Startup

Saying Goodbye to the Lunchtime Blues. Food.ee Delivers on a High Note.

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“An army marches on its stomach” – Napoleon Bonaparte

This time tested and true observation is so often overlooked in the workplace. How many teams in business aren’t performing to their peak levels because their stomachs are empty or full of the wrong things? Google might be viewed as an anomaly in their approach to the company cafeteria, but it’s hard to overlook the correlation between high-performing people eating highly-nutritious and great food.

Vancouver’s Foodee is a rapidly growing marketplace that’s in the business of bringing great food straight to the company lunchroom. Cofounder Jon Cartwright and managing partner Ryan Spong talked about their mission and highlighted the three key Foodee tenants:

1) Great teams eat together

2) Quality food tastes better

3) Reduce your carbon foodprint

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Spong Comes to Foodee with a background in the corporate world, having worked in the financial services space in Toronto, New York, and London. He came home to Vancouver, and is now experience in the hospitality industry, having purchased Tacofino Cantina, a local food services company in 2011. “Our goal is to change corporate lunch hour. I’ve had the tied to a desk career, and know the challenges of getting out of the office. Even getting out of the office, it gets to be a pretty drab offering after two months. You can only go so far, and often don’t have many great choices. It easy to fall into a routine that’s often unhealthy.”

Cartwright said the initial idea behind Foodee came from wanting to solve their own challenge. “Being at Invoke, we were a little far away from really good food, and often found ourselves whining about it. As well, it was also a challenge ordering for a large group too,” he said. “Starting the company at Invoke really helped Foodee develop a solid technical foundation for solving the logistical challenges. ”

In the last two years they’ve shifted from being a technology focused marketplace to what Cartwright sees “as being part of the huge growth for online/offline businesses. There’s way more success reference points now. It’s becoming a huge differentiator in what we do, and where we see the future opportunity for Foodee. With a whole new service expectation in the offline market experience we see having right online tools as being a significant enhancement.”

They’ve grown the business and are feeding mostly large groups in offices (10-100 meals), and working with offices like Lululemon, Cushman Wakefield, Mozilla, and Microsoft. For customers it’s simple to order online, by phone or by email. There’s no minimum order size either.

There’s simplicity at the surface. But, at the heart of Foodee is a tech enabled platform. “It’s all about having robust backend order management infrastructure, for managing orders and logistics at scale,” said Cartwright. “We currently work with five different third party delivery companies, and all meals are GPS tracked.”

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For Spong,  “quality food tastes better.”

“We think you should still be eating your favourite foods, and want to make sure you’re getting the best version of it,” he said. “We also think you can eat great food, while at the same time treat our environment better. We’re working mainly with restaurants that focus on local, organic, sustainable practices, and at the same time working with zero or low emission energy partners.”

He also offered that “part of reducing the carbon ‘foodprint’ is that our partners agree to adopting our packaging standards. They’re all using recycled paper, completely compostable and recyclable containers. This is really important when you think that our biggest client goes through 25,000 containers a year feeding their staff.”

Right now Foodee is working with Vancouver’s best restaurants such as VJ’s, Meat and Bread, Finches and Tacofino, and will keep focused on delivering premium offerings. Cartwright shared that “restaurants are liking us because we’re providing them another with lunch rush before the doors open. As well, in some case we’re giving some of our restaurant partners as much as 10-15 percent of their yearly revenue.

In many ways Foodee is like the Uber for food. With Vancouver giving them the validation and momentum needed, Food.ee is excited to now be taking care of Toronto’s lunchtime blues too.

This story originally appeared in BetaKit

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“We’ll be Like the Silicon Valley for Healthcare in Canada”

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It’s been barely a year since it’s launch and Ryan D’Arcy said “it’s been moving like a bullet train: a lot has happened, and there’s a lot of progress.” D’Arcy is SFU’s BC Leadership Chair in Multimodal Technology for Healthcare Innovation, and is referring to the fact that Surrey BC’sInnovation Boulevard is being primed to emerge as a world class digital healthcare technology cluster.

D’Arcy caught the science innovation bug early in his career.

Having the chance to come home with his innovation and collaboration playbook that proved successful in Halifax, he didn’t hide his bullishness on the future of Surrey. He envisions a massive opportunity in front of the Innovation Boulevard.

“One of the rapid ways you can affect health from both an improved care perspective and an economic development one is rooted in technology,” he said. “Engineering, science and the development of new technologies can be fast acting and have impactful meaning for health.”

“The raw ingredients are all here.” He pointed out  “We have the strength of SFU’s Applied Sciences program, Fraser Health corporate head office (the health region serves more than 1.6 million people, and has $2.9 billion annual operating budget – 2010/11) Surrey Memorial hospital (home to B.C.’s busiest emergency room and a $512-million expansion), the City of Surrey itself (2nd largest city in BC and the 12th largest city in Canada with a population of over 468,000). Along with access to some still affordable real estate, the overall formula is here to attract the right people, the right teams, with the right ideas to build a world class health technology cluster.”

There’s an estimated 180 health-related businesses already located in the area. As well, further driving innovation is the addition of SFU Surrey and the city expanding their high-speed Canarie fibre-optic network. All of this is essentially located within one square mile, as D’Arcy characterized the walk down King George Highway “as the spinal cord of the Innovation Boulevard.”

Maryam Sadeghi is the CEO of MetaOptima Solutions, and the science and technology adviser for the Digital Health Hub. She shared how it was question about the future licensing of her technology that lead to a conversation with D’Arcy. With a telemedicine solution for the prevention and detection of skin cancer, she was trying to understand the potential of working with Surrey Memorial Hospital or Fraser Health.

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She candidly suggested that “It didn’t take much conversation before D’Arcy opened up the door to this research lab, with a bunch of computers and said ‘this is all yours’. Bring MoleScope, bring your experience, and bring the vision of creating more companies like yours at SFU.”

“A lot of startup companies who have great ideas are challenged to test things in a real environment. It’ crucial getting the necessary feedback to improve on what they’re trying to eventually commercialize,” she pointed out. “It’s a real strategic benefit to be here, having access to the university resources, grants, funding, Fraser Health and Surrey Memorial. It’s going to be very attractive for companies to come here, we’ll be like a Silicon Valley for Health Care in Canada.”

From D’Arcy’s perspective, “it’s an unprecedented example of partnership in BC’s history. Historically the province has under-performed in its ability to connect and partner in order to compete in the global race, and to some degree we’ve shortchanged ourselves.”

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By unprecedented partnership, he pointed to four universities and others incoming, as well as health authorities and businesses generating an excitement around working together. D’Arcy credits much of this to the role that the City of Surrey is playing, saying “the city is like Switzerland in it’s neutrality by allowing everyone to come in to be part of this.”

For the healthcare technology community this partnership is also allowing for the launch of Health Tech Connex. D’Arcy isn’t characterizing this as an incubator or accelerator. He says “it’s first and foremost about location, location, location. Proximity to the healthcare professionals is vital. It’s all about facilitating access to the right people, and helping companies from early stage university spinouts to multinationals to move their commercialization efforts along much faster.”

Entrepreneurs will also be able to count on the support and services of the BCTIA and Life Sciences BC through their roles as founding partners. There are currently about 30 companies in the screening process, and asking for access to the hospital, pilot projects, clinical trials, or university resources. Demand to join is growing at a pace D’Arcy didn’t imagine even in his most optimistic moments.

Sadeghi is so convinced of the potential for this digital health hub and the Innovation Blvd concept, since August 1st 2013 she’s essentially been mentored full time. She plans to join the SFU research team shortly, but said it was question about the future licensing of her technology that lead to a conversation with Ryan D’Arcy: “it’s all about helping realize this vision.”

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It takes more than buildings, pavement and technology to create a winning business cluster. With D’Arcy driving the vision and acting like the connective tissue, Innovation Boulevard stands to be a difference making destination.

This story originally appeared in BetaKit

This Guy’s No Slacker: In Conversation with Slack’s Stewart Butterfield

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Having recently raised $42.5 million in new funding Vancouver’s Slack is proving to be anything but a bunch of coffee-sipping West Coast slackers.

Slack is a communication platform, delivering real-time messaging, archiving and search.

President and cofounder Stewart Butterfield said the team often think of Slack as a search app disguised as a message app. “People might think they want messaging but the real value is getting all of your communications in one place and having it easily searchable. Think about the waves of change in general, dealing with the soaring amount of information is the one we’re most closely riding.”

“We’re designing for teams not the company. Individuals are kind of an atom, but teams are the atomic unit of any organization because they’re expected to be functioning together,” he added. “But the reality is that at big companies like when I worked at Yahoo, you see how the matrix type organization makes it more complicated for people.”

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The increasing volume of messages we receive are not just from other people but other computers. The stream of social media notifications alone increases the daily noise. Butterfield sees that managing all of this messaging is something providing more value than people realize.

He estimates that his team of 20 each get about 100 messages a day from other people. The business has between 5,000 to 15,000 messages coming in from things like tweets, help tickets, bug reports, sign-ups for the service, when new teams are created, every crash report, and on and on. It’s not uncommon for teams these days to use 15-20 different services, so getting all of these messages in one place he said is a “huge win.”

The model is about encouraging people to have conversations in public, instead of one to one. Even if they’re not people on your team, at least engineers can see what the marketing department is talking about and customer support can see what engineering is talking about. Butterfield believes in “creating an ambient awareness of what other people in the organization are doing. It’s about coordinating without having stand up meetings, and getting status updates.”

Slack has grown out of a late 80’s tool pre-dating todays internet. Butterfield’s team found that using IRC chat met their internal communications needs. “It was missing a bunch of features that we thought were important, like being to log and archive messages. Once we had the archives, we wanted to search them. There was no good iPhone client so we built an HTML5 front end to browse the archives, and once we had that we wanted to be able to post from it. We wanted announcements when people uploaded files to the file server, database alerts and more. Basically hack, after hack after hack got all of the communication flowing into one place. A side effect of this was the fact the company didn’t use email at all. It wasn’t a policy decision, it just happened that no one would email each other because it was better to do it in IRC.

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They rolled out a preview versus the less trustworthy sounding beta release in August 2013, and spent six months trying to make it easy for teams to switch over. Feeling it was good enough, they officially launched Slack in February 2014 and hit 20,000 paying customers.

Butterfield called it startup anthropology. What’s working for the Slack are good startup lessons to remember.

  • Do a lot of research. They talked with people about how they used it, and what their reactions were. Get as much feedback as possible.
  • They made sure all of their emails could be replied to
  • They encouraged people to send them tweets

With the better of 20 years of business and startup experience to draw upon Butterfield shared that “people over-attribute a lot of success particularly in startups to the skill, ability and talent of the people doing it. Whereas, a lot of it is luck. Hard work counts, but there’s also the zeitgeist and little factors like the name, colors you choose, and your decision making process.”

With Slack’s early trajectory, Butterfield’s decision-making process is looking pretty spot on.

This story was first published in BetaKit.

NoteworthyOctober 31, 2015 Slack announces raising $120 million with post funding valuation equaling $1.2 billion

Taking Social Further: Exclusive Conversation With Hootsuite CEO Ryan Holmes

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June 2009 doesn’t seem that long ago. Still etched in memory is seeing that life size owl mascot for the first time working a room full of Vancouver startup folks. I thought 140  characters of micro-blogging was a bastardization of the English language, so why does the world need a dashboard for it.

In this case eating humble pie didn’t taste so bad. Turns out that early Summer night, the early stage startup Hootsuite walked away with the “Peoples Choice” award. My tune about Twitter also changed less than 6 months later as a co-founder of the visualization application Mentionmapp. Seemed like Twitter and Hootsuite might turn out to be something afterall.

Since closing a $165 million Series B financing the past 14 months has seen Hootsuite on a tear. With last weeks news of having raised $60 million in new private equity and debt funding their total outside financing is $250 million. Add in the most recent acquisitions of startups BrightKit and Zeetl, founder and CEO Ryan Holmes is guiding the company towards realizing his long time commitment to building a Vancouver company that’s making a big impact on the local ecosystem, and beyond. Plus he’s been unwavering in about creating a $1 billion (plus) Canadian tech company.

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With a rare stop over these days in Vancouver, and even rarer 20 minute window of time in his schedule, I was fortunate to share an exclusive conversation with Holmes.

“It’s been a great week, and great month and really good year. We’re excited to share that the company has doubled revenue, doubled valuation, over 10 million users, including 744 of the Fortune 1000 as clients,” he highlighted. With their existing investors joining this latest round, and a new Boston based investor (he didn’t comment on the Wall Street Journal reporting it being Fidelity Investments, nor the IPO rumours) Holmes thinks “it also validates their excitement for the business.”

The acquisitions are all about “building out the social suite.” Holmes sees the Hootsuite platform akin to what “Microsoft Office or Google Apps does for office productivity. We’re creating a suite of tools to help our clients manage social.”

Being on this aggressive fundraising journey, and experiencing the subsequent rocket like growth trajectory I asked him how tight he’s keeping the seat belt buckled.  “It’s been a real blessing to be able to participate in the huge evolution of the social business. It’s fantastic to be creating a great Canadian tech company and story.” He touched on his excitement for attracting some of this country’s best and brightest here working with the team and the product. Just as importantly according to Holmes is “seeing people have experiences that will last throughout their careers.”

As well, he talked about the notion of creating the ‘MapleSyrup Mafia’ saying “some of the folks from Hootsuite may go out and create their own product, or maybe even be acquired by us or others. Hopefully they’ll go on to create other Hootsuites throughout the country and really help build an even more vibrant tech community.”

Asked if he sees a societal relevance of social beyond being simply the marketers best friend, Holmes replied with an unequivocal “absolutely. It’s so relevant, I think that conversation thankfully for the most part has died. As we’ve seen Twitter and Facebook IPO for instance, I have little doubt that social media is here to stay.”

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Channeling my inner Marshall McLuhan, I pressed that beyond the medium being the message can social media be a medium of mobilization? “I think we’ve already seen this, with it being a spark of revolutions and contributing to the toppling of governments,” he said. “We’ve seen how much it can transform society. It’s not just a marketing tool, it’s a way we’re reorganizing and communicating societally. It’s a channel everybody’s paying attention to.”

Holmes added that “with both governments and protesters using our platform, we have an interesting and unique perspective to see how people communicate. get messages out, and bring dialogue to leadership and democracy around the world.”

Looking into the crystal ball, I asked him what he’s seeing in the future for social media. He mentioned how social commerce and social advertising two interesting trends. Furthermore he suggested, “just like search has become a blend of organic and paid, I think we’re going to see the same trend with social. There will be a blend of paid social, and organic social.” Holmes pointed out the Hootsuite is currently powering 5 million organic messages a day.

With offices open in London (UK), Singapore, and now looking at one in Latin America, and expanding Vancouver operations, Hootsuite continues to soar. On the strength of that overstuffed owl mascots tiny wings, Holmes and his team have carried themselves well beyond what many people probably imagined this past five plus years.

A Big Nerd Talking Data. Meet DataHero’s Chris Neumann

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There’s no escaping the fact that data is a hot topic and big business. However, so much of the buzz about data is usually prefaced with the word “Big” these days. Somehow, the conversation has moved from the fact there’s this huge proliferation of data and the fact there’s potential gold attached to mining it, to the size matters story.

There’s also no escaping it: Chris Neumann, founder of Vancouver’s DataHero is a really big nerd. With almost a ten year lens on the business, Neumann can talk about data in the sense of size really not mattering.

His data lineage goes back to being employee number one with AsterData (acquired by Teradata in 2011 for $263 million)  and saying “I’d argue that Aster Data had the single strongest overall teamever in the data world.  To-date, Aster Data alum have raised over $300 million for companies they subsequently founded, including Nutanix, Instart Logic, ThoughtSpot, and ClearStory Data. That network has remained extremely tight, with many of us helping each other out over the years in a wide variety of ways as we navigated our post-Aster Data endeavours.”

dashboardLooking back on his experience he said, “in 2005, we knew that volumes of data were growing and were on the verge of exploding.  The problem was, databases couldn’t handle such large volumes of data, and the larger data warehouse software that existed was designed for relatively basic workloads (figuring out simple metrics, aggregates, etc.).  Companies large and small were starting to hit up against the limits of existing products and were forced to choose between complex analytics on insufficient amounts of data or insufficient analytics on larger volumes of data.”

It isn’t only big companies generating large volumes of data. Even small internet companies are generating significant amounts of data. The business challenge is making sense of it. So much of today’s focus is on “Big Data,” and figuring out how to keep pace with the increasing amounts of centralized data being generated by a relatively small number of companies.

“What almost no one is talking about is the fact that at the same time centralized data is increasing in volume, enterprise data overall is becoming decentralized as services move to the cloud,” said Neumann. “This has the potential to be an even more significant shift in how enterprise data is managed.”

“My experiences at Aster Data had a significant impact on how DataHero has evolved from its earliest days,” he added. Seeing firsthand the increasing demand for answers to data questions from people outside of the traditional data organizations, and how those departments were quickly becoming a major bottleneck to enterprise efficiency has led him to get past the size conversation. “Those experiences helped me to appreciate how important access to data is to business users and how much need there is for tools to empower users of all technical levels to be able to work with data.”

Entirely new groups of people are working with data. Until now, you had to be a data analyst, a statistician, or a data scientist to be able to get insights from data. Neumann’s all about the democratization of data, and that anyone who has access to data and wants to ask questions of that data should be able to without having to rely on someone else for help.

He shared that “the biggest challenge in building a product designed to empower everyone in an organization is walking the tightrope of having all of the features people need to answer their data questions, while keeping it easy to use and accessible to the largest possible group of users. Data products have historically been designed for technical users, so we’re really focused on the capabilities we’re trying to bring to business users.”

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This democratizing access to data is about pulling, processing, and analyzing it from SaaS services, cloud storage drives, online spreadsheets, or even files on a laptop.  Neumann said DataHero has expanded its partnerships to include:

  • Pardot
  • Highrise
  • Zendesk
  • Zuora
  • Recurly
  • Mixpanel
  • Keen IO

For marketing, sales, customer service, and software development professionals, there’s less and less friction to working with data today than ever before. It’s about redefining our relationship to the speed of business. Having data in context it’s now more possible for insightful and impactful decisions to be made. and proving ultimately that the size really doesn’t matter.

Top photo by BusinessNewsDaily

Story originally featured in BetaKit

PrintToPeers Software is Adding Teeth to 3D Printing Hardware

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Talk about serendipity. Two guys who don’t know each other move into the same Calgary coworking space discover they’ve been working on the same idea, over the same amount of time.

The pair, Tom Bielecki and Kaz Walker along with James Thorne are the cofounders of PrintToPeer, and now call Vancouver home. They’ve been part of  GrowLab‘s most recent cohort.

PrintToPeer is a web platform and printer driver that simplifies the 3D printing process. They envisioned the AirBnB for 3D printing. “Our whole idea was around accessibility to 3D printing. The problem was that we had 3D printers and but it was hard for people to find us,” said Bielecki. “We wanted to build this network of discoverability, where people could easily order parts from us, or we could print other projects for them.”

Doing some deeper market validation they found upwards of 30 similar businesses, but none of them were “making the printing process easier by sending the file directly to the machine” according to Bielecki. “Once you actually send that file to someone, they still have to go through this very complicated process to print off the object,” he added. “It’s because there was no networking. You couldn’t send it from the network to the 3D printer.”

SharingThe printing process for objects is nothing like printing that .pdf file document off your laptop. Many trees would be saved if we had to use three different software applications, and go through hundreds of settings to print a document. Printing objects is a complicated process. “You have to understand the actual physical properties of the plastic that the printer is extruding. All of the settings need to be tweaked based on your own hardware, and based on the different plastic being used,” said Bielecki.

The vision for 3D printing is about breaking down the barrier from idea to product, but today it’s almost the exact opposite, said the cofounder. “You pretty much have to be a physicist or an engineer to create a functional and useable finished product. By adding a network and easy user interface to the printer, we knew that we could deliver a simpler online workflow.”

It all about making it easier for the innovator to use this technology. Seeing it as more than an application for the basement hobbyist, they’re thinking back to how the ethernet made networking office printers possible. PrintToPeer is looking at how businesses, schools, and even new business models will be able to leverage the capabilities of the networked 3D printer. “Still being a scarce and shared resource, there needs to be an easier way to open up access to what this technology is capable of” said Bielecki.

He thinks “there are absolutely huge possibilities when you network 3D printers with a common API.” The hardware itself is quickly becoming commoditized, meaning the space is just as quickly becoming even more software centric.

iPad-screen_camera_smallLooking into the future, Bielecki sees important changes for rapid prototyping. “We see this opportunity for hardware startups and creators of other physical products to bring consumers into the product development cycle. With connected printers it will be possible to A/B test products. This creates a whole new feedback loop of people being able to confirm things like a products fit, form and function. I see being able to iterate on hardware products in an agile process, just like the way software engineers have valued for a couple of decades.”

What has him most excited is “having one design file and being able to print it in a whole array of different materials and qualities. It will expand my choices beyond just what’s on a store shelf. I can choose whether something is simple and prints in two hour, or more complex that will take 10 hours to print.”

PrintToPeer is launching an initiative to build a common OS for 3D printers,  and enjoyed a successful Indiegogo campaign to help move the effort forward. If 3D printing has your attention, this is something designed for a beginner, and configured for a pro. The startup is making the print process as seamless as possible so that your print jobs will work on the first try.

This story was originally published on BetaKit

A River of Data Flows Through Vancouver’s Aquatic Informatics

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Having the “up to my neck” in it feeling is common place for many CEOs. For Aquatic Informatics‘ CEO Ed Quilty, his story starts with water being up to his hips (literally).

Originally a river ecologist as he put it, “not a software guy, not a business guy, but a guy wearing rubber boots, working in rivers, scrapping slime off rocks and collecting bugs and water samples.” Since then he’s led Aquatic Informatics for the past 11 years, growing it to the point where thousands of scientists and over 400 agencies in 28 countries are using the software.

The software is addressing critical water data management and analysis challenges for the environmental monitoring industry. They work with a variety of customers including federal, state/provincial or local government departments, hydropower operators, mining companies, academic groups and consulting organizations, who collect, manage and process large volumes of water quality or quantity data. Located in Vancouver, they’ve also been recently named as a BC company that’s “Ready to Rocket.”

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Quilty traces the genesis of the company back to the early 90’s while on a UVic co-op work term for the BC Ministry of the Environment. “They had this cutting edge sensor for continuous water quality measurement. This was a big leap forward from putting samples in a bottle, and shipping them off to a lab for analysis. The lab could tell you the amount of nutrients, organics, or heavy metals. This was only a small snapshot, and the odds of missing some major event were always significant. With this sensor technology we were getting information every minute or fifteen minutes. It was a big change in the industry. We went from never having enough data to being overwhelmed with data ”

With a Forest Renewal BC project, he saw the value of sensing technology and data collection, that focused on water quality inventory. He was seeing the impact of the forestry industry on water.

With an overwhelming volume of the data, Quilty realized that using spreadsheets wasn’t cutting it. “That’s when we starting working on scripts to automate the data processing. It was trying to figure out how we’d manage all this data that really got things started. I was a biologist used to dealing with 30 or 40 samples a year, not per hour.”

They built a very lightweight version of the initial application, one good enough to sell into his professional network in BC. The real break came when they caught the attention of the US Geological Survey.

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At that time it wouldn’t scale to meet the needs of the largest water monitoring agency in the world, but they were invited to respond to a RFP calling to model the water flow of water in rivers. Quilty said “we bid, not thinking we’d win it, but to get the exposure and learning experience. Much to our surprise we won the $500,000 contract. We had six months to build it, and were only going to get paid at the end if we successfully delivered. Our chief scientist knocked it out of the park.”

In 2006 all of the USGS hydrologists and flow specialists across the US were introduced to Aquarius.

The AI application allows for the conversion of water level to water flow. This information is important in terms of water allocations for irrigation, dam operations, for drinking water, industry, and for fisheries. “You have all of these competing interests, farmers, fisherman, environmentalists, cities, fighting over water particularly in places like the Colorado River, other arid regions, and then you have issues around flooding,” Quilty told BetaKit. “It’s kind of like Goldilocks trying to right just the right balance.”

Think about the considerations of dam operators, where an inch of water can mean millions of dollars. “They’re constantly trying to do optimization of their reservoirs,” Quilty said. “They want to keep them as high as they can, but they have legal obligations to release water to people below, like fishermen and farmers. At the same time they’re trying to balance Mother Nature, throwing different scenarios at them like flood or drought conditions.”

Without data, without good science and quality information, good policy decisions can’t be made. For AI, it’s about breaking down the information silos. They’re focused on facilitating better communication and creating more efficient networks. Quilty said that “often you see organizations collecting information from the same watersheds and not knowing it. You end up with dense networks in some areas, and very sparse in others.

The value of sharing this data easily is at the core of good environmental management. And without the data there’s no chance of managing our resources well. The opportunity to have a positive global impact is massive: imagine helping prevent resource abuses, like giant lakes and aquifers being drained, as highlighted in this New York Times article about Iran’s Lake Urmia.

Quilty isn’t reserved in sharing the company big hairy audacious goal, “it’s about hosting and managing all of the planets environmental data. We’ll be bringing discrete water quality and groundwater information into the system, and moving into atmospheric, ocean, and soil data too.  It’s critical to be getting the right data from the right places, at the right time. I think about all of these sensors like EKG’s measuring the heartbeat of the whole planet, and we want to be part of optimizing it.”

This story originally appeared in BetaKit

Kiip’s Brian Wong is Always Looking on the Bright Side of Life

250px-Brian_WongVancouver’s tech “child prodigy” and Kiip (Founder & CEO) Brian Wong swung through town on his way to SXSW, when Startup Grind Vancouver hosted him for a fireside chat.

Wong isn’t one needing much of an introduction. He has the distinction of graduating from high school at 14, and then graduating from UBC’s Sauder School of Business at 18.

Since founding Kiip in 2010, he and the company have received no shortage of attention. It goes with securing over $15 million in venture funding and making numerous lists like Forbes 30 under 30. He also lent commentary to Frontlines recent documentary “Generation Like”.

Even without free beer and snacks he would have packed the house. True to form, Wong was high energy, entertaining, brutally honest and shared some great startup up stories and lessons. Actually, he shared more than just business insights. There’s the unique and very little known fact behind his onetime childhood visit to Albuquerque, NM, as he shared that “I was in a boys choir. Before my voice changed, I sounded like an angel.”

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Talking about his days as the “lowliest business development associate possible” at Digg, he highlighted living an example of the org chart from hell. “The reporting structure was most bizarre. I

eported to a dude, who reported to a dude, who reported to a dude, and the dude at the top with those three people below him each had only one person reporting to them.” Don’t do this kids.

The Digg experience lasted five months. The layoff meant losing his H1B Visa, and having to fly back to Vancouver.  “It was in May, and I told my Mom what happened. She told me it was the worst Mothers Day present she’d ever got. Every Mother’s Day since I try making it up to her with some kind of nice surprise.”

It proved to be a minor setback, as he grabbed a business tourist visa figuring he’d easily hook up with a new company in that six month window. Wong turned conversations about working for others, into validation for starting Kiip. He said, “after telling Scott Kveton the founder of Urban Airship in Portland my idea, his job offer turned into an introduction to True Ventures.

The genesis for Kiip came from Wong observing people’s mobile game play and “trying to recognize when people are happy, and reward them. But reward them serendipitously.” He credit’s reading the book “Predictably Rational” with building his business around the idea that there’s value in “surprising and delighting people.”

In terms of winning those first customers, Wong noted how important it is to pick your initial investors wisely. “They can help you with a lot of nepotism, and finding relationships where they can just help seed the business. Having investors who were part of the Popchips, and Vitamin Water teams helped with them becoming our first customers. It also helped with bringing other big brands on board.”

He’s also a big believer in always telling people what you’re doing all the time. “It’s awesome, and not about having a big ego, over-sharing, or boasting. It’s about sharing your stream of activity and consciousness so that people will know how to help you. You need to figure out how to generate serendipity in your life. You never know who will help you. You’ll never get any help if you’re not constantly communicating what you’re doing.”

In terms of succeeding as a startup outside of “The Valley” Wong was adamant saying, “the world’s a different place today. There’s Kickstarter, Indiegogo, Angel List, and so many organizations like Startup Grind, and the likes of Y Combinator and TechStars there to help you. You can start something anywhere. There’s a thing called a plane. If you really want to find your customers you’ll find them. Using location as an excuse is lame”

There’s no shortage of evidence that points to Wong knowing the value of PR. “Those people who shit-talk PR don’t understand it’s a tactical tool. It’s great for validation, customer acquisition, for information. Why send someone a slide-deck, when you can send them an article that tells them your story?”

I asked Wong what’s nobody talking about today, that they’ll be talking about in a year from now.

He’s most excited about  “looking at data from connected devices. It’s not creating a brand version of something for FitBit. That’s useless. I think one of the biggest opportunities will be looking at moments that come from those devices. We create a currency that’s universally applicable beyond just apps. I envision an internet connected scale saying you’ve lost five pounds, and then having Special K reward you for that moment.”

The youthful exuberance combined with serious business experience left some of the audience needing to catch their breath. It’s evident that no matter what’s thrown at him, Wong’s someone who’s always looking on the bright side of life. Entrepreneurship isn’t easy so it’s worth keeping the life of Brian in mind.

You Might as Well Be Drunk!

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Imagine the most important pitch you’ve ever given. Now imagine doing it drunk.

If you’ve just put in five, six or seven consecutive sleep deprived days of work, that’s what you’re basically doing. Working insane hours and claiming you’re a hard-charging, successful entrepreneur is folly. At some point poor sleep habits lead to fatigue, which in turn significantly diminishes your performance. You might as well be drunk.

There’s solid science behind debunking the entrepreneur that never rests will be successful myth. Vancouver’s Fatigue Science recently shared some insightful data worth keeping in mind. CEO Sean Kerklaan looks at sleep this way saying , “I don’t care about how many hours I’ve slept. It’s not about giving me metadata around how I’ve been performing. It’s no different than inputting how many steps taken or calories consumed, and then doing nothing with the data that’s life improving. It’s about understanding how I can do better for tomorrow. It’s understanding how my 4, 6, or 8 hours of sleep yesterday is going to affect me today on the job, and tomorrow on the job.”

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Kerklaan shared the results from having charted the schedules of two CEO’s. They show that both CEO’s are working about 255 hours over the course of a 21 day schedule. CEO1 isn’t getting much sleep and is spending 37 percent of the time in a fatigue-impaired state (below the 70 percent effectiveness threshold). CEO2 is getting more sleep, and spending 0 percent of his work time fatigue impaired.

Fatigue Science is founded using US military technology. Kerklaan’s team has acquired a fatigue model developed in 1996. It was programmed into an actigraph known as the Sleep, Activity, Fatigue, and Task Effectiveness (SAFTE) Model. This has been applied it in the creation of a Fatigue Avoidance Scheduling Tool. Originally this software focused on optimizing the operational management of aviation ground and flight crews. This journal article “Fatigue Models for Applied Research in Warfighting” details the science behind the technology.

This science is all about optimizing performance. They are working with clients including professional sports teams like the Vancouver Canucks, the Dallas Mavericks (NBA), Seattle Sounders (MLS), and a soon to be announced NFL team. The correlation between performance and the bottom line is obvious for both the franchise and the athletes. Entrepreneurs need to be giving themselves the star sleep treatment too.

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Getting a consistent eight hours of sleep in isn’t always going to happen. Kerklaan is living the startup life, and shares “look at the 24 hours in a day. No one is suggesting as a CEO that you don’t have to work a crazy amount of hours, because you do. There’s always that pervasive sense of having way too much to do and you’ll never get it all done. If you start by prioritizing the need for at least seven to eight hours of sleep a night it still leaves you 16 hours a day to be on your phone, dealing with people, designing your product, wading through email, or prepping for the next pitch. You’ve got 112 hours to work each week. That’s a lot of work time. By prioritizing sleep, you’ll be more effective on the job.”

Work hard, play hard, and incorporate good sleep hygiene into your daily schedule. Here’s a few valuable things to consider:

  • Have a consistent bedtime and an awakening time. Your body will be conditioned to falling asleep at a certain time, but only if this is relatively fixed.

  • Avoid alcohol four to six hours before bedtime.

  • Avoid caffeine four to six hours before bedtime

  • Avoid heavy, spicy, or sugary foods four to six hours before bedtime. These can affect your ability to stay asleep.

  • Use comfortable bedding. Uncomfortable bedding can prevent good sleep.

  • Find a comfortable temperature setting for sleeping and keep the room well ventilated. If your bedroom is too cold or too hot, it can keep you awake. A cool (not cold) bedroom is often the most conducive to sleep.

  • Block out all distracting noise, and eliminate as much light as possible.

  • Don’t have a television in your bedroom.

  • Reserve the bed for sleep and sex. Don’t use the bed as an office, workroom or recreation room.

  • Let your body “know” that the bed is associated with sleeping.

(Source: Sleep Hygiene | University of Maryland Medical Centerhttp://umm.edu/programs/sleep/patients/sleep-hygiene#ixzz2qglEh7R0)

Looking ahead, Kerklaan’s vision for Fatigue Science isn’t as a consumer-based wearable device. Optimizing people’s performance for the boardroom to the locker room is good for business. But at the heart of this company is the core value of knowing how critical worker and workplace safety is in key sectors like the resource industry, transportation and manufacturing. For him  “It’s moving beyond our watch, it’s about embedding the algorithm and creating a ubiquitous platform that’s device agnostic. It works with scheduling software, smartphones, other wearable devices and even connectable fabrics one day. It’s starting with asking the question how does sleep affect your safety, and your overall performance, and how we help you get better.”

Here is some bonus reading about the “business” of sleep: From the Harvard Business Review “Sleep Deficit: The Performance Killer.”

From the New Yorker, “Up All Night: The Science of Sleepiness.”

This story originally appeared in BetaKit

Accelerator Learnings and Lessons

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They come in different flavors, and they’ve been around for a while too. Accelerators and incubators are nothing really new or novel, but, like most good businesses, the ones with great leadership, vision, mentorship, and connections can make a big difference in the lives of many entrepreneurs.

When Vancouver’s GrowLab put out the call for its first cohort in the Summer of 2011, over 350 teams answered. As important it was for those first five startups to join, it also marked a moment when the Vancouver startup ecosystem started to take on a new life.

In March 2012 Mike Edwards assumed the role of executive director. On November 1, 2013 he officially passed the title (and leadership torch) to Jonathan Bixby.

Under Edward’s watch a lot has changed at GrowLab. While not the only “game in town”, it’s fair calling it a key startup hub in Vancouver. We recently had a conversation with Edwards and Bixby about entrepreneurship and the startup life.

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One can’t label Edwards as a member of the Vancouver “tech establishment”, but the trajectory he’s been on might leave a few people breathless. “Three years ago I rolled back into Vancouver and set myself up in a coffee shop, saying to my wife that it would be hard to break in,” Edwards told BetaKit. “Did that for three month, spending two days a week working out of the coffee shop trying to navigate the scene, and figure out how best to break in. Yet two and a half years later we have 12,500 square feet of office space, with 175 people working here, over $20 million raised, and have created more than a 100 new jobs. Being able to add value to the Vancouver, BC, and Canada is incredibly exciting.”

Acknowledging his time is “sliced pretty slim”, Edwards is pleased about bringing Jonathan Bixby on board as the new Executive Director. Bixby has two successful exits under his belt, including most recently co-founding and leading Strangeloop Networks to exit, while maintaining the title of “Best Employer in British Columbia” for five consecutive years. Edwards said the fact that “Jonathan has the benefit of having built companies, built teams, having an established international network, and is already mentoring a number successful Canadian companies in Canada, means he’s coming at this from a much higher and stable place than from what I was coming from.”

They both see the entrepreneurial landscape shifting in a more positive direction, citing the value of some key assets we have in Canada. For instance, the federal government has put $400 million towards the Federal Venture Capital Action Program, then further investing in the whole cycle by allocating $100 million towards early stage tech (GrowLab is a beneficiary). Additionally there’s the important partnership role played by the Business Development Bank of Canada (BDC), and the federal government also committing another $60 million to the IRAP-CAIP funding program, which could help the likes of Launch Academy, BCTIA, BCIC or WaveFront. Bixby and Edwards said “there’s a community that wants to support growth and talent.”

To that Edwards answered, what can we do better? By suggesting “everyday we can dream bigger. We don’t need to ask anything of anyone else, we need to ask ourselves, how we can do this better, how can we do this faster, how can we leverage these great assets availed to us, because there’s more than enough”

From Bixby’s personal perspective, “once you have a safe place to start something, it’s not as difficult to reach to the next level. This location (GrowLab & Launch Academy) is an example of such a place. Vancouver’s starting way further ahead now than when I launched my first startup. You can look back at a couple of big successes like CREO or MDA, but there was a huge gap after that. Now we’re seeing the gap filled by companies like Hootsuite, Vision Critical, Build Direct. There’s the potential for going public or raising bigger rounds of financing, and it’s setting an example to younger entrepreneurs that this can be done in Vancouver. Seeing success at the top of the market will help pull everyone up.”

“We’re trying to foster the attitude and belief that “hey, it’s okay to be an entrepreneur,” said Bixby. He adds “it’s fulfilling, it can sometimes be lucrative, and you only live once… so we’re trying to create a sense that it’s something to aspire to instead of being fearful of.” The theme of the conversation played back to the importance of creating an environment where it feels safe to try, to test, to fail, and possibly even rinse and repeat a few times.

Given the investments being made, it’s fair asking if someone’s a born entrepreneur or whether entrepreneurship can be taught. Edwards was unequivocal. “Absolutely we can teach it,” he said. “At the core it’s about execution. It’s about putting a team together, executing against bigger and bigger goals, it’s an iterative process, that can be taught, can be analyzed, can be studied, can be ripped apart, and has a metric analysis to it. If you can execute everyday (ascribe to Kaizen) constant improvement you will build a successful company.”

We agreed that it’s also time to reconfigure our view of the entrepreneur life. It’s time to quit reading the headlines, and to quit buying into the myth of glory, overnight success and riches. While encouraging the pursuit, Bixby also has the scars to prove that entrepreneurship “is hard, bloody work; it’s sacrifice.”

GrowLab will grow. More importantly, the current and future cohorts will keep benefiting from a healthy dose of realism too.

This story first appeared in BetaKit