http://www.friendbookmark.com/userpost/54/ Most recent videos, photos and websites posted by moviegoer https://www.friendbookmark.com/videos/6545/still-watersThrough a series of extraordinarily honest and intimate conversations, filmmaker Aurora Brachman examines the intergenerational fallout of experiences her mother endured as a child. Together, they forge a path forward that offers them a new beginning. As featured on POV Season 6 -- Still Waters BlackStar Film Festival, Audience Award Best Short Documentary Palm Springs Shorts Fest, Best Student Documentary Special Mention SFFilm Festival, Bay Area Short Film Prize https://www.friendbookmark.com/videos/5986/makeshift-morgue-for-coronavirus-dead-at-randalls-island-in-nycAt least 60 refrigerated trailers sat in a parking lot outside of Icahn Stadium on Randall's Island on Friday (April 10) as New York City reported another 233 deaths from the coronavirus overnight. The island has recently been transformed into a temporary morgue for the dead, as trenches are being dug on Hart Island in the Bronx to store unclaimed bodies. https://www.friendbookmark.com/videos/5789/joshua-copeland-plugin-development-in-a-block-editor-worldWith the Gutenberg release, a new Block based editor opens the door for developers to do some interesting things with it versus the traditional way WordPress handles content. In this talk, the basics of Blocks and the power of building custom blocks for special content. Join me in this talk geared towards developers and power [â] Full presentation slides: https://docs.google.com/presentation/d/1sYoBowlrL7YQC-lKR5gUdRI-p2UlZknsyckP5MtnLyQ/present?slide=id.g35f391192_00 https://www.friendbookmark.com/videos/5788/beltrn-rueda-wordpress-en-alta-disponibilidad-en-awsUna de las mayores ventajas de la nube es la escalabilidad. En esta sesiÃn mostraremos consejos de cÃmo desplegar un WordPress usando los servicios disponibles en AWS como EC2, RDS, LoadBalancer, ElastiCache entre otros. Se mostrarà cÃmo minimizar los costes desde un pequeÃo sitio a uno de alta disponibilidad en la nube de Amazon. Full presentation slides: https://2019-developers.sevilla.wordcamp.org/session/wordpress-en-alta-disponibilidad-en-aws/ https://www.friendbookmark.com/videos/5787/bernie-wong-wordpress-site-done-so-how-to-market-itBernie will talk about how to outreach to customers after a WordPress site is launched. Topics include plugin for marketing and content marketing techniques. Full presentation slides: https://speakerdeck.com/wordcamp_hk/wordpress-site-done-so-how-to-market-it-by-bernie-wong https://www.friendbookmark.com/videos/5785/ivan-so-7-methods-to-boost-online-sales-for-e-shopsIvan will explain the 7 methods to boost online sales for e-shops. He will also talk about some recommended plugins to achieve each of the 7 methods. Full presentation slides: https://speakerdeck.com/wordcamp_hk/7-methods-to-boost-online-sales-for-e-shops-by-ivan-so https://www.friendbookmark.com/videos/5783/edmond-yu-404-not-found402網上內容免費，是常識吧？其實不然。 上過網的人，幾乎都聽過遇過「404 Not Found」，卻幾乎沒有人知道「402 Payment Required」的存在。打從互聯網初期已經預留的 402 狀態碼，反映部分網頁需要收費才符合原初的網絡「常識」。然而一路發展下來，免費內容成為壓倒性的主流，營運者只能倚靠廣告收益，最大的互聯網公司 Google、Facebook 等在此潮流中得到大部分好處，反而大量內容生產者只能艱苦經營。 其實內容收費生態持續在演變，付費牆模式走了十多二十年，到近年才有眉目，其中以電影、音樂、書本、遊戲等比較成熟的產業結構為主。 基於 WordPress 的內容創作，是否也可以抓住收費內容的商業模式，令創作者可以專注內容創作的品質，直接由內容消費者買單? https://www.friendbookmark.com/videos/5782/cesar-tardaguila-contributing-to-the-wordpress-mobile-appsMobile devices provide an extraordinary opportunity to deliver a superior mobile experience to every user, particularly around accessibility and offline/poor connectivity support. The WordPress Mobile Apps, developed as open source, leverages that opportunity to bring the best WordPress experience on the road. This talk, by one of the developers involved in the development of the WordPress Mobile Apps, will contain first hand information on the way the team develops and test them to make sure that they provide the experience that the users expect, and how anyone can contribute to the effort, either coding, testing, contributing designs or documentation. Full presentation slides: https://speakerdeck.com/wordcamp_hk/contributing-to-the-wordpress-mobile-apps-by-cesar-tardaguila https://www.friendbookmark.com/videos/5780/hidekazu-ishikawa-wordpressWordPress でホームページを作ろう！と思って本を購入しても、言葉がわかりにくくて難しいと感じる方は少なくありません。「いちばんやさしいWordPressの教本」の著者として、特に初心者がつまづきやすいポイントである「WordPressでできること/できないこと」「WordPressのしくみ」「レンタルサーバー」「テーマ」「プラグイン」の5つに絞って解説します。 Full presentation slides: https://www.slideshare.net/kurudrive/wordpress-185086444 https://www.friendbookmark.com/videos/5779/motoharu-sumi-seo-1本来、中小企業に必要なSEOは「買いたい」検索者を集めること。しかし世の中に出回るSEO情報は「知りたい」意図に応えるコンテンツを作って「ただ知りたいだけ」の検索者を集める、というものばかり。これではアクセスは増えても売上にはつながりません。 「買いたい」検索者を集めるホームページには、お役立ちコンテンツも長文も被リンクも必須ではありません。必須なのはたった1つ「買いたくて訪問してきた人に確実に買ってもらう」方法論だけです。 このセッションでは、これまでのSEOの誤解を明快に解きほぐし、今後やるべきことを明確にお伝えします。 Full presentation slides: https://docs.google.com/presentation/d/1BjgxkKRfQcRJ2EMtS6_Yt0hExx-mr-G20wD8zjLCr2g/edit https://www.friendbookmark.com/videos/5778/hokuto-kasai-tamayo-suzuki副業ブームもあり、WordPress を活用したアフィリエイトでマネタイズにチャレンジする方が増えています。しかし、数年前の情報に振り回されて遠回りしたり、思わぬリスクに直面したりすることも。 昨今の法律改正や集客経路の変化などのトレンドを共有し、注意すべき点や大切にしていただきたい点、そして、今からチャレンジするなら狙い目のポイントもお伝えします。 Full presentation slides: https://www.slideshare.net/secret/7TXxe7q7tjs7uB https://www.friendbookmark.com/videos/5777/stacy-m-clements-wordpress-security-beyond-the-pluginYou installed a security plugin, and you donât get much traffic anyway since your business is smallâso you donât need to worry about getting hacked, right? While there are several good security plugins that are a useful part of a security plan, securing a WordPress site requires more than a plugin. Plugins are handy tools but can give a false sense of security if the entire security landscape is not considered. You may not have a lot of money to invest, but you can learn a framework and some basic actions to help you get a better grasp on security for your website â and your business. https://www.friendbookmark.com/videos/5776/craig-west-decoupledheadless-wp-and-wp-components-for-non-wp-sitesDecoupled/Headless WordPress sites allow WordPress to be at the hub of internet technology. Rather than a âthem and usâ, WordPress can be the bridge for the non-technical client, allowing the decoupled site (which can be just HTML/CSS/JS) to integrate all the non-WordPress technologies. The client can have the comfort and reassurance of WordPress CMS, the viewer can benefit from all the other non-WordPress technologies. https://www.friendbookmark.com/videos/5775/alain-schlesser-building-a-realtime-status-page-using-the-combined-power-of-gutenberg-and-firebaseModern infrastructure technologies like serverless computing and real-time databases offer a huge potential for new and improved online user experiences. In this session, weâll go through a practical use case to find out how we can harness their power in the context of WordPress. Weâll build a Gutenberg block that shows status updates, to be incorporated into a status page. Weâll use serverless computing to allow adding status updates via a Slack command, and weâll use a real-time database so that all visitors receive these updates in real-time without any impact on our WordPress server. https://www.friendbookmark.com/videos/5774/joseph-lopreste-web-accessibility-made-easy-for-wordpressWe explain what the WCAG 2.1 guidelines are and why they are so important to us as WordPress developers and agencies. Then we offer our easy and actionable steps that you can do to your website as soon as you get home to help you become compliant. We of course go through and explain each step we offer so you will understand clearly. Finally, we offer some resources and links to completely free plugins that you can use to test your websites Section 508 compliance and help your compliance instantly. Full presentation slides: https://2019.birmingham.wordcamp.org/files/2019/08/Accessibility-Made-Easy-no-gifs.pdf https://www.friendbookmark.com/videos/5773/jenny-beaumont-doing-it-wrongThe Internet was the promise of freedom of information, but it never promised the information would be truthful or objective. What was good for you yesterday, isnât today. Fail fast, fail early, fail often, but filter the imperfections out of your Instagram. Cultivate your intuition, and fear nothing, but how can you be sure that your intuition isnât a fight-or-flight response? Since the first time she was told she was âdoing it wrongâ, Jenny has been fascinated by the contradictions of âfactâ and âtruthâ that shape how we view the world. Join her as she explores science, history, medicine, yoga, agile and more; and how these ideas affect us as individuals and as members of a rapidly growing community. https://www.friendbookmark.com/videos/5772/marcel-bootsman-why-i-walked-more-than-700km-to-berlin-and-survivedMarcel walked more than 700 kilometers to get to WordCamp Europe to raise funds for a good cause in the WordPress community. He will tell you about his preparation, the journey itself, people he met, and how he managed to step away from his company for a month to do it. https://www.friendbookmark.com/videos/5771/joe-mcgill-semantic-content-in-a-block-editing-worldThe Gutenberg block editor gives us new and exciting possibilities to create visually rich content in WordPress using block-based authoring tools. But what if we donât know how our content is going to be displayed? Joe will take a look at what happens when we make assumptions about the visual presentation of our content, based on the tools we use to create that content. He will explore the advantages and tradeoffs that come from keeping the structure of your content distinct from the presentation of that content, and look at examples of how we can maintain this separation while providing compelling visual authoring experiences for people using our custom authoring tools. https://www.friendbookmark.com/videos/5770/daniel-kanchev-more-aim-less-blame-how-to-use-postmortems-to-turn-failures-into-something-valuableMistakes and failure are inevitable. Instead of being afraid of them, we should use them as lessons that help identify weak points in our organisations and systems. One way to do this is by writing blameless postmortems. Daniel details exactly how postmortems can help organisations and teams focus on improvement, and how that boosts work morale, makes products better, and strengthens your relationship with customers. https://www.friendbookmark.com/videos/5769/kre-steffensen-how-gutenberg-changed-the-way-we-sell-wordpress-sitesIn early 2018, Peytz & Co started using Gutenberg to power a boilerplate theme on which they built custom websites. KÃre will talk about how Gutenberg helped better align sale pitch and client understanding of what is actually developed in a modular approach when looking at functionality and content, on a website that is bound to change over time. https://www.friendbookmark.com/photos/1060/how-the-coronavirus-crisis-impacts-performance-marketing-long-termThe Coronavirus quickly escalated from a healthcare crisis to an economic crisis. Companies across all industries are pulling back on media spend to avoid risk and cut costs. But when we emerge from this crisis, what will performance marketing look like? How should brands re-enter as the economy slowly opens back up. Join Forrester analyst Collin Colburn to learn about the impact Coronavirus is having on marketing and how marketers should prepare for the rebound. Information covered in this presentation slides: 1. How The Coronavirus Crisis Impacts Performance Marketing Long Term The Direct to Consumer Summit: Planning for Q3 & Q4 1 2. 11:00 â 11:45am PT 12:30 â 1:15pm PT LOB PRESENTS: Why Modern Direct Mail is a D2C Marketerâs Secret Weapon Todayâs Timeline QUICKFRAME PRESENTS: Use Video Effectively Throughout Your Customerâs Journey 11:45am â 12:30pm PT FORRESTER PRESENTS: How The Coronavirus Crisis Impacts Performance Marketing Long Term The Direct to Consumer Summit 2 3. ● Session recording and slides will be sent out ● Log back in anytime with the same link ● Resources available as handouts Eyebrow Text Todayâs Logistics Persephanie Arellano Webinar Coordinator 3 4. Tinuiti is the largest independent performance marketing agency across the triopoly. Some of our clients Our Recognition 4 5. 5 Coronavirus (COVID-19): The Resource Hub for Marketers The latest news and cutting edge strategies for marketers to apply today tinuiti.com/covi d Latest News & Updates by Channel Tips for Marketers to Implement Trends & Up-to-the Minute Updates 6. Todayâs Speaker Collin Colburn Senior Analyst 6 7. How The Coronavirus Crisis Impacts Performance Marketing Long Term Collin Colburn, Senior Analyst 8. 8 2020 Forrester. Reproduction Prohibited. 8 Agenda â Macroeconomic impacts â Marketing spend for the next two years â Shifts in consumer behavior â Recommendations 9. The pandemic dictates macro economic trends 10. 10 Firms are planning for Phase 3 now 11. 11 Spend on goods is vulnerable each month of containment For each month of containment, annual GDP declines about 2% 12. 12 The global economy has come to a grinding halt due to COVID-19 13. 13 2020 Forrester. Reproduction Prohibited. â Scenario A, best case: ̶ Virus infections and death rates peak in Q2 2020 in the US and Europe ̶ Economies impacted from Q2-Q3 2020 and recovery beginning in Q4 2020 ̶ As of 4/9, this scenario had a 30% probability â Scenario B, a more damaging scenario: ̶ Pandemic and economic downturn lasts through all of 2020 ̶ Conditions improve beginning in Q2 2021 ̶ As of 4/9, this scenario had a 60% probability â Scenario C, an even more damaging scenario: ̶ Pandemic recurs and economic downturn extends into 2021 ̶ As of 4/9, this scenario had 10% probability ̶ We have not modeled the effects of this scenario on tech or marketing investments yet Three scenarios for the US economy Letâs walk through the impacts to the marketing industry if this scenario pans out 14. 14 The US economy is in recession The extent of the recession will depend on the scenario Source: US Tech Budget Outlooks In A COVID-19 Recession Forrester report 15. The pandemic is severely impacting marketing 16. 16 Total marketing spend in the US will fall regardless of scenario Source: The 2020 COVID-19 Crisis Will Stun US Marketing 17. 17 Offline media spend will collapse Source: The 2020 COVID-19 Crisis Will Stun US Marketing 18. 18 Agency services spend goes L- shaped Source: The 2020 COVID-19 Crisis Will Stun US Marketing 19. 19 Marketing automation will stay afloat; martech declines Source: The 2020 COVID-19 Crisis Will Stun US Marketing 20. 20 Other COVID-19 effects on marketing â 58% of brand marketers said they will be reducing their marketing spending â Advertisers are adjusting media budgets down, driven partially by the lack of live sports â One upside: This has forced marketing teams into new Agile ways of getting things done, and will be the new norm Sources: Digiday; IRI; Forrester leadership boards 21. The pandemic has changed consumer habits and sentiment, too 22. 22 2020 Forrester. Reproduction Prohibited. 37% 5% 8% 9% 9% 11% 12% 13% 14% 14% 16% 17% 21% None of these Sought out mental health support Signed up for online class Signed up for video or music online streaming service Meditated or practiced other relaxation techniques Used a digital payment method Took an exercise class online Received medical support or a medical appointment over theâ Banked online Paid bills online Attended a religious service online Ordered restaurant delivery online Purchased groceries online Which of the following, if any, have you done for the first time as a result of the COVID-19 pandemic? Base: 1122 US online adults Source: Forrester Analytics Consumer Technographics COVID-19 Survey 1, 2020 (US). 23. 23 2020 Forrester. Reproduction Prohibited. 17% 19% 23% 25% 26% 30% 33% Which of the following, if any, have you done for the first time as a result of the COVID-19 pandemic? Base: 1122 US online adults Source: Forrester Analytics Consumer Technographics COVID-19 Survey 1, 2020 (US). Ordered restaurant delivery online Purchased groceries online Paid bills online Signed up for online class Took an exercise class online Signed up for video or music online streaming service Banked online 14% 16% 19% 10% 18% 26% 19% 5% 7% 13% 5% 13% 18% 15% 4% 10% 5% 1% 6% 17% 12% Generation Z Millennials Generation X Baby Boomers 24. 24 2020 Forrester. Reproduction Prohibited. 12% 18% 19% 21% 24% 25% 29% 42% 45% None of the above Emails from companies about COVID-19 are unhelpful I am using contactless payments more to avoid touching screens and hardware in stores I'll shop much more online in the future I want more places to offer curbside pickup I am buying more from Amazon/Tmall and Taobao than I ever have before I appreciate store emails about COVID-19 I want to support affected local businesses I hope to resume usual shopping habits soon With which of the following statements *do you agree* regarding the COVID-19 crisis? Base: 1122 US online adults Source: Forrester Analytics Consumer Technographics COVID-19 Survey 1, 2020 (US). 25. 25 2020 Forrester. Reproduction Prohibited. 11% 22% 23% 25% 27% 27% 29% 29% 35% With which of the following statements *do you agree* regarding the COVID-19 crisis? Base: 1122 US online adults Source: Forrester Analytics Consumer Technographics COVID-19 Survey 1, 2020 (US). I am buying more from Amazon/Tmall and Taobao than I ever have before I appreciate store emails about COVID-19 None of the above Generation Z Millennials Generation X Baby Boomers I want more places to offer curbside pickup I'll shop much more online in the future I want to support affected local businesses I am using contactless payments more to avoid touching screens and hardware in stores I hope to resume usual shopping habits soon Emails from companies about COVID-19 are unhelpful 12% 25% 38% 24% 38% 30% 23% 32% 31% 13% 14% 56% 16% 58% 18% 17% 32% 21% 13% 15% 50% 17% 38% 21% 22% 24% 20% 26. What should you do to succeed now and in the long run? 27. 27 2020 Forrester. Reproduction Prohibited. Get your organic marketing efforts up to speed A website is the primary place where customers experience a brand Customers will look for up-to-date information from your website, social media handles As we begin to re-open, customers will turn to organic channels for critical information regarding hours, location details, and available products 28. 28 2020 Forrester. Reproduction Prohibited. A global hotel chain is prioritizing organic marketing Partnered with NYC hospitals to provide complimentary rooms to staff Developed cross-channel content to communicate to customers about updated efforts for cleaning and sanitizing of properties 29. 29 Adopt agile planning methods for the future Source: How To Apply Agile Methodology To Marketing 30. 30 2020 Forrester. Reproduction Prohibited. Many companies were forced early on to adjust plans quickly 31. 31 2020 Forrester. Reproduction Prohibited. Model possible outcomes on a rolling basis â Start with small tests â varying by customer needs, routes to market, and product availability â Align tests with budget capacity and changing customer needs â Update regularly 32. 32 2020 Forrester. Reproduction Prohibited. ANZ has adopted agile scenario planning for all events or crises 33. 33 Donât stop marketing Donât continue an unaffordable media plan, but consider if pre-crisis products, placements, or promotions should be revised for customerâs current needs 34. 34 2020 Forrester. Reproduction Prohibited. Large and small businesses have adopted their marketing approaches Peloton now offers âfamily fitâ programming for customers with kids at home with them Aman Home Services, a cleaning business, pivoted to sterilizing commercial building lobbies when household services declined Local restaurants are now offering grocery pick up in addition to take out services 35. 35 2020 Forrester. Reproduction Prohibited. â A Q2 2021 economic recovery is the most likely scenario as of now â As a results, brands will have to re-evaluate marketing spend and priorities â Consumer behavior is shifting faster than ever â What should you do? ̶ Prioritize organic marketing efforts now ̶ Test and adopt agile planning methods ̶ Model out possible scenarios â and revisit those scenarios frequently! ̶ Donât go dark â use the 4Ps to keep marketing Key Takeaways 36. 36 Thank You. Collin Colburn ccolburn@forrester.com 212.857.0735 37. 37 Live Q&A 37 Collin Colburn Senior Analyst 38. THANK YOU! 38 39. 11:00 â 11:45am PT 12:30 â 1:15pm PT QUICKFRAME PRESENTS: Use Video Effectively Throughout Your Customerâs Journey 11:45am â 12:30pm PT FORRESTER PRESENTS: How The Coronavirus Crisis Impacts Performance Marketing Long Term LOB PRESENTS: Why Modern Direct Mail is a D2C Marketerâs Secret Weapon Todayâs Timeline The Direct to Consumer Summit https://www.friendbookmark.com/photos/1059/us-coronavirus-data-as-of-may-1-2020-just-data170 pages this week, but just data on Coronavirus cases in US by state. Includes the best measure found so far -- Average weekly new cases per day per 100,000 population Page 4 â 8 are alphabetical by state total cases, max cases per day, 4-24 to 5/1 average cases per day, plus normalized by 100,000 population. Has which 3 charts numbers for detail data per state Pages 9 â 13 are from state with the highest cases per 100,000 population (New York) to least (Montana). Also shows average new cases per day per 100,000 population in descending order. Page 14 has distributions of cases/100,000 and new cases per day per 100,000. Also shows the ration of weekly new cases 4/24 to 5/1 divided maximum weekly new case. Note that for 21 states (and Total US, and District of Columba) had the maximum weekly new cases during 4/24 to 5/1 Information covered in this presentation slides: 1. US Coronavirus Data For US Just Various Data Views James K. Orr May 2, 2020 2. Whatâs Here This Week â Present value views of the coronavirus case data I have been collecting for the past few months â Focus on â Total Cases per 100,000 population per state â Average New Cases Per Day Over One Week normalized by 100,000 population per state â Report New Cases in week 4-24 to 5-1-2020 divided by the maximum New Cases per week 3. Formatting Order â Data By Each State in alphabetical order â Also US Total and District of Columbia â Order of states (maximum to minimum) â Cases per 100,000 population â New Cases Per Day per 100,000 population â Data Per State, US Total First â New Cases Per Day â New Cases Per Day per 100,000 population â Cases by Day of Week (strong pattern present) 4. Data By State â Alphabetical Order State Presentation Package Detail Chart Numbers State Population Cases Cases Per 100,000 Population Rank Per 100,000 Maximum Average New Cases Per Over One Week 4/23/2020 to 5/1/2020 Average New Cases Per Over One Week 4/23 to 5/1 Weekly Avg Divided By Maximum 4/23/2020 to 5/1/2020 Average Cases Per Day Per 100,000 Population Rank Per week Per 100,000 Reported U.S. Total 15 - 17 334,351,157 1,095,496.00 327.6 13 31,394 28,108 89.5% 8.4 17 Alabama 102 - 104 4,908,621 7,295.00 148.6 30 223 181 81.1% 3.7 35 Alaska 162 - 164 734,002 364.00 49.6 50 13 4 28.1% 0.5 50 Arizona 135 - 137 7,378,494 7,962.00 107.9 41 274 274 100.0% 3.7 34 Arkansas 129 - 131 3,038,999 3,321.00 109.3 39 159 73 45.9% 2.4 42 California 114 - 116 39,937,489 52,152.00 130.6 34 1,739 1,574 90.5% 3.9 31 Colorado 60 - 62 5,845,526 15,768.00 269.7 16 502 502 100.0% 8.6 15 Connecticut 30 - 32 3,563,077 28,764.00 807.3 5 1,016 692 68.1% 19.4 7 Delaware 39 - 41 982,895 4,918.00 500.4 8 211 211 100.0% 21.5 6 District of Columbia 33 - 35 720,687 4,668.00 647.7 6 163 163 100.0% 22.6 5 Florida 93 - 95 21,992,985 34,728.00 157.9 27 1,149 599 52.2% 2.7 41 5. Data By State â Alphabetical Order State Presentation Package Detail Chart Numbers State Population Cases Cases Per 100,000 Population Rank Per 100,000 Maximum Average New Cases Per Over One Week 4/23/2020 to 5/1/2020 Average New Cases Per Over One Week 4/23 to 5/1 Weekly Avg Divided By Maximum 4/23/2020 to 5/1/2020 Average Cases Per Day Per 100,000 Population Rank Per week Per 100,000 Georgia 63 - 65 10,736,059 27,492.00 256.1 17 850 764 89.8% 7.1 22 Hawaii 165 - 167 1,412,687 619.00 43.8 51 28 3 9.0% 0.2 51 Idaho 126 - 128 1,826,156 2,035.00 111.4 38 112 24 21.1% 1.3 47 Illinois 42 - 44 12,659,682 56,055.00 442.8 9 2,342 2,342 100.0% 18.5 8 Indiana 57 - 59 6,745,354 18,630.00 276.2 15 707 707 100.0% 10.5 12 Iowa 66 - 68 3,179,849 7,884.00 247.9 18 491 491 100.0% 15.4 11 Kansas 99 - 101 2,910,357 4,449.00 152.9 29 239 239 100.0% 8.2 18 Kentucky 132 - 134 4,499,692 4,879.00 108.4 40 180 157 87.5% 3.5 36 Louisiana 36 - 38 4,645,184 28,771.00 619.4 7 1,279 376 29.4% 8.1 20 Maine 150 - 152 1,345,790 1,123.00 83.4 46 38 23 59.8% 1.7 45 Maryland 48 - 50 6,083,116 23,472.00 385.9 11 979 979 100.0% 16.1 10 6. Data By State â Alphabetical Order State Presentation Package Detail Chart Numbers State Population Cases Cases Per 100,000 Population Rank Per 100,000 Maximum Average New Cases Per Over One Week 4/23/2020 to 5/1/2020 Average New Cases Per Over One Week 4/23 to 5/1 Weekly Avg Divided By Maximum 4/23/2020 to 5/1/2020 Average Cases Per Day Per 100,000 Population Rank Per week Per 100,000 Massachusetts 24 - 26 6,976,597 64,311.00 921.8 3 2,367 1,906 80.5% 27.3 3 Michagan 45 - 47 10,045,029 42,356.00 421.7 10 1,434 816 56.9% 8.1 19 Minnesota 141 - 143 5,700,671 5,730.00 100.5 43 363 363 100.0% 6.4 26 Mississippi 72 - 74 2,989,260 7,212.00 241.3 20 254 254 100.0% 8.5 16 Missouri 117 - 119 6,169,270 7,835.00 127.0 35 241 173 71.8% 2.8 40 Montana 168 - 170 1,086,759 453.00 41.7 52 18 1 7.2% 0.1 52 Nebraska 69 - 71 1,952,570 4,838.00 247.8 19 345 345 100.0% 17.7 9 Neveda 90 - 92 3,139,658 5,227.00 166.5 26 153 118 77.5% 3.8 33 New Hampshire 84 - 86 1,371,246 2,310.00 168.5 24 84 84 100.0% 6.1 27 New Jersey 21 - 23 8,936,574 121,190.00 1356.1 2 3,528 2,713 76.9% 30.4 2 7. Data By State â Alphabetical Order State Presentation Package Detail Chart Numbers State Population Cases Cases Per 100,000 Population Rank Per 100,000 Maximum Average New Cases Per Over One Week 4/23/2020 to 5/1/2020 Average New Cases Per Over One Week 4/23 to 5/1 Weekly Avg Divided By Maximum 4/23/2020 to 5/1/2020 Average Cases Per Day Per 100,000 Population Rank Per week Per 100,000 New Mexico 87 - 89 2,096,640 3,513.00 167.6 25 142 142 100.0% 6.8 23 New York 18 - 20 19,440,469 308,314.00 1585.9 1 9,664 5,246 54.3% 27.0 4 North Carolina 138 - 140 10,611,862 10,923.00 102.9 42 410 410 100.0% 3.9 32 North Dakota 108 - 110 761,723 1,107.00 145.3 32 51 51 100.0% 6.7 24 Ohio 96 - 98 11,747,694 17,962.00 152.9 28 818 483 59.1% 4.1 30 Oklahoma 147 - 149 3,954,821 3,748.00 94.8 45 115 90 77.8% 2.3 43 Oregon 159 - 161 4,301,089 2,579.00 60.0 49 69 57 82.9% 1.3 46 Pennsylvania 51 - 53 12,820,878 46,791.00 365.0 12 1,651 1,161 70.3% 9.1 14 Rhode Island 27 - 29 1,056,161 8,962.00 848.5 4 360 323 89.7% 30.6 1 South Carolina 123 - 125 5,210,095 6,268.00 120.3 37 195 171 87.8% 3.3 37 8. Data By State â Alphabetical Order State Presentation Package Detail Chart Numbers State Population Cases Cases Per 100,000 Population Rank Per 100,000 Maximum Average New Cases Per Over One Week 4/23/2020 to 5/1/2020 Average New Cases Per Over One Week 4/23 to 5/1 Weekly Avg Divided By Maximum 4/23/2020 to 5/1/2020 Average Cases Per Day Per 100,000 Population Rank Per week Per 100,000 South Dakota 54 - 56 903,027 2,525.00 279.6 14 125 69 55.4% 7.7 21 Tennessee 81 - 83 6,897,576 11,891.00 172.4 23 452 452 100.0% 6.6 25 Texas 144 - 146 29,472,295 29,229.00 99.2 44 918 918 100.0% 3.1 38 Utah 105 - 107 3,282,115 4,828.00 147.1 31 149 149 100.0% 4.6 29 Vermont 111 - 113 628,061 879.00 140.0 33 41 7 17.9% 1.2 48 Virginia 75 - 77 8,626,207 16,901.00 195.9 21 819 819 100.0% 9.5 13 Washington 78 - 80 7,797,095 14,790.00 189.7 22 467 233 50.0% 3.0 39 West Virginia 156 - 158 1,778,070 1,136.00 63.9 48 48 18 37.4% 1.0 49 Wisconsin 120 - 122 5,851,754 7,314.00 125.0 36 280 280 100.0% 4.8 28 Wyoming 153 - 155 567,025 420.00 74.1 47 13 10 78.0% 1.8 44 9. Order Of States Per 100,000 Population State Cases Per 100,000 Population Rank Per 100,000 State 4/23/2020 to 5/1/2020 Average Per 100,000 Population Rank Per week Per 100,000 New York 1585.9 1 Rhode Island 30.6 1 New Jersey 1356.1 2 New Jersey 30.4 2 Massachusetts 921.8 3 Massachusetts 27.3 3 Rhode Island 848.5 4 New York 27.0 4 Connecticut 807.3 5 District of Columbia 22.6 5 District of Columbia 647.7 6 Delaware 21.5 6 Louisiana 619.4 7 Connecticut 19.4 7 Delaware 500.4 8 Illinois 18.5 8 Illinois 442.8 9 Nebraska 17.7 9 Michagan 421.7 10 Maryland 16.1 10 Maryland 385.9 11 Iowa 15.4 11 10. Order Of States Per 100,000 Population State Cases Per 100,000 Population Rank Per 100,000 State 4/23/2020 to 5/1/2020 Average Per 100,000 Population Rank Per week Per 100,000 Pennsylvania 365.0 12 Indiana 10.5 12 Reported U.S. Total 327.6 13 Virginia 9.5 13 South Dakota 279.6 14 Pennsylvania 9.1 14 Indiana 276.2 15 Colorado 8.6 15 Colorado 269.7 16 Mississippi 8.5 16 Georgia 256.1 17 Reported U.S. Total 8.4 17 Iowa 247.9 18 Kansas 8.2 18 Nebraska 247.8 19 Michagan 8.1 19 Mississippi 241.3 20 Louisiana 8.1 20 Virginia 195.9 21 South Dakota 7.7 21 Washington 189.7 22 Georgia 7.1 22 11. Order Of States Per 100,000 Population State Cases Per 100,000 Population Rank Per 100,000 State 4/23/2020 to 5/1/2020 Average Per 100,000 Population Rank Per week Per 100,000 Tennessee 172.4 23 New Mexico 6.8 23 New Hampshire 168.5 24 North Dakota 6.7 24 New Mexico 167.6 25 Tennessee 6.6 25 Neveda 166.5 26 Minnesota 6.4 26 Florida 157.9 27 New Hampshire 6.1 27 Ohio 152.9 28 Wisconsin 4.8 28 Kansas 152.9 29 Utah 4.6 29 Alabama 148.6 30 Ohio 4.1 30 Utah 147.1 31 California 3.9 31 North Dakota 145.3 32 North Carolina 3.9 32 12. Order Of States Per 100,000 Population State Cases Per 100,000 Population Rank Per 100,000 State 4/23/2020 to 5/1/2020 Average Per 100,000 Population Rank Per week Per 100,000 Vermont 140.0 33 Neveda 3.8 33 California 130.6 34 Arizona 3.7 34 Missouri 127.0 35 Alabama 3.7 35 Wisconsin 125.0 36 Kentucky 3.5 36 South Carolina 120.3 37 South Carolina 3.3 37 Idaho 111.4 38 Texas 3.1 38 Arkansas 109.3 39 Washington 3.0 39 Kentucky 108.4 40 Missouri 2.8 40 Arizona 107.9 41 Florida 2.7 41 North Carolina 102.9 42 Arkansas 2.4 42 13. Order Of States Per 100,000 Population State Cases Per 100,000 Population Rank Per 100,000 State 4/23/2020 to 5/1/2020 Average Per 100,000 Population Rank Per week Per 100,000 Minnesota 100.5 43 Oklahoma 2.3 43 Texas 99.2 44 Wyoming 1.8 44 Oklahoma 94.8 45 Maine 1.7 45 Maine 83.4 46 Oregon 1.3 46 Wyoming 74.1 47 Idaho 1.3 47 West Virginia 63.9 48 Vermont 1.2 48 Oregon 60.0 49 West Virginia 1.0 49 Alaska 49.6 50 Alaska 0.5 50 Hawaii 43.8 51 Hawaii 0.2 51 Montana 41.7 52 Montana 0.1 52 14. Order Of States Per 100,000 Population Note: Family in â California â George â Texas 15. Total US â Cases Per Day 16. Total US â Cases Per Day Per 100,000 Population 17. Total US â Cases Per Day By Day Of Week 18. New York â Cases Per Day 19. New York â Cases Per Day Per 100,000 Population 20. New York â Cases Per Day By Day Of Week 21. New Jersey â Cases Per Day New York 22. New Jersey â Cases Per Day Per 100,000 Population 23. New Jersey â Cases Per Day By Day Of Week 24. Massachuetts â Cases Per Day New York 25. Massachuetts â Cases Per Day Per 100,000 Population 26. Massachuetts â Cases Per Day By Day Of Week 27. Rhode Island â Cases Per Day New York 28. Rhode Island â Cases Per Day Per 100,000 Population 29. Rhode Island â Cases Per Day By Day Of Week 30. XXXXXX â Cases Per Day New York 31. Connecticut â Cases Per Day Per 100,000 Population 32. Connecticut â Cases Per Day By Day Of Week 33. Connecticut â Cases Per Day New York 34. District Of Columbit â Cases Per Day Per 100,000 Population 35. District Of Columbit â Cases Per Day By Day Of Week 36. Louisiana â Cases Per Day New York 37. Louisiana â Cases Per Day Per 100,000 Population 38. Louisiana â Cases Per Day By Day Of Week 39. Delaware â Cases Per Day New York 40. Delaware â Cases Per Day Per 100,000 Population 41. Delaware â Cases Per Day By Day Of Week 42. Illinois â Cases Per Day New York 43. Illinois â Cases Per Day Per 100,000 Population 44. Illinois â Cases Per Day By Day Of Week 45. Michagan â Cases Per Day New York 46. Michagan â Cases Per Day Per 100,000 Population 47. Michagan â Cases Per Day By Day Of Week 48. Maryland â Cases Per Day New York 49. Maryland â Cases Per Day Per 100,000 Population 50. Maryland â Cases Per Day By Day Of Week 51. Pennsylvania â Cases Per Day New York 52. Pennsylvania â Cases Per Day Per 100,000 Population 53. Pennsylvania â Cases Per Day By Day Of Week 54. South Dakota â Cases Per Day New York 55. South Dakota â Cases Per Day Per 100,000 Population 56. South Dakota â Cases Per Day By Day Of Week 57. Indiana â Cases Per Day New York 58. Indiana â Cases Per Day Per 100,000 Population 59. Indiana â Cases Per Day By Day Of Week 60. Colorado â Cases Per Day New York 61. Colorado â Cases Per Day Per 100,000 Population 62. Colorado â Cases Per Day By Day Of Week 63. Georgia â Cases Per Day New York 64. Georgia â Cases Per Day Per 100,000 Population 65. Georgia â Cases Per Day By Day Of Week 66. Lowa â Cases Per Day New York 67. Lowa â Cases Per Day Per 100,000 Population 68. Lowa â Cases Per Day By Day Of Week 69. Nebraska â Cases Per Day New York 70. Nebraska â Cases Per Day Per 100,000 Population 71. Nebraska â Cases Per Day By Day Of Week 72. Mississippi â Cases Per Day New York 73. Mississippi â Cases Per Day Per 100,000 Population 74. Mississippi â Cases Per Day By Day Of Week 75. Virginia â Cases Per Day New York 76. Virginia â Cases Per Day Per 100,000 Population 77. Virginia â Cases Per Day By Day Of Week 78. Washington â Cases Per Day New York 79. Washington â Cases Per Day Per 100,000 Population 80. Washington â Cases Per Day By Day Of Week 81. Tennessee â Cases Per Day New York 82. Tennessee â Cases Per Day Per 100,000 Population 83. XXXXXX â Cases Per Day By Day Of Week 84. New Hampshire â Cases Per Day New York 85. New Hampshire â Cases Per Day Per 100,000 Population 86. New Hampshire â Cases Per Day By Day Of Week 87. New Mexico â Cases Per Day New York 88. New Mexico â Cases Per Day Per 100,000 Population 89. New Mexico â Cases Per Day By Day Of Week 90. Neveda â Cases Per Day New York 91. Neveda â Cases Per Day Per 100,000 Population 92. Neveda â Cases Per Day By Day Of Week 93. Florida â Cases Per Day New York 94. Florida â Cases Per Day Per 100,000 Population 95. XXXXXX â Cases Per Day By Day Of Week 96. Ohio â Cases Per Day New York 97. Ohio â Cases Per Day Per 100,000 Population 98. Ohio â Cases Per Day By Day Of Week 99. Kansas â Cases Per Day New York 100. Kansas â Cases Per Day Per 100,000 Population 101. Kansas â Cases Per Day By Day Of Week 102. Alabama â Cases Per Day New York 103. Alabama â Cases Per Day Per 100,000 Population 104. Alabama â Cases Per Day By Day Of Week 105. Utah â Cases Per Day New York 106. Utah â Cases Per Day Per 100,000 Population 107. Utah â Cases Per Day By Day Of Week 108. North Dakota â Cases Per Day New York 109. North Dakota â Cases Per Day Per 100,000 Population 110. North Dakota â Cases Per Day By Day Of Week 111. Vermont â Cases Per Day New York 112. Vermont â Cases Per Day Per 100,000 Population 113. Vermont â Cases Per Day By Day Of Week 114. California â Cases Per Day New York 115. California â Cases Per Day Per 100,000 Population 116. California â Cases Per Day By Day Of Week 117. Missouri â Cases Per Day New York 118. Missouri â Cases Per Day Per 100,000 Population 119. Missouri â Cases Per Day By Day Of Week 120. Wisconsin â Cases Per Day New York 121. Wisconsin â Cases Per Day Per 100,000 Population 122. Wisconsin â Cases Per Day By Day Of Week 123. South Carolina â Cases Per Day New York 124. South Carolina â Cases Per Day Per 100,000 Population 125. South Carolina â Cases Per Day By Day Of Week 126. Idaho â Cases Per Day New York 127. Idaho â Cases Per Day Per 100,000 Population 128. Idaho â Cases Per Day By Day Of Week 129. Arkansas â Cases Per Day New York 130. Arkansas â Cases Per Day Per 100,000 Population 131. Arkansas â Cases Per Day By Day Of Week 132. Kentucky â Cases Per Day New York 133. Kentucky â Cases Per Day Per 100,000 Population 134. Kentucky â Cases Per Day By Day Of Week 135. Arizona â Cases Per Day New York 136. Arizona â Cases Per Day Per 100,000 Population 137. Arizona â Cases Per Day By Day Of Week 138. North Carolina â Cases Per Day New York 139. North Carolina â Cases Per Day Per 100,000 Population 140. North Carolina â Cases Per Day By Day Of Week 141. Minnesota â Cases Per Day New York 142. Minnesota â Cases Per Day Per 100,000 Population 143. Minnesota â Cases Per Day By Day Of Week 144. Texas â Cases Per Day New York 145. Texas â Cases Per Day Per 100,000 Population 146. Texas â Cases Per Day By Day Of Week 147. Oklahoma â Cases Per Day New York 148. Oklahoma â Cases Per Day Per 100,000 Population 149. Oklahoma â Cases Per Day By Day Of Week 150. Maine â Cases Per Day New York 151. Maine â Cases Per Day Per 100,000 Population 152. Maine â Cases Per Day By Day Of Week 153. Wyoming â Cases Per Day New York 154. Wyoming â Cases Per Day Per 100,000 Population 155. XXXXXX â Cases Per Day By Day Of Week 156. West Virgina â Cases Per Day New York 157. West Virgina â Cases Per Day Per 100,000 Population 158. XXXXXX â Cases Per Day By Day Of Week 159. Oregon â Cases Per Day New York 160. Oregon â Cases Per Day Per 100,000 Population 161. Oregon â Cases Per Day By Day Of Week 162. Alasla â Cases Per Day New York 163. Alasla â Cases Per Day Per 100,000 Population 164. Alasla â Cases Per Day By Day Of Week 165. Hawaii â Cases Per Day New York 166. Hawaii â Cases Per Day Per 100,000 Population 167. Hawaii â Cases Per Day By Day Of Week 168. Montana â Cases Per Day New York 169. Montana â Cases Per Day Per 100,000 Population 170. Montana â Cases Per Day By Day Of Week https://www.friendbookmark.com/photos/1058/angular-ventures-coronavirus-impact-surveyIn an effort to support the community of early-stage founders, Angular Ventures surveyed 128 founders in Europe, Israel, and the United States. We asked them how the Coronavirus has impacted their businesses and how they are responding. This report is the result of that work. Topics covered in the presentation slides: 1. May 7, 2020 Coronavirus: Impact & Response A global survey of early-stage technology founders 2. May 7, 2020 2 Gil Dibner Partner gil@angularventures.com @gdibner LON/TLV Anne Blum Head of Platform anne@angularventures.com @anneablum NYC Andrew Poesaste Associate andrew@angularventures.com @poetential LON Angular Ventures is a venture capital fund based in London, Tel Aviv, and New York that backs early-stage enterprise tech companies from Europe and Israel. We typically invest between $250K and $1.5M anywhere from âday zeroâ to Series A. 3. May 7, 2020 3 âI believe, or perhaps hope, that the VC industry will take what I consider to be a more mature approach to financing startups, with less talk of unicorns and more focus on making ventures economically sustainable. Those ventures with the capacity for stunning valuations will retain that capacity, but all ventures will carry lower risk as a result.â CEO, UK proptech company âMy concern is the influence on 2021-2022 customers budgets and priorities. We have been growing organically 2.5x each year in the past 3 years, we now expect this growth to be slowed.â CEO, Israeli drone company âCorporates and start-ups will adjust to this new normal. Selling over video-calls already worked, but now is necessary. Same for fundraising. The faster everybody adjust to the new normal, the less impact Covid19 will have to the economy. Big corporates are all saying: it's business as usual but adjusted to the new normal.â CEO, Dutch SaaS company âOur current strategy is to stay alive by any means possible and be top of mind for when customers are ready to buy again.â CEO, Romanian edtech company âOverall, I'm cautiously optimistic about our chances of survival, itâs looking likely we could thrive. If we can raise sometime in the next 6 months, I believe we could dominate the space.â CEO, UK transportation company In an effort to support the community of early-stage founders, Angular Ventures surveyed 128 founders in Europe, Israel, and the United States. We asked them how the Coronavirus has impacted their businesses and how they are responding. This report is the result of that work. 4. May 7, 2020 4 Founder, 97% Survey demographics 34% 30% 17% 14% 5% 1% 1-5 6-10 11-20 21-50 51-100 Over 100 Number of employees Europe, 37% UK, 29% Israel, 23% USA, 6% Other, 5% 84% 4% 2% 2% 2% 2% 5% CEO CTO COO VP Eng. VP Mktg / CMO VP Sales / CRO Other Job title 16% 23% 36% 20% 2% 4% Pre-revenue Early POC revenue Less than $1M/year $1M-$5M/year $5M-$10M/year $10M-$25M/year Revenue level 12% 34% 39% 11% 3% 2% None Pre-seed / angels Seed Series A Series B or later Other Funding stage 5. May 7, 2020 5 Contents 1 2 3 4 5 6 Concern & resilience Fundraising & runway Top-line impact Product considerations Marketing strategy Human capital 45% of founders are not confident their startup will survive the recession 53% of companies have 12 months or less of runway 58% of founders are already seeing a negative impact from Coronavirus on sales 47% of founders are changing their product offering in response to Coronavirus 55% of companies are eliminating or reducing the marketing spend 51% of companies are implementing pay cuts 6. May 7, 2020 6 Coronavirus Impact Survey: Concern & resilience 7. May 7, 2020 7 Coronavirus Impact Survey Fears & concerns â As a group, most founders are more concerned about the impact of the pandemic on the economy (81%) than they are concerned about the virus itself (13%) â 55% of founders we surveyed are confident their company will survive the recession â 9% of founders are very concerned that their company wonât survive the recession 81% 13% 6% More concerned about COVID-19 or its impact on the economy COVID-19's impact on the economy COVID-19 Neither 55% 37% 9% Concern of startup's survival during recession Not worried, startup will survive this recession Somewhat worried startup won't survive this recession Very worried startup won't survive this recession 8. May 7, 2020 8 Coronavirus Impact Survey Does revenue buy resilience? â Early stage companies that are pre-revenue or in early POC stages seem to be the most concerned about survival â There is also a high level of concern among substantially more mature companies, perhaps due to a higher cost basis âWe're pre-product market fit. We can't iterate and improve without customers and feedback. Any leads we had, have gone cold. I think this has killed us.â - CEO of a UK SaaS pre-seed company 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Pre-revenue Early POC revenue Less than $1M/year $1M-$5M/year $5M-$10M/year $10M-$25M/year Concern level by revenue level Not worried, startup will survive this recession Somewhat worried startup won't survive this recession Very worried startup won't survive this recession 9. May 7, 2020 9 Coronavirus Impact Survey Most common concerns â Out of the major concerns listed, fundraising was the most frequently cited (58%) by founders â Declining sales (46%) and changing customer priorities (38%) completed the top three concerns âWe were just about to close our pre-seed round when the virus arrived. All of our investors went cold and have pushed conversations with us out by 4-6 months.â - CEO of an Irish analytics company 58% 46% 39% 25% 15% 9% 9% 3% Fundraising in this environment and running out of cash Declining sales Customers deprioritizing startup's solution Team moral Reduction in employee productivity Pressure to reduce pricing Disappearance of marketing channels Layoffs Top concerns (up to three selected) 10. May 7, 2020 10 Coronavirus Impact Survey Back to normal? â 43% of survey respondents believe things will be back to normal by the end of 2020 â 59% of founders expect things will be back to normal by March of 2021 â 11% of founders believe things will never return to normal âWhile I expect in one year life will feel normal again, I expect the recession to take at least two years to overcome.â - CEO of an American hospitality company 1% 21% 21% 16% 13% 7% 7% 4% 11% April to June 2020 July to September 2020 October to December 2020 January to March 2021 April to June 2021 July to September 2021 October to December 2021 Sometime in 2022 or later Never Expectation for when things will "return to normal" 11. May 7, 2020 11 Coronavirus Impact Survey Optimism is not equally distributed â UK founders are the most pessimistic - only 48% stating things will return to normal by March 2021 â American founders are the most optimistic 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% UK Europe Israel USA Expectation for when things "return to normal" by region Never Sometime in 2022 or later October to December 2021 July to September 2021 April to June 2021 January to March 2021 October to December 2020 July to September 2020 April to June 2020 12. May 7, 2020 12 Coronavirus Impact Survey: Fundraising & runway 13. May 7, 2020 13 Coronavirus Impact Survey Fundraising slowdown â Venture investment in Europe and Israel in 2020 started at the highest pace on record for January and February â both were record months â In March, as the effects of Coronavirus became clear, the pace of investment started to drop off and dipped below last yearâs levels 3,489 2,842 2,870 3,037 3,560 4,394 3,889 2,852 2,831 3,651 3,583 1,904 3,755 3,398 2,436 2,611 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Number of VC Investments (US $M, Europe & Israel) 2019 2020 Source: Angular Ventures Data 14. May 7, 2020 14 Coronavirus Impact Survey VC deals keep steady â Although the total investment amounts slowed in March and April, the number of deals done actually remains above last yearâs levels Source: Angular Ventures Data 182 157 154 184 194 197 218 103 194 228 180 152 197 213 174 194 100 120 140 160 180 200 220 240 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Number of VC Investments (Europe & Israel) 2019 2020 15. May 7, 2020 15 0 50 100 150 200 250 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr 2017 2018 2019 2020 US$M Total VC Investment Volume (Europe & Israel) Total volume of investments (US $M) Number of Investments Viewed over a longer time horizon, the first part of 2020 is still looking relatively strong. This picture does not match what many founders are seeing in the field. Why not? Part of the reason is the long lead time. Investments concluded in March or April may have been sourced in January or February, well before the scope of the Coronavirus slowdown became clear Source: Angular Ventures Data Source: Angular Ventures Data 16. May 7, 2020 16 Coronavirus Impact Survey Into a new era â 1Q20 saw the lowest annual growth rate in quarterly VC investment volume across Europe & Israel in over three years â This comes after two distinct periods of acceleration (in 2017 and 2019) â VC investment in April 2020 was down 14% from April 2019, a figure that doesnât bode well for 2Q20 activity 9.3% 40.1% 79.7% 39.8% 43.2% 12.7% 11.2% 32.5% 57.7% 69.2% 53.7% 40.4% 3.5% -14.0% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 April 20 VC Investment, YoY growth rate by quarter (Europe & Israel, US $M) Source: Angular Ventures Data 17. May 7, 2020 17 Coronavirus Impact Survey Runway is everything â Roughly half of early stage companies surveyed have 12 months or less of runway, not surprising given that most raise for 18 months â 37% have 12-24 months of runway â Only 8% are cash-flow positive 25% 28% 17% 20% 2% 8% 1 to 6 months of runway 7 to 12 months of runway 13 to 18 months of runway 19 to 24 months of runway More than 2 years of runway Positive cash flow Current runway (in months) 18. May 7, 2020 18 Coronavirus Impact Survey Runway drives perceived risk â Not surprisingly, shorter runways lead to higher levels of concern â Concern among positive cash flow companies may reflect companies operating on thin margins âI largely think the crisis will make life harder for startups. Having said that, I think the startups that will be most affected are startups that have immediate cash flow concerns and that are in a scaling phase.â - CEO of a UK construction pre-seed company 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 to 6 months of runway 7 to 12 months of runway 13 to 18 months of runway 19 to 24 months of runway More than 2 years of runway Positive cash flow Concern level by runway Very worried startup won't survive this recession Somewhat worried startup won't survive this recession Not worried, startup will survive this recession 19. May 7, 2020 19 Coronavirus Impact Survey Runway lengthening is an active process â Companies with longer runways typically engaged in aggressive cost-cutting to achieve that runway âAs an early stage startup in high corona impact industry, we have to extend our runway as much as possible. We made cuts that would allow us to run for 24 months with only hands on staff.â - CEO of an American hospitality company 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 to 6 months of runway 7 to 12 months of runway 13 to 18 months of runway 19 to 24 months of runway More than 2 years of runway Positive cash flow Cost cutting by runway No costs cut Cut costs but no meaningful impact on runway Cut costs and added 1-3 months of additional runway Cut costs and added 3-6 months of additional runway Cut costs and added 7-9 months of additional runway Cut costs and added 10-12 months of additional runway Cut costs and added more than 12 months of additional runway 20. May 7, 2020 20 Coronavirus Impact Survey Big rounds help â 54% of Series A companies report 18+ months of runway â For seed companies, that drops to about 36% â Only 16% of pre-seed companies have over 18 months of runway â 66% of pre-seed companies have 12 months or less of runway, and 40% have less than six months 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% None Pre-seed / angels Seed Series A Runway (months) by last round of financing Positive cash flow More than 2 years of runway 19 to 24 months of runway 13 to 18 months of runway 7 to 12 months of runway 1 to 6 months of runway 21. May 7, 2020 21 Coronavirus Impact Survey Extending runway â Across our group of respondents, only 13% have not taken any actions to extend runway 13% 52% 46% 43% 30% 23% 17% 15% 14% 8% 6% No changes made or planned Reduced marketing spend Hiring freeze Reduced or eliminated office space/rent Significant changes to the product roadmap and timing Across-the-board salary reductions Significant product changes Termination of service provider contracts Employee furloughs or unpaid leave Increased use of outsourcing Employee layoffs Actions taken to extend runway 22. May 7, 2020 22 Coronavirus Impact Survey Modest impact of cost cutting for most â 88% of companies surveyed have cut costs â About a quarter of those that cut costs failed to achieve any meaningful impact on their cash runway â 11% of companies have been able to cut costs to achieve more than 6 months of additional runway 18% 20% 28% 23% 5% 3% 3% No costs cut Cut costs but no meaningful impact on runway Cut costs and added 1- 3 months of additional runway Cut costs and added 3-6 months of additional runway Cut costs and added 7-9 months of additional runway Cut costs and added 10-12 months of additional runway Cut costs and added more than 12 months of additional runway Cost cutting to extend runway 23. May 7, 2020 23 Coronavirus Impact Survey Fundraising strategy â 17% of companies have begun fundraising immediately to ensure sufficient cash â 28% of companies have delayed their fundraising plans in response to the pandemic âWeâre delaying fundraising and focusing on being break-even.â - CEO of an Israeli SaaS Series A company 17% 3% 5% 46% 17% 11% Beginning fundraising immediately to ensure sufficient cash Brought fundraising earlier by more than six months Brought fundraising earlier by less than six months Fundraising strategy has not changed Pushed fundraising back by less than six months Pushed fundraising back by more than six months Change in fundraising strategy 24. May 7, 2020 24 Coronavirus Impact Survey: Top Line Impact 25. May 7, 2020 25 Coronavirus Impact Survey ACVs â Companies in the survey had a wide range of ACVs (annual contact values): from under $100/year to over $500K/year â The most common ACV range was between $10K/year and $100K/year â We also asked founders about their go-to-market methodology and assigned each company to one of five categories 7% 10% 21% 42% 16% 4% Less than $100 per year Between $100 and $1,000 per year Between $1,000 and $10,000 per year Between $10,000 and $100,000 per year Between $100,000 and $500,000 per year Over $500,000 per year Average contract value 29% 25% 23% 19% 5% Self-service Inside sales Field sales Mixed (Inside & Field) Channel / Indirect Go-To-Market models used 26. May 7, 2020 26 Coronavirus Impact Survey Impact on sales â As expected, the majority of respondents (58%) reported that Coronavirus has negatively impacted sales â 19% reported that Coronavirus has had a positive impact on their sales âCustomers don't want to pay right now even for vital services like rent, so they definitely aren't even thinking to pay for SaaS services.â - CEO of an American hospitality SaaS company 8% 11% 23% 31% 27% Sales have drastically increased Sales have slightly increased Sales have not changed Sales have slightly decreased Sales have drastically decreased Impact on sales 27. May 7, 2020 27 Coronavirus Impact Survey Sales cycle â Many respondents reported some negative impacts on sales cycles â 71% of respondents reported either a partial or significant slowdown in sales cycles â 23% reported that customers are âghostingâ them â 20% reported that budget priorities seem to be shifting away from their offering âOur entire pipeline of enterprise customers is frozen.â - CEO of a Romanian EdTech company 23% 36% 35% 20% 5% 15% 23% Some customers are disengaging or ghosting Significant slowdown in aales cycles Some slowdown in sales cycles Deprioritization of product Some key customer contacts have been laid off No impact on sales cycles Some customers are now more available Impact on sales cycles 28. May 7, 2020 28 Coronavirus Impact Survey Churn & pricing â 66% of respondents reported that Coronavirus has not yet had an impact on churn â In the two months since the Coronavirus emerged, nearly a quarter of companies have seen churn increase â 36% of companies reported some pricing pressure â 5% reported âsignificantâ pricing pressure 3% 8% 66% 20% 3% Churn has drastically decreased Churn has slightly decreased Churn has not changed Churn has slightly increased Churn has drastically increased Impact on churn 5% 31% 64% Significant pushback on pricing Some moderate pushback on pricing from some accounts No pricing pressure Pricing pressure 29. May 7, 2020 29 Coronavirus Impact Survey Sales motion matters â Companies with strong channel/indirect sales motions are showing more resilience in sales âHardware startups need face-to-face meetings! Zoom doesnât cut it for us.â - CEO of an Israeli AgTech company 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Self-service Inside sales Mixed (Inside & Field) Field sales Channel / Indirect Sales by primary sales motion Sales have drastically increased Sales have slightly increased Sales have not changed Sales have slightly decreased Sales have drastically decreased 30. May 7, 2020 30 Coronavirus Impact Survey Sales motion & churn â Reports of increased churn seem concentrated in companies with sales motions that emphasize self-service or field sales â This may reflect the difficulty of rapidly spinning up an inside sales operation which â today â is the only way to effectively engage with customers 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Self-service Inside sales Mixed (Inside & Field) Field sales Channel / Indirect Churn by primary sales motion Churn has drastically decreased Churn has slightly decreased Churn has not changed Churn has slightly increased Churn has drastically increased 31. May 7, 2020 31 Coronavirus Impact Survey Churn concentrated at mid-range prices â While many companies are reporting moderate increases in churn, reports of dramatic increases in churn seem highly concentrated at the $1,000 to $10,000 ACV price point â This price point is large enough to get noticed (and cut) by distressed customers, but not high enough to signal deep customer commitment 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Less than $100 per year Between $100 and $1,000 per year Between $1,000 and $10,000 per year Between $10,000 and $100,000 per year Between $100,000 and $500,000 per year Over $500,000 per year Churn by ACV Churn has drastically decreased Churn has slightly decreased Churn has not changed Churn has slightly increased Churn has drastically increased 32. May 7, 2020 32 Coronavirus Impact Survey More money, more problems â The higher the ACV, the more likely a company is to report pricing pressure â Interestingly, there is also significant pricing pressure being reported by the sub $100/year ACV companies 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Less than $100 per year Between $100 and $1,000 per year Between $1,000 and $10,000 per year Between $10,000 and $100,000 per year Between $100,000 and $500,000 per year Over $500,000 per year Pricing pressure by ACV No pricing pressure Some moderate pushback on pricing from some accounts Significant pushback on pricing 33. May 7, 2020 33 Coronavirus Impact Survey: Product evolution in response to crisis 34. May 7, 2020 34 Coronavirus Impact Survey Product changes â 47% of early stage companies are taking steps to change their product offerings in response to the Coronavirus âWe added cheaper, more self-service oriented options to our original enterprise only product.â - CEO of a German FinTech company 53% 26% 21% Product has not changed Changes to the product are planned Product has already changed Product changes 35. May 7, 2020 35 Coronavirus Impact Survey Everyone is changing their products â Companies of all stages are adjusting their products â Itâs notable and potentially surprising that Series A+ companies are changing their products more aggressively than their earlier stage peers â potentially due to more experienced product teams and more engineering resources 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% None Pre-seed / angels Seed Series A Series B or later Product changes Product has not changed Changes to the product are planned Product has already changed 36. May 7, 2020 36 Coronavirus Impact Survey Specific product changes â The most frequent product changes involve improving self- service onboarding, reflecting an era where customer support is more challenging than ever â Some companies are also adding features to support remote work or new markets, such as healthcare â 6% of companies are âcompletely pivotingâ their product 6% 15% 19% 25% 46% Completely pivoted the product Added features to support remote work Changes in product to support targeting a new market (e.g. healthcare) Improved self-service onboarding No planned changes to the product Product changes 37. May 7, 2020 37 Coronavirus Impact Survey: Marketing in a time of crisis 38. May 7, 2020 38 Coronavirus Impact Survey Marketing budgets â More than half of respondents indicated that they are eliminating or reducing their marketing budget in response to Coronavirus âWe cut off all paid marketing and are only doing things for free, and only online (webinars, blog posts, partnerships).â - CEO of an Israeli enterprise SaaS company 14% 31% 3% 39% 13% Marketing budget has been increased Marketing budget has remained the same Marketing budget reductions are planned or likely, but haven't happened yet Marketing budget has been reduced Marketing budget has been eliminated Change in marketing budget 39. May 7, 2020 39 Coronavirus Impact Survey Marketing is changing â In addition to reducing marketing spend, most companies (63%) have changed their marketing content to reflect the situation â Only 26% of companies report no change in marketing content âWe are changing our message to be supportive in the situation and not product pushing at all.â - CEO of an oil & gas SaaS company 26% 63% 11% Marketing content has remained the same Marketing content has changed to reflect the current situation Marketing has been put on pause for now Change in marketing content 40. May 7, 2020 40 Coronavirus Impact Survey Marketing stories â Companies are more likely to put their marketing efforts on pause if their sales are negatively impacted by Coronavirus â Companies that have dramatically increased sales are changing their content to reflect the current situation âAs some segments are moving slower, we can invest more time on marketing and content to have a stronger playbook when deals start moving again.â - CEO of an Estonian HR SaaS company 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Sales have drastically decreased Sales have slightly decreased Sales have not changed Sales have slightly increased Sales have drastically increased Impact of sales on marketing strategy Marketing content has remained the same Marketing content has changed to reflect the current situation Marketing has been put on pause for now 41. May 7, 2020 41 Coronavirus Impact Survey Marketing agility â The higher the ACV, the more likely it is that a company has reduced its marketing spend â This may be due to increased market uncertainty coupled with long sales cycles âI think my market is going to sleep now and it's stupid to waste money trying to wake the dead.â - CEO of a German enterprise AI company 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Less than $100 per year Between $100 and $1,000 per year Between $1,000 and $10,000 per year Between $10,000 and $100,000 per year Between $100,000 and $500,000 per year Over $500,000 per year Marketing spend by ACV Marketing budget has been increased Marketing budget has remained the same Marketing budget reductions are planned or likely, but haven't happened yet Marketing budget has been reduced Marketing budget has been eliminated 42. May 7, 2020 42 Coronavirus Impact Survey: Tough HR decisions 43. May 7, 2020 43 Coronavirus Impact Survey Hiring strategy â 56% of respondents indicated that they have either scaled back hiring plans or implemented a complete hiring freeze âWeâre implementing a hiring freeze and cutting (almost) all consulting and purchased services.â - CEO of an Estonian HR SaaS company 10% 34% 9% 9% 38% Increased the number of hires planned Hiring strategy has not changed Reduced the number of hires planned by up to 25% Reduced the number of hires planned by more than 25% Implemented a complete or near-complete hiring freeze Impact on hiring strategy 44. May 7, 2020 44 Coronavirus Impact Survey Hiring by runway â Companies with less runway are more likely to freeze hiring 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 to 6 months of runway 7 to 12 months of runway 13 to 18 months of runway 19 to 24 months of runway More than 2 years of runway Positive cash flow Hiring strategy by runway Increased the number of hires planned Hiring strategy has not changed Reduced the number of hires planned by more than 25% Reduced the number of hires planned by up to 25% Implemented a complete or near-complete hiring freeze 45. May 7, 2020 45 Coronavirus Impact Survey Hiring plans by region â American early stage companies have been the most aggressive in implementing hiring freezes with 50% choosing to do so â Israeli early stage companies are the most aggressive in terms of potential future hiring âWe have accelerated hiring of key staff as appropriate candidates suddenly became available in the market.â - CEO of a UK construction company USA UK Europe Israel Hiring plans by region Increased the number of hires planned Hiring strategy has not changed Reduced the number of hires planned by up to 25% Reduced the number of hires planned by more than 25% Implemented a complete or near-complete hiring freeze 46. May 7, 2020 46 Coronavirus Impact Survey Pay cuts â Half of survey respondents are implementing pay cuts â Nearly a quarter indicated that across-the-board pay cuts have already taken place âWeâre doing pay cuts to lengthen our positive cash flow capability while not firing any employees. All employees accepted the situation with understanding.â - CEO of an Israeli drone company 49% 15% 1% 13% 23% No pay cuts are planned Pay cuts are planned or likely, but haven't happened yet Only employees have taken a pay cut Only founders have taken a pay cut All founders and employees have taken a pay cut Pay cuts implemented 47. May 7, 2020 47 Coronavirus Impact Survey Pay cuts vary â Where companies are implementing pay cuts, they are most frequently between 10% and 20% â Some companies, however, are implementing far more severe pay cuts in an effort to survive the crisis â 30% of companies that have implemented pay cuts have cut pay by over 40% 5%6% 1% 12% 14% 62% More than 50%Between 40% and 50% Between 30% and 40% Between 20% and 30% Between 10% and 20% No pay cuts have been made Pay cut amounts 48. May 7, 2020 48 Coronavirus Impact Survey Layoffs â 76% of companies are not planning to lay off any staff â The companies that have conducted layoffs have mostly laid off less than 30% of their workforce 76% 10% 14% No one has been laid off, layoffs are not likely to happen Layoffs are planned or likely, but haven't happened yet Team members have already been laid off Companies planning layoffs 46% 42% 13% Between 0% and 10% Between 10% and 30% More than 30% Percentage of workforce laid off 49. May 7, 2020 49 Coronavirus Impact Survey Layoffs by runway expansion â Layoffs have been a key driver of increases in runway â 50% of companies which added 7-12 months of runway have already conducted layoffs 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No costs cut Cut costs but no meaningful impact on runway Cut costs and added 1-3 months of additional runway Cut costs and added 3-6 months of additional runway Cut costs and added 7-9 months of additional runway Cut costs and added 10-12 months of additional runway Cut costs and added more than 12 months of additional runway Layoffs by runway expansion No one has been laid off, layoffs are not likely to happen Layoffs are planned or likely, but haven't happened yet Team members have already been laid off 50. May 7, 2020 50 Coronavirus Impact Survey Layoffs by region â Overall, Americans and Israelis have been the most aggressive in implementing and planning layoffs â European founders have been the least aggressive â This may be partially cultural, but may also reflect strong government support policies in European countries 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% USA Israel UK Europe Layoffs by region No one has been laid off, layoffs are not likely to happen Layoffs are planned or likely, but haven't happened yet Team members have already been laid off 51. May 7, 2020 For more resources, visit www.angularventures.com and subscribe to our weekly newsletter. Â2020 by Angular UK Opco Ltd. In compliance with applicable UK regulations, Angular Ventures is an Appointed Representative of Sapia Partners LLP (550103), a firm authorised and regulated by the Financial Conduct Authority (FCA). https://www.friendbookmark.com/photos/858/top-50-game-of-thrones-funny-memesTop 50 Game of Thrones funny and humorous memes for sharing with GOT series fans. https://www.friendbookmark.com/photos/857/top-29-game-of-thrones-gifsTop 29 Game of Thrones trending GIFs for sharing with GOT series fans. https://www.friendbookmark.com/photos/856/top-50-funny-star-wars-memesTop 50 funny and humorous Star Wars memes that will definitely make everybody laugh. https://www.friendbookmark.com/photos/727/40-of-funnyinteresting-memes-of-the-week-june-201940++ of funny/interesting Memes of the week for sharing. https://www.friendbookmark.com/photos/726/40-of-funnyinteresting-memes-of-the-week-to-reduce-stress40++ of funny/interesting Memes of the week to reduce stress. https://www.friendbookmark.com/photos/725/30-mainly-tinder-memes30++ memes which majority are Tinder related memes for sharing. https://www.friendbookmark.com/photos/629/best-shot-2018-architectureGallery curated from the Your Best Shot 2018 group pool. Five awesome winners chosen by Flickr staff, will receive a Peak Design Everyday Backpack and a SmugMug Pro account. https://www.friendbookmark.com/photos/628/best-shot-2018-peopleThis gallery is curated from the Your Best Shot 2018 group pool. Five awesome winners chosen by Flickr staff, will receive a Peak Design Everyday Backpack and a SmugMug Pro account. https://www.friendbookmark.com/photos/627/celebrating-the-11th-anniversary-of-flickr-commonsToday marks the 11th anniversary of The Commons - a project that Flickr began to provide cultural institutions, such as libraries, museums, and historical societies, with a space to share their digital collections with people around the world. The Commons was launched on January 16, 2008, when Flickr released its pilot project in partnership with The Library of Congress. The two main objectives of the program were to increase discovery and use of publicly-held photography collections and to provide a way for the general public to contribute knowledge through user-generated content (by adding tags, comments, and notes to these historical collections). In honor of the tremendous growth of this now-11-year-old project, and the 115 participating institutions that have joined so far, we've created a gallery featuring the images from the Library of Congress (and other Commons member accounts) with the highest number of community-generated tags. With 70,400 followers and 33,021 photos uploaded to Flickr, the Library of Congress continues to be one of the largest and most active accounts from The Commons catalog. To celebrate, they are sharing 11 photos related in some way to the number 11 to a new Flickr album focused on the 11th anniversary of The Commons. Over the years, the Library of Congress has identified and deciphered the story behind many of the images from its catalog thanks to the expertise and research skills of hundreds of Flickr users. Therefore, we want to take this opportunity to give a special shout-out to users like Art Siegel, Kilted Cowboy, budderflyman, and many other frequent commenters in the community who have been active on the Library of Congress account for years, helping to flesh out names of subjects and providing historical context. Thank you all for your dedication! If youâre interested in supporting The Commons, please be sure to join the Flickr Commons group, a place for The Commons community to share and discuss the truly awesome collections being made available in The Commons. https://www.friendbookmark.com/photos/626/and-the-winners-of-your-best-shot-2018-areIn just one month, over 8,000 amazing photos (!!!) were submitted to the Your Best Shot 2018 group. Through our process, we narrowed it down to five winners, photographers whose photos emanate originality, creativity, and technical skill. Weâre pleased to announce the winners of Your Best Shot 2018 and know youâll be just as impressed as we are. https://www.friendbookmark.com/photos/625/incredible-nominees-of-the-best-shot-2018Flickr invited a select panel of five photographers from the Flickr community (Sapna Reddy, Iwona Podlasinska, Darren LoPrinzi, Patricia Ware, and Tom Knowles) to help with the nominations for Your Best Shot 2018, and appointed two in-house judges from Flickr staff to select the five winning images. This gallery features all nominees chosen by our five community judges (including the five final winners picked by Staff). https://www.friendbookmark.com/photos/624/top-25-photos-on-flickr-in-2018-from-around-the-worldFrom the billions of photos uploaded to Flickr in 2018, here's the 25 Flickr Photos chosen as the top photos of 2018. Of all the incredible moments captured, weâve curated a list of the most inspiring photos, which represent a global community of unique perspectives. To determine top photos, Flickr staff created an algorithm that took into account a number of social and engagement metrics, like how many times the photo was viewed or faved. We made sure to curate the raw data to avoid the results being a popularity contest; we removed spammers and photos that donât qualify as high-quality. We also tried to ensure diversity of genre. For photographers whose photos placed in the top list multiple times, we selected their top-scoring photo. Weâre proud to present the Top 25 photos of 2018, whose diverse and talented photographers represent 12 different countries around the world. https://www.friendbookmark.com/photos/612/beyond-devops-how-netflix-bridges-the-gapOperating a massively scalable, constantly changing, distributed global service is a daunting task. We innovate at breakneck speed to attract new customers and stay ahead of the competition. Simultaneously improving service quality and enabling rapid, continuous change seems impossible on the surface. At Netflix, Operations Engineering is a centralized organization whose charter is to accomplish just that by applying high-leverage software engineering practices like continuous delivery. real-time analytics, and automation to solve operational problems. It's well established that many traditional IT Operations teams struggle to bridge the gap with software engineering. Operations Engineering is no exception. And while DevOps as a construct seeks to address this gap, it doesn't go far enough. It does not explain how to bridge the gap or even why it's important to do so. In this talk weâll use Netflix Operations Engineering as a case study to address these questions. We'll explore common challenges faced by operational teams and strategies to overcome them. https://www.friendbookmark.com/photos/611/data-science-at-the-new-york-timesInaugural Data Science Initiative Lecture @ Brown University https://www.friendbookmark.com/photos/610/a-beginners-guide-to-nosqlIntroduction to noSQL, the four different types of noSQL database that exist, and when you would want to choose SQL or noSQL for your work https://www.friendbookmark.com/photos/609/securing-code-through-social-engineeringVideo and slides synchronized, mp3 and slide download available at URL http://bit.ly/1knk8dg. Christina Camilleri explores what software developers are overlooking and the processes and technical controls that can be used to achieve a strong social engineering defense. Camilleri turns the tables and shows how social engineering can change the way security is woven into testing, operations, and development workflows to better secure code against human threats. Filmed at qconsf.com. Christina Camilleri is a Security Analyst at Bishop Fox. Christinaâs primary areas of expertise are web application penetration testing, open-source intelligence (OSINT), and social engineering -- not only the psychological and physical involvement of social engineering, but also the manipulation and social influencing techniques that are able to exploit the behavior of others. https://www.friendbookmark.com/photos/608/exploring-vrExploring VR with Tom Emrich Save 10% off any FITC event with discount code 'slideshare'. Details at www.FITC.ca OVERVIEW Virtual reality is hitting the mainstream hard with mobile-powered solutions already available for users today and large manufacturers entering the market with dedicated devices in 2016. This session is an overview of the VR ecosystem before diving deep into the VR trends; and a look at what is to come in the near future. OBJECTIVE To provide the audience with a good understanding of the VR opportunity today and tomorrow FIVE THINGS AUDIENCE MEMBERS WILL LEARN VR Ecosystem VR by the Numbers VR Trends Today VR Predictions for Tomorrow Opportunities & Challenges