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Kantox, The London-Based P2P Currency Exchange For Businesses, Raises €6.5M Series A

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More fintech news coming out of London. Kantox, a peer-to-peer foreign currency exchange for businesses, has raised €6.5 million in a series A investment. The round was led by Partech Ventures and Idinvest Partners, with participation from existing investor Cabiedes & Partners. It previously raised a 1 million Euro seed investment in July 2012.

Founded in 2011 by former Deloitte employee Philippe Gelis, Kantox enables SMEs and “mid-caps” to exchange currency for the purpose of money transfer. Its trading platform displays the mid-market rates and offers businesses the opportunity to match their transaction requirements with other companies through its P2P model.

So, for example, you’re a company located in Europe who needs to pay your Chinese supplier in U.S. Dollars. Using the Kantox marketplace, you locate another company based in Europe who is exporting goods to the U.S. and has U.S. Dollars to sell in exchange of your Euros. By going the P2P route, cutting out banks and brokers, Kantox is able to offer a better exchange rate.

It claims more than 500 corporate clients across Europe and says in the just under three years since launch it’s traded $300 million. It currently supports the exchange of over 25 currencies, and has grown its team to 45 employees.

Kantox says the new capital will be used to further develop its technology and “consolidate its presence across Europe’, as it continues to pitch its FX trading platform as a more cost-effective and transparent alternative to banks and brokers. If that sounds familiar, it because, along with those incumbents, the company competes with a host of other P2P currency exchanges in Europe.

Competitors include Dublin-based CurrencyFair, which recently raised a further $2.5 million led by Frontline Ventures, bring total funding to ~$4 million; TransferWise, backed by Peter Thiel’s Valar Ventures, SV Angel, IA Ventures, Index, Seedcamp, and TAG; and Lithuanian-based TransferGo, which also operates a P2P model to undercut the banks, and recently raised a modest €200,000 in funding to launch in the UK.

"The only difference between me and a madman is that I'm not mad."
~ Salvador Dali

TrekkSoft, The SaaS For Tour & Activity Providers, Raises Further $800,000

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Hot on the heels of Silicon Valley competitor Xola raising $1.8 million last week, Swiss startup TrekkSoft, which offers a SaaS for tour and activity providers, has raised $800,000 in follow-on funding, bringing the total raised to $1.6 million.

The new investment comes from the company’s original backers, including Redalpine Capital II, the Innovation Fund of Schwyzer Kantonalbank, and a group of private investors comprising Armin Meier (former CEO of Kuoni), Walter Güntensperger (CEO of Active Travel and former CEO of Hotelplan Switzerland), and Adrian Locher (founder and COO of DeinDeal.ch).

Rather than targeting consumers directly, TrekkSoft primarily offers a B2B solution to enable tour and other activity providers to promote, manage and sell their tours online, offline and on mobile. It’s designed to let them manage prices, capacity and sales channels from one platform — specifically supporting real-time, online bookings of live inventory both online and in-destination via mobile devices.

In addition, TrekkSoft includes an integrated payment gateway, tour management software, and a CMS with a suite of promotional tools including social media integration, and agent tracking.

For tour and activity providers, TrekkSoft is free at sign-up, with no fixed fees, or set-up costs. Instead it charges 6% plus a $.50 transaction fee on any online booking, which includes credit card and PSP fees. All offline reservations and bookings — i.e. those where payment isn’t processed via TrekkSoft — are free of charge, such as POS bookings, telephone reservations, direct payment on arrival etc.

In a statement, TrekkSoft co­-founder and CEO Jon Fauver talked up the challenge of offering a pure B2C marketplace for tours and activities, noting the fragmented nature of the market, “high inventory acquisition cost, and lack of live inventory online.”

Instead the company has chosen to go the B2B route with a SaaS that makes it easy for tour and activity providers to bring their inventory online, along with facilitating direct sales, and enabling them to connect to extended distribution partners via the TrekkSoft Channel Manager.

In this sense, TrekkSoft is able to act as a conduit between tour and activity providers and B2C offerings — either the tour and activity operator’s own sites or those of partners.

Since launch in 2010 TrekkSoft says it’s processed over 850,000 tour & activity bookings and grown its live inventory to more than 4,800 tours in 115 different countries. Companies using Trekksoft range from one person owner operators to large tour operators.

It’s also recently partnered with TripAdvisor to jointly collect reviews for both properties and help drive sales for tour and activity providers.

Along with Xola, competitors include Rezgo, TourCMS, and Bookeo.

"The only difference between me and a madman is that I'm not mad."
~ Salvador Dali

Shopgate Acquires MagCorp To Bolster M-Commerce Magento Integration

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Germany and Palo Alto-based m-commerce platform Shopgate has made its first acquisition: The Creathor Ventures and Northcap-backed company has acquired Magento developer MagCorp for an undisclosed fee. The move — which, since it’s buying developer talent and expertise, might best be categorised as an acqui-hire — will see MagCorp’s four developers join Shopgate’s existing 132 strong team at its campus in Butzbach, Germany.

Shopgate lets merchants build a mobile store-front using its platform, enabling them to be up and running with either a native app or browser-based m-commerce offering. Where it claims to beat much of the competition is that it integrates with popular web-based e-commerce and shopping cart provider APIs, including, of course, Magento, which means that Shopgate is pretty much plug-and-play with most of the online store backends that retailers are already using.

That’s where today’s small acquisition comes into play. MagCorp’s team of four — Alexander Wesselburg, André Kraus, Stephan Recknagel and Peter Liebig — bring with them a wealth of experience working with the Magento platform.

Projects they’ve previously worked on include Glossybox, the Samwer brothers’ Birchbox clone, where they are said to have built the Magento-based e-commerse side of the site so that it could handle reoccurring payments needed by the subscription service. Members of the MagCorp team have also worked for venture-backed German clothing retailer Luxodo, online car dealership giant Autoda, and online sporting goods retailer mysportgroup.

Shopgate plans to use this expertise to bolster its Magento integration. Specifically, to extend the Magento integration they already offer and “start focusing on Magento Enterprise”, Shopgate’s newly-hired COO Wladimir Baranoff-Rossine tells me.

Shopgate also says is isn’t ruling out further acquisitions as the company continues to grow. It currently claims over 5,200 registered online shops using its platform, disclosing that more than 4,200 shopping apps had been created for iPhone, iPad and Android as of November last year.

“Shopgate has a team of 132 but is looking to grow to over 200 by the end of the year,” adds Baranoff-Rossine. Developers are needed for the startup’s backend and apps, but also “to handle more shopping carts”.

In June Shopgate told TechCrunch it had raised $7 million in Series B funding led by Danish VC firm Northcap, and original backer Creathor Ventures out of Germany, bringing total funding to $9.4 million.

"The only difference between me and a madman is that I'm not mad."
~ Salvador Dali

Senior International Googler Debu Purkayastha Departs To Join UK VC Octopus

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Debu Purkayastha, for the last six years a powerful force inside Google’s international business working on M&A and investments has departed the tech giant’s warm embrace to go solo. His first port of call will be as Entrepreneur-in-Residence with Octopus Investments, one of the UK’s better known investors which has backed companies such as Swiftkey, YPlan and Conversocial.

Alex Macpherson, head of the Ventures team at Octopus said would be working to identify new investment opportunities and support the entrepreneurs and management teams in the portfolio. Of course, what Purkayastha will also be bringing is a very full contact book which will help extend Octopus’s reach, as it were.

At Google, initially as Principal of Corporate Development, Purkayastha spearheaded its global M&A and investment efforts with acquisitions such as ITA Software, Phonetic Arts, Green Parrot Pictures and Gizmo5. He then went on to become Principal of New Business Development, and was closely involved with Google’s Travel and Finance search products since their inception. Prior to Google, led the M&A team at Sabre in EMEA building on his previous experience as an M&A banker with Salomon Smith Barney, part of Citigroup, in the US and London.

Purkayastha was also a prominent proponent of Campus London, Google’s project to create a multi-faceted building housing co-working companies and accelerators based in ‘Tech City’ in London, the city’s highest concentration of tech startups.

He told us the European startup ecosystem has matured a great deal in the last five to six years and he hopes to “see the next Google emerge from Europe.”

"Do, or do not. There is no 'try'."
~ Master Yoda

Make It Sing

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I have a Jeep about half my own age, and despite the creaks in both our joints, we somehow manage to create a semblance of grace now and then. The vibration of the engine, transmitted through my the bones of my foot as it lies on the clutch (lightly enough not to feather it), or the degree and delta of centripetal force (unconsciously, I lean left to align my head with this off-axis down) explain wordlessly to me the limitations of the tires’ grip as I round a frosty curve, the elusive triple point that lies between momentum, throttle, and gearing. And I’m no racing driver — you have this loop, too, whether you drive a manual or automatic, whether you maneuver aggressively or defensively. It’s something that happens when you and the car reach an accord, so to speak.

A few Christmases ago I bought the family a great old axe, but at first its unfamiliarly short and straight haft made me more likely to split my own foot than the morsel of wood awaiting its sentence before me. Over the course of a few dozen swings I found it didn’t want to be wielded like an executioner’s axe, describing as many degrees of a circle as were warranted by the toughness of the wood, but it preferred to be brought down straight, like the guillotine. This necessitated a totally new movement of my hands and body but eventually it struck with greater power and precision than I had been able to muster with its modern, long-necked predecessor.

Between me and my Cherokee, and between my hands and the tool, and between you and many of the things you use every day, there is a complicated but elegant feedback loop, a physical dialogue, the topic of which is harmony of operation. The relationship that you build with a device, whether it’s a car, a hammer, a brush, a cello, or anything else, is a self-optimizing relationship. First you make it speak, then you make it sing.

Why does this matter? Because so few of the devices we are adopting today will ever sing like that.

It’s not just that things are complex. Driving a car is complex; the forces, sounds, visual input, motor coordination and everything else that goes into driving become second nature because we learn to operate the vehicle as an extension of ourselves. And it’s not just that things are virtual. Anyone who has had a complicated workflow and found themselves the master of ten windows spread over three monitors and two operating systems has juggled a dozen tasks and ideas, performing as complex a task as an orchestra conductor or jet pilot.

The problem is that we are introducing process that have maxima we can’t minimize, and minima we can’t maximize, by our own efforts. No axe is so difficult to use that you can’t master it in time. But no matter how good you are at using a smartphone, the elegance and quality of your process is, fundamentally, out of your hands.

With what devices and services today can you achieve the same level of synchrony as that you enjoy with your car as you parallel park, your fork and knife as you herd peas around your plate, your keyboard as you tap out a caustic response to this article at five characters per second?

I see exceptions for coders, who achieve a sort of second sight with the colors and symbology of their language of choice, for gamers whose thumbs make analog sticks and 256-stage buttons dance through a hell of bullets, and for photographers, their fingers blindly yet unfailingly seeking out dials and switches while the brain simultaneously calculates the arc of a ball or the fraction of a second left until the toddler’s smile strikes its apex.

But the most ubiquitous device of the modern digital era, the smartphone, is not susceptible to such talents. It may be always in your hand, but it never acts as an extension of it.

Oh, sure, you can learn the quickest way to get a picture through retouching and into Instagram — the “Save changes,” “Send to…” and “Submit” button positions memorized, the geotag set to automatic, the service sniffer set to repost and promote the latest item at the requisite SoLoMo watering holes. Congratulations, you’ve built a Rube Goldberg machine that mechanically duplicates button pressing. And what a profoundly inelegant series of arbitrarily-placed button presses it is, interrupted by unskippable dialogues, animations, and workarounds it is!

Have you ever remarked on the grace with which an iPhone user closes down unused processes? The casual dignity of a flick to bring down a notifications shade, the inhuman rapidity with which a home button is double-pressed? Of course not. You could practice button-pressing and menu flicking for weeks and your flicks and presses would be little or no more effective than anyone else’s.

Wearables? True, gestural tech and limb tracking like that of the Kinect or Myo adds an interesting new way to interact, but these things are meant to capture gross, simple, or repetitive movements; even if the nearly imperceptible twist of the wrist employed by a painter to add an ironic curl to the lips could be detected, would it matter? The threshold for whatever gesture he has indicated was reached long before such subtleties were taken into account. You think a photo will show more detail because you pinch-zoomed exactly along the 45-degree line? You think a page will load faster because you clicked at the exact center of the link?

As one last example: even in photography is the satisfaction of successful operation being eroded. Many lenses and systems do not actually connect the focus ring to the focal gearing, but instead read the position of the ring digitally, pass that information to the CPU, where its scale, jitter, and acceleration are weighed; this data is returned to the chip in the lens, which adjusts the focus approximately the amount it thinks you would have wanted it to move, had it been mechanical to begin with. Naturally this takes time and is rarely satisfying or accurate. But even if it were advanced to the degree it were imperceptible, it would still be inferior to the mechanical process because it is a simulation of it; if it advanced beyond this, and predicted your focal point (let us, against all odds, assume this works flawlessly), it is no longer you operating the mechanism or the simulation of a mechanism, but rather using a ring-shaped menu to select from a list of subjects. Just try to make that sing.

There’s no room for finesse or subtlety in these things because we are not the ones performing the work, or rather, we perform only a small part of it and set into motion a series of events over which we have little or no control. The digitizer, the processor, the transceiver, the microwave repeater, and the server do their work following, but independent of, our input. And before we could even do our part, the developer of the app, the developer of the firmware, the developer of the OS had to do theirs. Layer upon layer of things that you are not doing, that you can never effect, only activate.

I don’t pretend this is the end of doing things well, of course, or any other such absurd extrapolation. But I myself, and I suspect this is true of many others, get no little satisfaction from the process of doing things well, though, and here before us is a generation of tools which can only be instructed to carry out tasks, something you and I will never do better or worse than one another. Egalitarian? Democratic? That’s a charitable interpretation, if you ask me. Eliminating the necessity of doing something well could be a positive change. Eliminating the possibility of doing something well is a negative one.

Still, it’s not so dire as I make it sound. The consequence of all this is that there is more room to excel on a different stage, a higher one. If everyone has access to the same resources, it is the one who makes the best of them who takes the prize. Given the finest ingredients and top-notch facilities, no two chefs will produce the same meal. With the same light and the same camera, two photographers capture images that are worlds apart. So this embarrassment of riches comprising (among a hundred other things) the Internet, the social media landscape, and our fantastically powerful mobile devices is nevertheless empowering — but it is no longer the tools with which we interact with that we must make to sing, but what we are making with them.

No one can use the Facebook app better than another — but one may use the network to greater effect. No one can apply a filter with more finesse than another — but one may assemble a superior portfolio. No one can make an API return different data than another — but one may put that data to better use. No one can propagate an email through the network faster — but one may be more persuasive. The axe swings itself — but you can still build a better fire.

"Do, or do not. There is no 'try'."
~ Master Yoda

bRight Switch Wants To Upgrade The Light Switches In Your Home To Android Touchscreens

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Google’s Android OS is the dominant mobile platform by market share, but it’s also increasingly pushing beyond portables and onto a range of other devices types — including, if this crowdfunding campaign delivers on its promises, the boring old wall switches in your home.

bRight Switch is a prototype project that’s within touching distance of its $115,000 Indiegogo crowdfunding goal (with less than a day of its campaign left). Its aim is to replace plain old light switch hardware with what’s basically a small tablet fixed to the wall, expanding the functionality of the switch interface beyond simply just switching your lights on and off.

The bRight Switch actually plugs into a base unit to convert a wall switch from dumb switch to smart screen, but its makers claim the installation process is an easy job for an electrician.

bright switchThe bRight Switch tablet design is customised for a wall-mounted context to offer features that make sense in such a setting, such as people detection to automatically turn on lights on when someone walks into a room.

Other features the smart switch is set to support include the ability to remotely switch your lights on and off via the Internet and a learning mode that gets to know your routines over time and automatically switches lights on and off based on prior usage.

Also on board is a security feature whereby you can play back footage recorded by the camera on one of the switches in another room. Plus videocalling (via Skype, or similar) and streaming music via Internet radio services such as Pandora.

Other features include a built-in alarm; temperature display; dimmer ability for certain types of bulbs; an intercom feature allowing for chatting between bRight Switches located in different rooms; plus other security features such as setting an alarm to be triggered by motion in a particular room.

The units will also run standard Android apps, so you could presumably fire up Angry Birds on your wall if you’re really bored. bRight Switch’s makers are also planning to supply an open API to encourage developers to create new apps for the wall beyond what they’ve envisaged.

Of course, all these features are aspirations at this point with only a prototype of the bRight Switch in existence. If the device hits its funding target, which at the time of writing is looking pretty likely, its U.S. based makers reckon they can deliver to backers by July.

The switches use Wi-Fi to plug into your home router to support functions such as Skype calling and streaming Internet radio, while the Z-wave wireless protocol is used for talking to lights around your home that are not wired directly to the switch.  

How much will this smart light switch set you back? They’re charging $75 per switch for non-Bluetooth switches, and $90 for the Bluetooth version. Or $325/$435 for a five-pack of the two respective options.

What’s the point of the Bluetooth addition? Added functionality such as the ability to link up to external Bluetooth speakers for “full spectrum sound” — or, getting even more customised about home automation, the ability to track your phone (and therefore you) around the house, providing a “custom personalized experience as you move from room to room.”

"I find that the harder I work, the more luck I seem to have."
~ Thomas Jefferson

Sony Looks To The Past To Move Forward

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The PlayStation. The Walkman. The Trinitron. The transistor radio. All icons in Sony’s storied history from an era when the Japanese giants still roamed the earth. The Sony of today is not like the Sony of yesterday. For every memorable blockbuster, there’s an infamous flub: The late embrace of MP3, losing its hold on the digital imaging market and of course, failing to attract adoption to Betamax, UMD, MemoryStick, and endless other formats and systems.

The Sony of today is a bloated industrial machine barely holding together. It’s worn out and slowed to a crawl. The once innovative company now follows instead of leads. It’s playing catch-up instead of breaking new ground. But things are changing.

The Sony of tomorrow is looking leaner than ever. It doesn’t look like the Sony of old with total market dominance, but for the first time in ages, Sony is becoming a competitor.

Sony’s harsh reaction to bloat is not the exception throughout the electronics world. HP is being crushed under its own weight. Samsung makes everything from semiconductors to home appliances to 50 ton war machines. Dell is shedding employees as it streamlines the only thing you get from a brand name PC these days – service.

During the 1980s, after the launch of the Walkman and Trinitron, the market crashed. Sony was in crisis. But it weathered the storm, and as most companies that survive global recessions, emerged stronger than ever. Co-founder Akio Morita took the reins in 1989 and set about to diversify Sony’s business, likely as a shelter against future crashes. It was under Morita that Sony’s brand took a hit. New SKUs flooded the market as Sony grew. His venture into producing movies stumbled for a few years. The Sony name no longer held the same cachet it once did.

Sony grew during these years, but not in a way that set it up for future dominance.

Sir Howard Stringer took over the company in 2005. He was the first foreigner to take over the Japanese company. Attempting to tighten the belt of the bulging company, he cut 9,000 jobs under his tenure. When Kazuo Hirai succeeded Stringer in 2012, Sony’s brand was in tatters. Once holding over 20 percent of the digital imaging market, it had slipped to around 5%. Mobile was the future and at that time Sony was not correctly positioned in the market. Their events were strange amalgams of star watching (they’d trot out Will Smith and Tom Hanks and other greats at CES just to wake up journalists during their interminable presentations) and ham-handedness.

Kaz quickly set to reinvent Sony by focusing the company on mobile, imaging and gaming. This ambitious strategy notably excluded some of Sony’s older strengths including TVs and home entertainment. Kaz also quickly set out to cut the company’s headcount, and during his first two years at the helm he eliminated at least 12,000 employees. On the heels of a disastrous financial forecast, Sony announced this week intentions to cut another 5,000.

In late 2012 Sony killed its venture with Ericsson which had yet to acquire a competitive share of the mobile market. Sony announced the PS4 in early 2013, which saw a blockbuster launch later that year. Sony also offloaded Gracenote two days before Christmas 2013. In the early days of 2014, Sony sold its PC business, exited the ebook market and repositioned its TV division after 10 years of losses.

Just this week Sony Corp. unexpectedly forecasted a $1.1 billion annual loss. Some investors and analysts have requested Sony completely leave the consumer electronics market, yet the company stands by its efforts in mobile, imaging, and games.

Give Sony credit. Over the last few years, Sony has released notable cell phones, cameras and gaming advancements. The company states that it has seen a significant increase in sales of smartphones. Sony is currently the third largest camera marker after Canon and Nikon and its recent photo products are stunning. Then there’s the PS4, which launched to blockbuster numbers and is currently riding high on consumer sentiment.

Sony still has cutting to do. The company is forecasting another $1.1 billion loss in 2014. It’s clear Kaz and Co. are willing to make the hard call and cut off underperforming divisions. But can they do it fast enough? There are still a gazillion SKUs sold under the Sony brand. With the right focus, the Sony of tomorrow could be as strong as the Sony of the past, but that takes dedication, a desire to slice and dice accreted business units, and a lot of vision.

Sony had all of that, long ago. Can it get it back?

"I find that the harder I work, the more luck I seem to have."
~ Thomas Jefferson

Game Frame Puts Pixel Art On Display In The Coolest Possible Way

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Displaying pixel art at larger sizes in your house can be as simple as making a large print, but that means you’re stuck with a single image. San Francisco’s Jeremy Williams wants to make something a little more dynamic, so he has created the Game Frame, a square box with 256 LED lights that’s designed to make it easy to show off pixel art and OG video game art.

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The Game Frame calls to mind a simpler time, when we used graph paper to create most digital art, and if you could assemble colored squares, you could help build a AAA video game title. It’s also a modern interpretation, however, and a way to display either your own original creations or those that live in your fondest memories.

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Pre-installed on the Game Frame are 40 new animations from pixelart legend eBoy, but you can easily move your own over via SD storage using BMP files with a maximum resolution of 256 pixels (or 16×16, though larger images are supported via panning). The SD card can potentially store thousands of images, according to Williams, and the frame itself is Arduino-based and works with all existing Adafruit libraries, plus it’s fully modable, and has a playable Breakout clone pre-loaded, so it’s not just for showing off pretty art.

imagesBackers can pre-order a unit at $210 fully assembled, or less if you want to supply some of your own parts plus some elbow grease. They’re going to ship in June, according to the project page, in batches of 300 per month. Ideally, someone buys a bulk order and opens a gallery using these things, because they’re pretty awesome.

"Patriot: the person who can holler the loudest without knowing what he is hollering about."
~ Mark Twain

Google Search App For Android Adds New Voice Commands, “Time To Leave,” And Olympics Google Now Cards

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Google is rolling out an update to its Google Search for Android app today, and with this, it is introducing a number of new features for Google Now as well.

Google Now already tells you to leave for work so you can arrive on time, and it will now do the same thing for your trips to the airport, event and dinner reservations. Basically, any Google Now card that used to only remind you when you needed to be somewhere (flights, calendar events with locations and times, restaurant reservations, movie and concert tickets) can now also tell you when you should leave to get there on time. You’ll be able to specify whether you’re taking public transport or driving, and how early you would like to arrive (which comes in pretty handy when you’re driving to the airport).

Time To LeaveIn addition to this, Google’s voice recognition feature now lets you make calls and send texts. Just say “call John” or “send text to my brother” and the app will pull the right contact up for you. If you have a few John’s in your contacts, it will check who you want to call and if you have multiple numbers, it will ask you about that, too.

As Google has previously said, it wants to be your personal assistant. And just like some of its other voice features, these new features allow you to have a relatively complex interaction with your device without ever touching the keyboard.

Other new features in this release include a new Google Now card for the Sochi Olympics, with easy access to medal standings, news and upcoming events.

The team has also increased the number of languages users can use to set reminders by voice in Google Now. The app now supports, French, German, Japanese or Korean, so if you feel inclined to do so (and you are in Germany), you can now say “Erinnere mich daran um 12 Uhr Rolf anzurufen” and Google will indeed remind you of your call at noon.

"Patriot: the person who can holler the loudest without knowing what he is hollering about."
~ Mark Twain

TheFamily Launches Koudetat+, A Saturday School For Aspiring Entrepreneurs In Paris

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Paris-based startup accelerator and fellowship TheFamily recently unveiled a side-project called Koudetat+. From March to July, anyone can pay and attend a day-long class targeted specifically towards aspiring entrepreneurs.

As TheFamily’s baseline suggests, it “nurtures entrepreneurs with education, unfair advantages & capital.” According to the team, entrepreneurs are made, not born — and that’s why creating this special program makes sense for those who are not quite ready to make the jump to the startup world.

Every saturday from 10am to 6pm, participants will attend very practical classes about fundraising, legal, business models, design and more. There will be pitching sessions, cases and more general classes as well to teach attendants the right mindset to become an entrepreneur.

For $680 or $820 a month (€500 and €600, respectively, depending if you pay upfront or monthly), you can attend the classes in person. For $270 a month (€200), you get access to the live stream.

TheFamily itself is a sort of accelerator that selects and takes a one percent stake in its startups in exchange for access to events, classes, contacts, mentors and more. Startups like Mindie, Bunkr and Algolia come from TheFamily.

In other words, it tries to provide a stimulating environment so that entrepreneurs can make the right decisions for their startup. With Koudetat+ you can get a taste of this environment.

"The only difference between me and a madman is that I'm not mad."
~ Salvador Dali