iOS 10, maybe we fix it in something that’s probably going to go on iOS 9.3. You want to know that we’ve fixed it, we don’t necessarily right now have a great way to decide when we want to communicate to you that there’s a release that it’s getting fixed in, that we’re promising that the fix is going to happen. And so we fundamentally have a communication feedback problems that we need to sort out. I can tell you that the reports do get read, that they do influence what we do, but our backchannel communication needs some work, because we are reading them, we just don’t tell you what’s happening with them, and I understand absolutely the frustration of a lot of the developers who file those bugs.

Gruber: Do you agree that that sort of improving that — is sort of a point where the trickle down from that — where if you guys can improve the backchannel communication from Radar, it would influence lots of little bugs getting fixed that people are complaining about and address — it’s like a centralized place to address the widespread, entire user base widespread problem of, hey, this little thing is going wrong and I don’t understand why?

Federighi: I think it helps. We have other ways also that we’re getting a lot of great feedback, we did our first, as you know, public beta for iOS and a year ago the public beta for OS X and actually in that way brought over a million people into the program, and we did include in those a feedback assistant tool, which was meant as a Radar-like feedback tool, but one that the average person could use whether on iOS or OS X, and it automatically not only just gives us what the user types, but it automatically gives us a lot of additional diagnostics. They get prompted, and it says, “Is it okay if we sent this, this, and this back?” and gives us some really great actionable information about the issues they encounter, so that’s another great channel to find out about the issues people are running into. And this made a huge difference on the quality of our software. There are lots of different ways in which lots of different kinds of feedback we get, but something that’s very measurable, things like crash rate, and I can tell you, in the past, you’d see this seesaw pattern where a .0 release would come out and that would have a certain high crash rate, and then we would issue our software updates and that rate would go down. After doing a public beta here for iOS, our .0, 9.0 was better than any previous release of iOS 8. And those are the kind of systematic steps where we can get feedback from our users, both automatic and the kind of things where they write up an issue, and it helps us improve the product. So you’re going to see more and more of that from us, and we think it continues to pay off.

Gruber: Just to reiterate that, I just want to make sure I heard you correctly, you’re saying that when 9.0 came out, the release version, that the crash rate for apps was actually lower than the version of iOS 8, whatever the stable version of iOS 8 was that people were upgrading from?

Federighi: That’s right. Of our apps. Third-party apps are — I don’t actually have a number on that but that’s always a challenge. One thing honestly that can happen to us on quality is sometimes a third party will happen to ship an app about the same time we ship an OS update, and independent of that, that app starts crashing and that affects users — it’s always a challenge to cut through the noise, but we get pretty good analytics, and our numbers show that we’re on the right track there.

Gruber: Well, it’s about the time to wrap this up. I wanted to know that because you guys were — is there anything that I haven’t asked you that you wished I had, is there something that you guys wanted to talk about that we haven’t discussed?

Cue: Well, since this is an audio podcast and not a video one, I’m disappointed that you can’t see the purple shirt I’m wearing.

Federighi: He did really rise to the occasion, I don’t know if Eddy thought he was going to be on camera here, but he’s in full stage wear, it’s —

Gruber: You know, I thought about that just before we got on the air, I linked to a story The New York Times had about this amazing science that astronomers have done where they’ve measured as audio this gravitational wave that proves this thing Einstein predicted a hundred years ago that if two black holes collided, you’d be able to produce this gravity wave that you can hear. And I thought, wouldn’t that be great if we had a microphone that could produce a sound of Eddy’s shirt?

Cue: [laughs]

Federighi: A synesthetic experience. All the senses come alive when we see Eddy’s shirt.

Gruber: We just didn’t have enough time to set up the technology.

Federighi: [laughs] Maybe next time.

Gruber: This was great, I hope you guys enjoyed it as much as I did.

Cue: I love it, John, I got one question for you though. Since we started with sports and it’s almost baseball season, give me your World Series prediction.

Gruber: Oh... I hate to say it, but I think the Cubs. Doesn’t seem like a good bet, but boy, the Cubs look good in the National League. And in the American League... Boy, I don’t know. I’ll just go out on the limb and say the New York Yankees.

Federighi: [laughs]

Cue: [laughs] That was for Phil. That’s great. You’ve got to remember though, it is an even year. And in even years the San Francisco Giants always win.

Gruber: That’s the weirdest little inexplicable — and they’ve kept the core together — I don’t understand that at all, I don’t know if they just party way too hard after they win a World Series and it tanks the whole next season or what. But that is the weirdest little mini-dynasty streak I’ve ever seen. So I don’t know that I’d want to bet against the Giants next year.

Cue: All right, well, it was great talking to you.

Gruber: Thank you, thank you both, Eddy Cue, Craig Federighi, I really greatly appreciate the time.

Federighi: Thanks, John.

#John Gruber #Eddy Cue #Craig Federighi

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kraftresearch2019 · 6 years ago

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newssplashy · 7 years ago

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Tech: Here's where Google's first 21 employees are now (GOOG, GOOGL)

Out of Google's first 21 employees, only six still work for the search giant. Among them: Susan Wojcicki, Urs Hölzle, Sergey Brin, and Larry Page. The rest have moved on to angel investing, philanthropy, and for many, lives of luxury.

Only six of Google's earliest employees still work at the internet giant — and that includes founders Larry Page and Sergey Brin.

Some early Google employees have gone on to become entrepreneurs, while others are now angel investors, and a lucky few have gone on to become top executives at other tech companies. A few are happily retired.

In 2015, a Quora user compiled a list of all the original Googlers and where there careers have taken them. Only six of the original 21 are still at the company, which reorganized to become Alphabet almost three years ago.

Here is what's become of the first 21 employees since launching their careers at Google.

Jillian D'Onfro and Alyson Shontell contributed to previous versions of this article.

21. Marissa Mayer joined Google as a software engineer, then became CEO of Yahoo.

Employed by Google: June 1999 to July 2012

Most recent position at Google: VP of local, maps, and location services

Current company/position: Mayer served as CEO of Yahoo from July 2012 until June 2017, leaving the company after the completion of Yahoo's sale to Verizon. These days, Mayer is keeping a low profile, although she recently said she's started working on her next tech venture and has rented out Google's old office, the place she started her career in 1999.

20. Kendra DiGirolamo joined Google as an ad sales coordinator and left three years before the company went public. Now she's at Driscoll's.

Employed by Google: June 1999 to May 2001

Most recent position at Google: Advertising sales coordinator

Current company/position: DiGirolamo currently works as a senior business systems analyst at Driscoll's, a family-owned berry farming company.

19. Larry Schwimmer was an early software engineer at Google. He introduced Snippets, a productivity system, to help Google manage employees during the company's explosive growth period. He also drove the launch of Google Moon, a Google Earth-like service that shows satellite photos of the moon.

Employed by Google: 1999 to at least 2005 (unknown)

Most recent position at Google: Software engineer

Current company/position: Unknown.

18. Jim Reese was an engineer at Google. He was once knocked out by a 200-pound metal beam in a data center that Google was leasing.

Employed by Google: 1999 to 2005

Most recent position at Google: Chief operations engineer (and "Head Neurosurgeon" — he was a physician before coming to Google, and jokes on his LinkedIn that he performed frontal lobotomies at the search giant on Thursday mornings only).

Current company/position: Reese currently serves as a board member for Spark Program — a career exploration program for middle schoolers �� as well as an advisory board member of Harvard Medical School's Department of Biomedical Informatics.

17. Gerald Aigner was brought in to manage Google's supply costs. Now, he's in London working as an "internet professional."

Employed by Google: 1999 to 2006

Most recent position at Google: Aigner was a member of Google's senior staff, according to his LinkedIn page. Specifically, he was in charge of the data center and internet/leased line negotiations, hardware design and purchasing, hardware and network monitoring, and performance optimizations. Aigner also founded Google's Zurich office in 2004.

Current company/position: Aigner lists himself on his LinkedIn profile as an "independent internet professional" based in London. He is also listed as an adviser for Maxeler Technologies, a London-based computer support company for which he is "exploring renewable energy and wireless technologies."

16. Susan Wojcicki is still at Google. She became the CEO of YouTube in 2014.

Employed by Google: April 1999 to present

Wojcicki was Google's 16th employee, and she followed Google's ninth employee, Salar Kamangar, as YouTube's CEO. In 1998, before Wojcicki even started working for the company, she and her husband rented out their garage and several rooms to the fledgling Google team for $1,700 a month.

Current position at Google: CEO of YouTube since early 2014. Before that, she was SVP of products and commerce, then SVP of YouTube.

15. Joan Braddi runs product partnerships for Google.

Employed by Google: 1999 to present

Braddi is Google's vice president of product partnerships and serves on the board of the biochemistry startup Profusa.

Current position at Google: Braddi previously served as vice president of search services at Google; now she's vice president of product partnerships.

14. Chris Skarakis led Google's business development until May 2005. He has since founded Blip.fm.

Employed by Google: May 1999 to May 2005

Most recent position at Google: Director of business development

Current Company/Position: Skarakis is the founder of Blip.fm, and also cofounded Fuzz Artists and served as its executive vice president. Skarakis serves on the board of directors for Friends of the Palo Alto Junior Museum and Little Kids Rock. He was formerly on the board of directors for the Kanye West Foundation, which shut down in 2011.

13. Rachael Chambers left her job at Netscape to join Google as an executive assistant in May 1999.

Employed by Google: May 1999 to October 2000

Most recent position at Google: Chambers was hired as an executive assistant, and left as an ad sales coordinator.

Current company/position: Chambers serves as a strategy and planning manager at Cisco. Prior to that, she was a program manager for Cisco on Cisco Customer Strategy and Success.

12. Steve Schimmel also did business development for Google and was the company's 13th employee.

Employed by Google: 1999 to 2004

Most recent position at Google: Business development

Current Company/Position: Schimmel now does some angel investing. His startup investments include HireAthena, Crowdrise, Roozt, and Guide. He also sits on the board of Airspace Systems, a venture-backed startup that makes specialized drones.

11. Omid Kordestani worked at Google for nearly 16 years before leaving to join Twitter.

Employed by Google: January 1999 to August 2015

Most recent position at Google: Chief Business Officer and senior adviser

Current company/position: Kordestani left Google in October 2015 to join Twitter as executive chairman. He bought nearly $2 million worth of Twitter stock in 2016.

10. Salar Kamangar used to be CEO of YouTube.

Employed by Google: 1999 to present

Kamangar served as CEO of YouTube until February 2014, when he stepped down, supposedly in favor of finding a new challenge at Google. Susan Wojcicki took his place.

Current position at Google: SVP of products for YouTube.

9. Georges Harik joined Google as a software engineer, and was one of three members on Google's initial engineering hiring committee.

Employed by Google: 1999 to 2005

Most recent position at Google: Harik most recently served as product management director. Harik was one of Google's first 10 employees and was responsible for product and strategy around Gmail, Google Talk, Google Video, Picasa, and more. He was also behind AdSense and the AdWords Online system and was the director of Googlettes, a start-up incubator inside Google.

Current company/position: Harik is now a cofounder of messaging app imo.im, cofounder of hslabs, and an angel investor. He also previously served as an adviser to GV, Alphabet's venture capital arm.

8. Urs Hölzle has been at Google for almost 20 years.

Employed by Google: 1999 to present

Current position at Google: Hölzle is SVP of technical infrastructure, which means he oversees the design, installation, and operation of Google's servers, networks, and data centers. Before he joined Google in 1999, Holzle was a computer science professor at the UC Santa Barbara.

7. Amit Patel was a top Google engineer and helped come up with Google's unofficial slogan, "Don't Be Evil."

Employed by Google: 1999 to unknown

Most recent position at Google: Though we couldn't find Patel's most recent title, Steven Levy's book "In The Plex" offers some interesting details about him. Patel was instrumental in highlighting the value of Google's search logs. He also asked Eric Schmidt if he could share his office, shortly after Schmidt had joined the company as CEO (Schmidt said yes because he thought it would be "un-Googley" to say no).

Current Company/Position: Unknown.

6. Harry Cheung was an original Google engineer.

Employed by Google: January 1999 to December 2004

Most recent position at Google: Cheung served as a software engineer at Google. His nickname used to be Harry "Spider-Man" Cheung because he was a "crawl" engineer, monitoring the progress of Google's "spiders" as they indexed the web.

Current company/position: These days, Cheung is an angel investor in startups including Caviar, Qwiki, Badgeville, and PrePay. He's also a founder at Roostify, a home-lending startup.

5. Ray Sidney was a software engineer at Google — he left 18 months before the IPO.

Employed by Google: January 1999 to March 2003 (he left about 18 months before the IPO, which made him quite wealthy).

Most recent position at Google: Software engineer

Current company/position: Sidney is the co-owner of The Residences at The Ritz-Carlton, Dove Mountain as well as Big George Ventures, a sustainable real-estate developer. He's also a triathlete and an amateur pilot, and he once donated $1 million to help launch a public bus service near Lake Tahoe, according to CNET.

4. Heather Cairns was an HR manager at Google.

Employed by Google: 1998 to 2005

Most recent position at Google: Cairns was an HR manager who hired Google's first 200 employees.

Current company/position: Cairns was previously an angel investor who provided funding for women-led companies that are pursuing social ventures. Her LinkedIn now lists her as the president of Coastal Streets, a small real-estate development company in Massachusetts.

3. Craig Silverstein was Larry Page and Sergey Brin's first hire.

Employed by Google: 1998 to 2012

Most recent position at Google: Silverstein worked on various projects, including mentoring engineers and serving as technology director. As Google's third employee, he helped actually build the search engine.

Current company/position: Silverstein now serves as dean of infrastructure at Khan Academy.

2. Sergey Brin is the cofounder of Google and serves as the president of Google's parent company, Alphabet.

Employed by Google: 1998 to present

Current position at Google: Besides any cofounder duties, Sergey Brin was overseeing Google X, the company's "moonshot factory," until Google's reorganization in August 2015. Now, Brin is president of Alphabet, Google's parent company.

1. Larry Page is the cofounder of Google and the CEO of Alphabet.

Employed by Google: 1998 to present

Current position at Google: Page helped found Google. After Google's reorganization, Page became CEO of Google's parent company, Alphabet.

source https://www.newssplashy.com/2018/06/tech-heres-where-googles-first-21_26.html

#News

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cryptoandblockchaintalk · 7 years ago

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EPISODE 17: ICOs and Regulations: Taming the New Wild West

ICOs and Regulations: Taming the New Wild West

ICOs - or Initial Coin Offerings - are a widely used method for cryptocurrency startups, and also how some blockchain technology companies raise their initial funds to get their projects started. It is very much like a Kickstarter or GoFundMe, with the “reward” being given in newly created tokens. These tokens can be used on the product or service that is being built, which is referred to as a utility token, or in some cases, held like a stock and entitles the holder to a profit share, which is referred to as a security.

With an ICO, businesses will usually write a whitepaper which gives all the details about their purpose, ideas, and a roadmap to allow investors (both small and large) to have the information needed to buy into these projects for a fraction of the speculated cost, once the coin hits the open market. These projects, are mostly still in the beginning stages of development.

That’s right, most have no working product yet, but still ask people to pay them… and people do! By the tens of thousands, or even millions in some cases. ICOs took in over $2 billion dollars in 2017. There are currently over 1500 ICOs that have taken place, with thousands more on the horizon. All on the promise of what might be.

If that doesn’t sound scary enough, add this factor in - ICOs have been mostly unregulated. Until now.

Until recently, the industry has not been taken seriously by governments, financial institutions, or most of the general population. But with a market cap today of over $424 billion dollars at the time of writing (May 2018), it is now just beginning to get the attention it warrants.

While many have gotten rich beyond their wildest expectations, others have been defrauded, robbed, and scammed. For even a discerning mind, it can be difficult to tell the difference when taking in a project at first glance. As 2018 moves forward, governments around the world are taking notice and passing laws they feel best protects their people. There are many concerns:

Fraud, is the first, and most obvious, concern. China and South Korea have both banned ICOs. The United States has launched several SEC investigations, and is considering whether it can claim crypto coins are securities (which can only be sold by licensed individuals/institutions).

Ponzi/Pyramid schemes have been a big problem also. USI-Tech and Bitconnect are two of the largest successful scams to date, taking in hundreds of millions of dollars, on false pretenses, only to shut down (or be shut down by the government).

A substantial amount of money is now leaving the traditional investment sector, to a place where it can vanish and never be recovered if a company goes under. For money to leave the country in the past, a wire transfer had to be created, which was recorded and monitored, and took a long time to complete. A cryptocurrency transaction can move any amount of money around the world in just a moment, with or without a trace (depending on which currency is used).

Price fixing is an issue as well, with many coins being mineable (created), using computer hardware performing work. It is considered a “pump and dump” technique, to create and flood the market with supply at will, to control the price.

Some cryptocurrencies are untraceable and private, so governments are worried they will be used for money laundering for criminals, and avenues that can be used to fund terrorism.

It is important to mention in context, that all of the above activities still existed and thrived long before cryptocurrency ever came around. Even though automobiles are used by bank robbers to make their escape, not every car on the planet is used by a criminal. Hopefully, the same logic will prevail.

Despite all the calamity, why are ICOs still growing in popularity? Because it gives people a chance to make an investment. The minimum investment into a wall-street IPO is tens of thousands of dollars. Many offerings are restricted to accredited investors only. The common person isn’t permitted or endowed enough to participate at the most profitable stages in traditional finance. Cryptocurrencies and blockchain companies are built and financed by the common person, united to build something that makes the world a better place. On social media channels and community sites like Telegram, you can see thousands of loyal (sometimes rabid) followers and investors who believe in their project of choice, and back it like their favorite sports team.

Legal Standing in 2018

China - ICOs are banned 100%. The Chinese companies who completed their ICOs were instructed to refund all the money they received. The government has also banned crypto exchanges and may be soon blocking all sites related to the cryptocurrency industry entirely.

European Union - ICOs are regulated, as of November 13th, 2017. An ICO must adhere to Anti-Money Laundering and “Know Your Customer” policies. Investments cannot be anonymous, and full personal disclosure must be made by investors.

United States - ICOs are heavily regulated. ICOs are required to obtain a license, and register with the SEC. Many who have not considered their own token to be a security have not registered yet, and are fearful the SEC will come after them. Anti-Money Laundering and Know Your Customer procedures are required. There is more regulation to come from currently ongoing investigations.

Canada - ICOs are regulated. Depending on the type of coin, it may be classified as a security, and is subject to government regulation. Canada looks at each project on a case by case basis, rather than one sweeping law that rules everything related.

Switzerland - ICOs are treated with supportive regulation! Laws are friendly, and help protect cryptocurrency companies against suffocating regulations from other countries. They go through each ICO to weed out the potential fraud and poorly designed projects, leaving behind a good promising ICO market.

Israel - ICOs are allowed, though a study is being conducted to decide how to regulate these operations in the future. There are plans to introduce tax laws on ICO tokens.

Germany - ICOs are regulated. Germany warns the public that investments in these projects are risky. Germany defers to the November 13th, 2017 European Securities Market instruction to comply to securities standards.

Japan - ICOs are allowed, but regulation is on the horizon. Japan is considering whether ICOs could fall under the Payment Services Act, or Financial Instruments and Exchange Act. In 2016, Japan declared Bitcoin a legal currency, a monumental achievement for the crypto community!

Russia - ICOs are allowed. The government is currently watching things unfold while it determines what stance to take. In October 2017, it issued a ruling that requires all altcoin (a blanket term for any cryptocurrency besides Bitcoin) miners to register, and tax laws will be modified.

Singapore - ICOs are allowed. Regulation seems to be coming soon, as the Monetary Authority stated in November 2017, that altcoins could qualify as a “capital market product” and be subject to existing regulations for other products in that industry.

United Kingdom - ICOs are allowed. The government has issued warnings to investors about the risks of investing in these products, calling them “experimental”. Regulation could be coming soon, but there are no clear indicators of what the attitude will be.

Brazil - ICOs are regulated. Virtual currency exchanges are banned. ICOs are considered securities and are subject to all applicable laws.

Australia - ICOs are regulated. Australia looks to weed out scams and fraudulent ICOs, promoting the remaining ICOs as free from fraud.

United Arab Emirates - ICOs are allowed. The UAE plans to pass regulation at some point in the near future.

Taiwan - ICOs are allowed. The Taiwanese government is supportive of blockchain technology and cryptocurrency.

While ongoing legislation is underway, the crypto market experiences extreme volatility and has nearly unimaginable dips and peaks, when fears about unfavorable rules or country-wide bans occur. In February 2018, the market overall value dropped more than 60% from January highs, as China passed its law banning cryptocurrencies and exchanges. As of mid-April 2018, it has since recovered the majority of that loss, (much of that growth happening in a 2 week span). It is a scary place to be a day trader, but those who hold for the future are always optimistic.

With so much happening so fast, it can get confusing very quickly. In some places, the rules hurt ICOs. In some places, the rules help ICOs. In some places, the rules apply only to the ICO but not the actual coin and company itself. In some places, the rules apply to the entire industry regardless of the product. It is safe to expect that as time goes on, only more laws (and taxes) will be implemented. Some may see this as a good thing, paving the way for financial institutions and the general public to feel safe participating in the financial revolution, boosting the portfolios of everyone else who got in early. Others feel these rules are burdening and suffocating a decentralized worldwide market, prohibiting natural growth. In any event, there are many more changes to come in the next few years. It’s an exciting time to be alive.

But before we leave, let’s have a look at Venezuela’s new country-backed cryptocurrencies, the Petro.

Listen to Crypto and Blockchain Talk for more interesting topics!

Check out this episode!

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barakudabarakuda · 7 years ago

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cryptoosmart · 7 years ago

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USI Tech is officially all in on the cryptocurrency craze, creating an ICO... it’s name! “TECH COIN” The token generating event was launched on October 28, 2017 live conference in London, UK. Bundled with many updates and enhancements coming from the corporate team and owners including: ��New website overhaul... The Tag Line! “The Future of Cryptocurrency” 🤭Brand new backoffice live on November 1st. 🤩Global Bitcoin ATM Project-Coming Soon. 😮$70,000,000 GPU mining server contracts for Ethereum and other alternative coins. 😮$10,000,000 a month commitment for new mining equipment and upgrades. 🕺Compensation Plan 💃Rewards bonuses for Tech Coin referral 🕺New customer service experience with responsive helpful support. The power-packed spoon to mouth USI Tech event was exactly what all affiliates and business builders wanted to hear. And now, out of all those details being discussed, the “TECH COIN” seems to be of the most interest and significance for the greatest ROI. #commited #techcoin #new #like4like #likeme #likeforlike #smarttrade.usitech-int.com

#commited #likeme #new #like4like #techcoin #likeforlike #smarttrade

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moustachu53-blog · 7 years ago

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Experty ICO Review Calls Powered By Cryptocurrency & Knowledge Exchange

New Post has been published on http://ihre-unabhangikeit.info/wordpress/courroux/experty-ico-review-calls-powered-by-cryptocurrency-knowledge-exchange-10/

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When companies are hedging their future on blockchain technology it always get my excited. Experty is no exception to that. With great things coming in the future for Experty it’s a great company to be behind in the coming 2018 year. Huge innovation and smart contracts will help propel Experty into 2018 with great force, no doubt dominating the knowledge exchange industry in the years to come!

What does the company/project do?

Experty is a protocol that brings the “expert network” business onto the blockchain. It aims to connect experienced professionals to users for consulting purposes.

Expert networks in the past were companies that would scout out professionals with a high level of expertise in their field, and offer them work as a temporary consultant for people that were specifically looking for advice in that field. The expert network company will then receive a small commission from the transaction.

Experty’s vision is taking the decentralizing aspect of a blockchain and cutting out the middleman. Knowledge seekers will be able to connect with their knowledge provider of choice without having to go through an intermediary.

They do not plan on using a marketplace type model for their product, instead knowledge providers will be able to share their Experty link directly on their social or professional media such as LinkedIn, email signature, or Twitter profile.

Payments will also be made through a smart contract that directly links the knowledge provider with the knowledge seeker, so payment between the two parties will be nearly instant. _______________________________________

What are the tokens used for and how can token holders make money?

EXY tokens will be the only currency used on the Experty platform in order for knowledge seekers to have phone calls or video calls with the knowledge providers. The Experty website will have a soft wallet, and a way for users to buy EXY tokens directly using fiat or cryptocurrencies.

As EXY tokens are needed to perform transactions or staking, the more usage and users the Experty platform has, the more valuable EXY tokens should be. There also is an incentive for frequent users to buy a large sum of EXY, as they are able to stake their coins in order receive certain premium benefits for free. _______________________________________

Opportunities

– By removing the middleman, Experty is able to provide expert network services at a lower rate than current incumbents. Certain experts currently charge a rate of thousands of dollars per hour and hopefully this would be reduced if they choose Experty. – The team has already lined up a fair number of cryptocurrency experts ready to provide consulting services when the platform launches. – By putting a link in the expert’s social media instead of having a centralized place with all the experts’ information, we believe it would make it a lot easier for users to consult with the experts. _______________________________________

Concerns

– Key team members are all software developers who don’t seem to have experience in consulting or working with expert networks. It may be difficult for the team to expand outside the crypto space and into other areas such as legal, financial services, health, etc. – There is a limit as to the number of calls an expert can take per day, so we believe Experty will need a very large number of experts in order to justify a potential valuation in the range of tens of millions of dollars. _______________________________________

Disclaimer

The information in this video is for educational purposes only and is not investment advice. Please do your own research before making any investment decisions. Cryptocurrency investments are volatile and high risk in nature. Don’t invest more than what you can afford to lose. Crush Crypto makes no representations, warranties, or assurances as to the accuracy, currency or completeness of the content contained in this video or any sites linked to or from this video.

USI-TECH ist Ihr erster Schritt in eine bessere Zukunft…

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jobsinmanatee-blog · 7 years ago

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jobsinpinellas · 7 years ago

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Automotive Techs needed! 3 DAY WORK WEEK

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buybitcoin0 · 7 years ago

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from http://www.instantlybuybitcoin.com/video/usi-tech-new-bitcoin-opportunity-free-to-join/ from http://localbitcoins0.blogspot.com/2017/11/usi-tech-new-bitcoin-opportunity-free.html

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usitechio · 8 years ago

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Why do Banks and Governments Fear Bitcoin and other Cryptocurrencies?

Ever since the invention of peer-to-peer networking, no other technological invention has caught the attention of many web users like cryptocurrency. Cryptocurrencies are generally created in an attempt to provide a solution to a problem facing different sectors of an economy. The Bitcoin, for example, which is the first cryptocurrency ever created was created as a solution to problems plaguing the banking industry. There are many people who believe that the banking system which was originally a system based on trust has now been damaged by the greed of the institutions involved in the process of banking.

Cryptocurrencies are virtual currencies used as a medium of exchange because of their security, privacy, and anonymity. Because cryptocurrencies use cryptography for security purposes, they are very secure and almost impossible to hack or counterfeit. Also, they are completely anonymous and private and are generally non-susceptible to government or central bank interference as they are not issued by any central authority. Bans and governments fear cryptocurrencies for the following reasons:

First, it is important to note that the government or central bank of a country can use banks to regulate its money supply and circulation – US Dollar, Euro, Pounds among others – because they issue the currency and as such, hold the power to interfere with and influence the currency as they see fit. Now, because the value of cryptocurrencies is based solely on the law of demand and supply and are generally not issued by a government or central bank, they are generally non-susceptible to interference by the government or some central authority. This makes them look scary to these governments and central banks as they cannot control the amount of Bitcoin in circulation.

Also, cryptocurrencies such as the Bitcoin were created as a solution to the problems created by banks. The normal banking procedure requires that a transaction goes through a central authority such as a bank which verifies and validates it before the transaction can be successful. This process sometimes can take a couple of days and in the process, charges are deducted. Cryptocurrencies have sought to completely remove the role of the banks as middlemen in the transaction process thereby making it possible for someone to perform his/her transactions online without the need for a bank. Transactions can be validated by the millions of users of the decentralized peer-to-peer network which the cryptocurrency uses. As such, the role of the bank is completely eliminated and with this elimination comes the elimination of service charges.

Another reason why cryptocurrencies are feared by banks and governments is that of the issue of privacy and anonymity. Generally, the creation of a crypto-wallet (some sort of cryptocurrency bank account) requires little or no personal and/or bank account information. It is possible for a user of cryptocurrencies to perform his/her financial transactions without any need to enter personal information. Now, what does this mean to banks and governments who use such information to keep an eye on their citizens? Lack of access to information; banks and governments can block someone’s account if they have no access to information regarding transactions.

In addition to the above, cryptocurrencies are very transparent. All transactions on the blockchain can be validated by any member of the blockchain. Transactions can be seen by all even though no information is made available.

Banks and governments fear cryptocurrencies – there is no doubt about that. With the constant research on and development of new cryptocurrencies which seek to solve new financial problems in today’s global economy, it is possible for banks and governments to give way to a more decentralized system of performing transactions. Cryptocurrencies are not only secure but are also fast, anonymous, transparent and non-susceptible to government or central bank interference. There is no reason why banks and governments should not be afraid of them.

The post Why do Banks and Governments Fear Bitcoin and other Cryptocurrencies? appeared first on USI Tech Global Team.

from USI Tech Global Team http://www.usitech.io/bitcoin-info/banks-governments-fear-bitcoin-cryptocurrencies/

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newssplashy · 7 years ago

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Tech: Here's where Google's first 21 employees are now (GOOG, GOOGL)

Only six of Google's earliest employees still work at the internet giant — and that includes founders Larry Page and Sergey Brin.

Here is what's become of the first 21 employees since launching their careers at Google.

Jillian D'Onfro and Alyson Shontell contributed to previous versions of this article.

21. Marissa Mayer joined Google as a software engineer, then became CEO of Yahoo.

Employed by Google: June 1999 to July 2012

Most recent position at Google: VP of local, maps, and location services

20. Kendra DiGirolamo joined Google as an ad sales coordinator and left three years before the company went public. Now she's at Driscoll's.

Employed by Google: June 1999 to May 2001

Most recent position at Google: Advertising sales coordinator

Current company/position: DiGirolamo currently works as a senior business systems analyst at Driscoll's, a family-owned berry farming company.

Employed by Google: 1999 to at least 2005 (unknown)

Most recent position at Google: Software engineer

Current company/position: Unknown.

18. Jim Reese was an engineer at Google. He was once knocked out by a 200-pound metal beam in a data center that Google was leasing.

Employed by Google: 1999 to 2005

Current company/position: Reese currently serves as a board member for Spark Program — a career exploration program for middle schoolers — as well as an advisory board member of Harvard Medical School's Department of Biomedical Informatics.

17. Gerald Aigner was brought in to manage Google's supply costs. Now, he's in London working as an "internet professional."

Employed by Google: 1999 to 2006

16. Susan Wojcicki is still at Google. She became the CEO of YouTube in 2014.

Employed by Google: April 1999 to present

Current position at Google: CEO of YouTube since early 2014. Before that, she was SVP of products and commerce, then SVP of YouTube.

15. Joan Braddi runs product partnerships for Google.

Employed by Google: 1999 to present

Braddi is Google's vice president of product partnerships and serves on the board of the biochemistry startup Profusa.

Current position at Google: Braddi previously served as vice president of search services at Google; now she's vice president of product partnerships.

14. Chris Skarakis led Google's business development until May 2005. He has since founded Blip.fm.

Employed by Google: May 1999 to May 2005

Most recent position at Google: Director of business development

13. Rachael Chambers left her job at Netscape to join Google as an executive assistant in May 1999.

Employed by Google: May 1999 to October 2000

Most recent position at Google: Chambers was hired as an executive assistant, and left as an ad sales coordinator.

Current company/position: Chambers serves as a strategy and planning manager at Cisco. Prior to that, she was a program manager for Cisco on Cisco Customer Strategy and Success.

12. Steve Schimmel also did business development for Google and was the company's 13th employee.

Employed by Google: 1999 to 2004

Most recent position at Google: Business development

11. Omid Kordestani worked at Google for nearly 16 years before leaving to join Twitter.

Employed by Google: January 1999 to August 2015

Most recent position at Google: Chief Business Officer and senior adviser

Current company/position: Kordestani left Google in October 2015 to join Twitter as executive chairman. He bought nearly $2 million worth of Twitter stock in 2016.

10. Salar Kamangar used to be CEO of YouTube.

Employed by Google: 1999 to present

Kamangar served as CEO of YouTube until February 2014, when he stepped down, supposedly in favor of finding a new challenge at Google. Susan Wojcicki took his place.

Current position at Google: SVP of products for YouTube.

9. Georges Harik joined Google as a software engineer, and was one of three members on Google's initial engineering hiring committee.

Employed by Google: 1999 to 2005

Current company/position: Harik is now a cofounder of messaging app imo.im, cofounder of hslabs, and an angel investor. He also previously served as an adviser to GV, Alphabet's venture capital arm.

8. Urs Hölzle has been at Google for almost 20 years.

Employed by Google: 1999 to present

7. Amit Patel was a top Google engineer and helped come up with Google's unofficial slogan, "Don't Be Evil."

Employed by Google: 1999 to unknown

Current Company/Position: Unknown.

6. Harry Cheung was an original Google engineer.

Employed by Google: January 1999 to December 2004

Current company/position: These days, Cheung is an angel investor in startups including Caviar, Qwiki, Badgeville, and PrePay. He's also a founder at Roostify, a home-lending startup.

5. Ray Sidney was a software engineer at Google — he left 18 months before the IPO.

Employed by Google: January 1999 to March 2003 (he left about 18 months before the IPO, which made him quite wealthy).

Most recent position at Google: Software engineer

4. Heather Cairns was an HR manager at Google.

Employed by Google: 1998 to 2005

Most recent position at Google: Cairns was an HR manager who hired Google's first 200 employees.

3. Craig Silverstein was Larry Page and Sergey Brin's first hire.

Employed by Google: 1998 to 2012

Current company/position: Silverstein now serves as dean of infrastructure at Khan Academy.

2. Sergey Brin is the cofounder of Google and serves as the president of Google's parent company, Alphabet.

Employed by Google: 1998 to present

1. Larry Page is the cofounder of Google and the CEO of Alphabet.

Employed by Google: 1998 to present

Current position at Google: Page helped found Google. After Google's reorganization, Page became CEO of Google's parent company, Alphabet.

source https://www.newssplashy.com/2018/06/tech-heres-where-googles-first-21.html

#News

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