Tag Archives: entrepreneurs

Several Top Rivian Executives Depart the Electric-Vehicle Startup

Several top executives at

Rivian Automotive Inc.,

RIVN -1.02%

including the vice president overseeing body engineering and its head of supply chain, have left the EV startup in recent months, as the company exits a year in which it fell short of its production targets.

The departures, confirmed by a Rivian spokeswoman, are the latest developments in what has been a challenging period for Rivian, which has been rolling out its first all-electric models but last year missed a critical milestone of manufacturing 25,000 vehicles. The company said it was off its goal by about 700 vehicles in part because of difficulty getting parts. 

Rivian’s stock has also tumbled since its blockbuster initial public offering in November 2021, down roughly 79% through Tuesday’s close. 

The executives who have left were some of Rivian’s longer-tenured employees. Among them is Randy Frank, vice president of body and interior engineering, and Steve Gawronski, the vice president in charge of parts purchasing. Both had departed around the beginning of this year. 

Mr. Frank joined Rivian in 2019 from

Ford Motor Co.

Mr. Gawronski joined in 2018 from the autonomous vehicle startup Zoox.

Another early employee, Patrick Hunt, a senior director in the strategy team, left the company late last year. Mr. Hunt joined Rivian in 2015.

Rivian’s general counsel, Neil Sitron, departed in September after 4½ years with the company, which was founded in 2009.

The Rivian spokeswoman said the company wants to ensure the startup has the talent and staff it needs to ramp up production. The company declined to comment on the individual circumstances of the departures. Efforts to reach the former employees weren’t immediately successful.

“We continue to attract world class talent to our company as our business needs change,” she said.

The departures mark the latest shake-up at the top of Rivian, which has brought in new executives to oversee the company’s manufacturing operations. The company’s first full year of factory production was marred by supply-chain troubles and difficulties getting the assembly line to run at full speed.

Tim Fallon, former head of

Nissan Motor Co.

’s factory in Canton, Miss., was hired in early 2022 to run Rivian’s sole factory in Normal, Ill.

In June, Rivian hired Frank Klein as chief operating officer, from contract manufacturer

Magna Steyr.

In a November email to employees reviewed by the Journal, Mr. Klein wrote that with Mr. Gawronski’s exit, the company was taking the opportunity to make some organizational changes to ensure it can support the increased complexity that the group will handle in coming years.

Mr. Klein added Rivian was reorganizing its supply-chain management, putting one vice president in charge of the supply chain and logistics, and another in charge of parts procurement.

He also announced that Rivian had hired Andreas Reutter from tool maker

Stanley Black & Decker Inc.

to oversee Rivian’s supply-chain logistics.

The changes at the top of Rivian come as it attempts to transform from an upstart looking to raise capital to a mass manufacturer with ambitions to become one of the world’s largest auto makers.

Rivian is under pressure to prove it can build its electric trucks at scale without having ramped up production before, as competition heats up from legacy auto makers. WSJ toured Rivian’s and Ford’s EV factories to see how they are pushing to meet demand. Illustration: Adam Falk/The Wall Street Journal

Its first all-electric models, the R1T pickup truck and R1S sport-utility vehicle, are relatively new. The company has only been building cars at its Illinois factory since late 2021. Before then, it had never built or sold a single vehicle for retail. 

As part of its expansion, Rivian went on a hiring spree, growing rapidly from about 1,200 workers in 2019 to around 14,000 employees by the summer of last year and has only recently begun creating positions that exist at many companies.

In April, Anisa Kamadoli Costa was hired as chief sustainability officer from jewelry maker Tiffany Inc. In October, Rivian hired a former Capital One Financial Corp. executive, Diane Lye, as its first chief information officer.

As Rivian has struggled to increase factory output, it has come under pressure to trim spending. Last summer, the company laid off around 6% of its workforce and cut spending on many of its programs. 

The company became focused on bringing production of its current set of vehicles up to speed. It also makes an electric delivery van that it sells to Amazon.com Inc. 

In an example of the young car maker’s shifting priorities, Rivian suspended negotiations with Mercedes-Benz AG over a proposed van partnership in Europe, which had been an expansion target for Chief Executive RJ Scaringe. Rivian said the decision came after re-evaluating its opportunities for growth.

The company reported a net loss of $5 billion for the first nine months of 2022, and its cash pile fell to $13.8 billion at the end of September, down from $15.46 billion in June. Rivian is scheduled to report its full-year results on Feb. 28.

Write to Sean McLain at sean.mclain@wsj.com and Nora Eckert at nora.eckert@wsj.com

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Crypto Entrepreneurs Fail to Capture Elon Musk’s Attention With $600,000 Goat Statue

AUSTIN, Texas—Even as a cold night started to settle outside

Tesla

‘s headquarters here on Saturday, a group of cryptocurrency entrepreneurs had no plans to leave until

Elon Musk,

the man they named their currency after, accepted a 12,000-pound sculpture of a Mr. Musk-headed goat riding a rocket.

It is the latest stunt in the cryptocurrency space, where jokes and memes about digital currencies regularly flood social media. But a 6-ton sculpture as a marketing gimmick isn’t so common.

The creators of Elon GOAT say the name of their cryptocurrency was inspired by their respect for Mr. Musk. They and his other fans think he is the “greatest of all time,” or a “GOAT.” They took the admiration literally, spending $600,000 to create a sculpture of Mr. Musk’s head, wearing a gold-plated dogecoin necklace on a goat’s body. The rocket can move, pointing to the sky as if it is taking off. Gas lines run through it so that flames can shoot out of the back.

They trucked it to

Tesla Inc.’s

headquarters, in hopes Mr. Musk would accept the gift. The creators are calling called the event “GOATSgiving.”

Elon Musk has warned of dire financial challenges facing Twitter, the social-media company he took over for $44 billion in October. WSJ’s Mark Maurer explains how the company is trying to fix its finances and avoid a potential bankruptcy. Photo Illustration: Laura Kammermann

But about two hours after the co-founders of Elon GOAT parked the sculpture right outside the Tesla building, there was no sign of Mr. Musk.

Dustin Dailey, a security officer at Tesla, walked over to a group of about 15 people and said they couldn’t accept the sculpture on Mr. Musk’s behalf, but would find a spot for it on their property if Mr. Musk gave the thumbs-up.

But so far Mr. Musk hasn’t given any indication he would accept it or whether he knew the sculpture was there. Tesla didn’t respond to a request for comment

“I am fairly certain he does know about it,” said Mr. Dailey of the sculpture. “It’s all over Twitter.”

SHARE YOUR THOUGHTS

What do you think of the Elon Musk goat sculpture? Join the conversation below. 

Alec Wolvert, an Elon GOAT co-founder and chief marketing officer, said they were planning on camping out on a piece of public land off a toll road that overlooks the headquarters until Mr. Musk accepted the sculpture.

“We’re gonna stay here as long as possible,” Mr. Wolvert said. “I even heard some people say they were going to strap themselves to it.”

The idea of the sculpture came together last year. “It was an evening joke that kind of just came to fruition,” said

Ashley Sansalone,

an Elon GOAT co-founder.

Metal sculptor Kevin Stone spent nearly six months working on the sculpture of Elon Musk.



Photo:

Kevin Stone

The cryptocurrency entrepreneurs asked Kevin Stone, a metal sculptor in British Columbia, Canada, to make the giant sculpture with Mr. Musk’s head. The goal: to get Mr. Musk to tweet about the sculpture to his more than 118 million followers and draw attention to their cryptocurrency, the Elon GOAT.

“Elon tweeting us would legitimize the token,” said Mr. Sansalone, 40 years old.

Mr. Sansalone said he works on the token full time and previously ran a construction company and traded energy. Unlike bitcoin, ether or dogecoin, the Elon GOAT token is far from a household cryptocurrency name. It is ranked well outside the largest cryptocurrencies by market value, according to CoinMarketCap.

Mr. Musk’s head, which took nearly six months to complete was made by Mr. Stone. The goat body and rocket were made by others in Phoenix to speed up the project, Mr. Sansalone said. Then all the pieces were put together and attached to the back of a 70-foot long semi-truck trailer.

“When I first saw the statue my jaw dropped,” said DeMarco Hill, 51, who spotted it in September in Goodyear, Ariz., where he lives. He grabbed his 12-year-old son and they followed it. “It was something you’ve never seen before in your life.”

Mr. Hill, a trucker who owns his own company, Stay Ready Trucking, thought the stunt was so entertaining that he found Mr. Sansalone and asked if he could participate. Mr. Sansalone said Mr. Hill was needed because only someone with a special license could drive around the heaping pile of metal.

He has since driven the sculpture through California, Arizona and Washington, before bringing it to Texas. People who drive by honk their horns or give a thumbs-up, Mr. Hill said. 

“If I pull up to the side of the road it’s like people crowding around,” he said. “It gets crazy.”

Mr. Sansalone said the sculpture has mostly gotten a positive response. He hasn’t heard anyone mistaken Mr. Musk’s face for someone else. “I would say he is probably the most relevant person on the planet right now,” Mr. Sansalone said about Mr. Musk, the world’s richest person who recently bought Twitter Inc. for $44 billion.

In September, the sculpture sat in front of Tesla’s office in Palo Alto, Calif., during the company’s artificial-intelligence conference. Tesla employees crossed the street to take pictures with the sculpture, Mr. Sansalone said. Mr. Musk was at the conference, according to Twitter posts he made, and Mr. Sansalone assumes the billionaire saw the sculpture. 

“All there was to look at was a lit-up rocket erected in the middle of the street,” he said. 

On Saturday night, the group remained hopeful.

At one point in the evening, a group of about 20 people who were waiting outside started to chant “Elon claim your goat” in the hopes that the god of crypto, as one co-founder put it, would hear them.

“I’m a huge fan of Elon and I want to give this man his flowers while he’s alive,” said Aamir Manzoor, a 36-year-old from Toronto who is a holder of Elon GOAT. “He’s done a lot for the world.”

Write to Joseph Pisani at joseph.pisani@wsj.com, Alyssa Lukpat at alyssa.lukpat@wsj.com and Adolfo Flores at adolfo.flores@wsj.com

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TuSimple Fires CEO Xiaodi Hou Amid Federal Probes

TuSimple Holdings Inc.,

TSP -46.16%

a self-driving trucking company, said Monday it had fired its chief executive and co-founder,

Xiaodi Hou.

The San Diego-based company said in a news release and securities filing that its board of directors on Sunday had ousted Mr. Hou, who was also the board chairman and chief technology officer. 

Mr. Hou was fired in connection with a continuing investigation by members of the board, the release said. That review “led the board to conclude that a change of Chief Executive Officer was necessary,” the company said in the release.

The securities filing said that the board’s investigation found that TuSimple this year shared confidential information with Hydron Inc., a trucking startup with operations mostly in China and funded by Chinese investors. The filing also said that TuSimple’s decision to share the confidential information hadn’t been disclosed to the board before TuSimple entered into a business deal with Hydron.

TuSimple said it didn’t know whether Hydron shared, or publicly disclosed, the confidential information, the securities filing said.

Messrs. Hou and Chen didn’t immediately respond to a request for comment.

Mr. Hou’s termination was announced the day after The Wall Street Journal reported TuSimple and its leadership, principally Mr. Hou, faced investigations by the Federal Bureau of Investigation, Securities and Exchange Commission and Committee on Foreign Investment in the U.S., known as Cfius, into whether the company improperly financed and transferred technology to a Chinese startup, according to people with knowledge of the matter.

TuSimple’s stock plunged more than 44% Monday. Shares in the company are down more than 90% for the year. 

Investigators at the FBI and SEC are looking at whether Mr. Hou breached fiduciary duties and securities laws by failing to properly disclose TuSimple’s relationship with Hydron, the China-backed startup founded in 2021 by TuSimple co-founder Mo Chen that says it is developing autonomous hydrogen-powered trucks, the Journal reported. Federal investigators are also probing whether TuSimple shared with Hydron intellectual property developed in the U.S. and whether that action defrauded TuSimple investors by sending valuable technology to an overseas adversary.

The Journal also has reported that the board in July began investigating similar issues, including whether TuSimple incubated Hydron in China without informing regulators, the TuSimple board or its shareholders, said other people familiar with the matter. A June business presentation from Hydron viewed by the Journal named TuSimple as Hydron’s first customer, and said TuSimple would purchase from Hydron several hundred hydrogen-powered trucks equipped with self-driving technology. A TuSimple spokesman said the company has considered an agreement to buy freight trucks from Hydron but isn’t a Hydron customer. 

TuSimple’s securities filing on Monday said that TuSimple employees worked for Hydron and were paid, earning less than $300,000. The board wasn’t aware of this nor had members approve it, the filing said. Mr. Chen, who founded and leads Hydron, is TuSimple’s largest shareholder, owning about 11.8% of the company, according to FactSet.   

Mr. Hou’s dismissal follows months of upheaval at the company, including the departures of its chief financial officer and chief legal officer and a sharp drop in its stock price. Much of the turmoil began when Mr. Hou took over as CEO in March, said former employees. 

In April, one of TuSimple’s autonomous semi trucks crashed on an Arizona freeway. The accident revealed safety and security problems at TuSimple that former employees said leadership had dismissed, the Journal reported in August. 

The company said

Ersin Yumer,

TuSimple’s executive vice president of operations, will serve as interim CEO while the board searches for Mr. Hou’s successor. Mr. Yumer previously worked on autonomous-vehicle technology at

Aurora Innovation Inc.,

Uber Technologies Inc.

and Argo AI, the autonomous-driving venture partly owned by

Ford Motor Co.

and

Volkswagen AG

that was shut down recently. Independent board director

Brad Buss,

the former chief financial officer at SolarCity Corp. and Cypress Semiconductor Corp., will be chairman, TuSimple said.

TuSimple said it would release its third-quarter earnings on Monday after the market closes. The earnings release was previously scheduled for Tuesday. The company, ahead of the results, said it remained on track to meet the full-year guidance disclosed in August, including ending the year with a cash balance of about $950 million.

Write to Heather Somerville at heather.somerville@wsj.com and Kate O’Keeffe at kathryn.okeeffe@wsj.com

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Millennial’s beauty startup Social Bella raised over $225 million

When the Covid pandemic was raging in 2020, much of the world was in lockdown and more turned to online shopping.

But Chrisanti Indiana did the unexpected: she expanded her e-commerce business — offline.

Her beauty and personal care e-commerce startup, Sociolla, had just two brick-and-mortar stores in Indonesia in 2019. By the end of 2021, that number grew “10 times” more, she said.

“A lot of people actually told us that it’s a very bold move to actually open an offline presence, while everybody was closing their offline stores [during the pandemic],” she added. 

But that was a “well-calculated” move for Social Bella, which operates Sociolla. 

We know that this is the time for us to actually prepare … to make sure that after the pandemic, we can serve more and more consumers.

Chrisanti Indiana

Co-founder and CMO, Sociolla

“We know that this is the time for us to actually prepare … to make sure that after the pandemic, we can serve more and more consumers,” she added. 

Looking far ahead turned out to be the right move for the 31-year-old. Her online and offline approach transformed her e-commerce startup into a multimillion-dollar beauty conglomerate.  

Since 2018, it has raised around $225 million, and drawn an impressive list of investors that include East Ventures, Jungle Ventures, Temasek and Pavilion Capital.  

Indiana, the co-founder and chief marketing officer of Social Bella, tells CNBC Make It how she took her Jakarta-based startup to the next level.

Tackling counterfeits  

The idea for Sociolla came about in 2015, when Indiana returned home to Jakarta, after studying in Australia.  

The makeup junkie realized that in Australia, she had easy access to a wide range of beauty products from international brands. That was a stark contrast to Indonesia.

“There was lot of options for me, but then I came back and there’s basically none,” said Indiana. 

“There wasn’t a platform that had it all — I had to find specific sellers on social media, ask friends who can help purchase the product for you [when they are] overseas.”

What made matters worse for her was the online proliferation of counterfeit makeup products that were sometimes selling at “a fraction” of the original’s price. 

I still remember vividly in my mind that there’s a lot of like sellers online, especially on social media, that claim their products are 99% authentic. What does that mean, 99% authentic?

Chrisanti Indiana

Co-founder and CMO, Sociolla

“I still remember vividly in my mind that there’s a lot of like sellers online, especially on social media, that claim their products are 99% authentic. What does that mean, 99% authentic?” 

Indeed, locally made counterfeits in Indonesia are rife, thanks to cheap labor costs and materials. According to a local report, Indonesian authorities seized illegal cosmetic products worth $9 million in 2018 — twice the previous year’s amount. 

Seeing friends buying these products left Indiana perplexed. 

“It’s skincare, it’s makeup. It’s something that you put on your skin. It’s just bizarre for me,” she said. 

Sociolla has expanded into brick-and-mortar shops. It now has 47 stores in Indonesia and 16 in Vietnam.

Social Bella

Determined to build a space where consumers can get products that are safe and authentic, Indiana teamed up with her brother and friend to launch Social Bella, with a starting capital of $13,000.

“Since we started, we ensure that we only work with authorized distributors or brand owners,” Indiana said. 

Building an ‘ecosystem’

Sociolla may have started off as an e-commerce platform, but the trio had bigger dreams. 

Social Bella has since gone beyond offline shops — it’s also a distributor for beauty and personal care manufacturers worldwide.  

“We become an associate partner for a lot of global brands in Indonesia. We help them not only to distribute their products to Indonesia, but we also help them understand the market,” said Indiana.

On top of that, the business also operates Soco, which Social Bella says is Indonesia’s largest online review service for beauty products. Soco has amassed more than 2.5 million reviews for around 36,000 products, the company added. 

Social Bella was founded in 2015 by Chrisanti Indiana, her brother and president Christopher Madiam (left) and CEO John Rasjid (right).

Social Bella

The “beauty journey” for customers goes beyond putting something in their shopping carts and checking out, said Indiana. 

“We realized that there’s a lot of touch points that are really important … finding the right products for yourself is not just about going to the store and picking it up. You will make sure that you read the reviews, talk to your friends, or Google first,” she added. 

“Soco makes sure that they can access tons of product reviews before they purchase products.”

On top of that, Social Bella also runs Beauty Journal — a lifestyle website, and Lilla, an online retailer for mothers and babies.

That’s all part of building the business “ecosystem,” as Indiana calls it.

We want to make sure that we are scaling up and reaching more and more consumers. If Social Bella becomes a unicorn, it’s a bonus.

“We want to … to serve more and more women, not only in beauty and personal care, but also in other industries.”

The startup appears to be on the right track — it now boasts more than 30 million users across all its business units, said Social Bella, selling an inventory of 12,000 products from 400 brands worldwide.

Indonesia’s next unicorn? 

Over the last two years, Social Bella expanded aggressively, growing from just three Sociolla stores in Indonesia in 2020, to 47 stores there and 16 stores in Vietnam today.

While much of the expansion took place during the pandemic, Indiana said that had always been part of the plan for the e-commerce platform, lockdowns or not.

“It’s actually to create a seamless omnichannel experience … because we believe that we are serving the same customer whether she shops offline or online,” the Forbes’ 30 Under 30 Asia honoree said.

“They can choose to do click-and-collect or … she can also deliver the purchases to her home. It’s making sure that she can shop the way she likes.” 

Social Bella aims to serve more female customers.

Social Bella

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SoftBank Considers Launching a Third Vision Fund

Global tech investor

SoftBank Group Corp.

is considering the launch of a new giant startup fund after ill-timed bets and massive losses weighed down two earlier attempts to dominate startup investing, according to people familiar with discussions at the company.

The Tokyo-based tech conglomerate, by far the world’s largest startup investor in recent years, would likely use its own cash for what would be the third SoftBank Vision Fund if it moves ahead with the plan, some of the people said.

The company is also considering putting additional money into Vision Fund 2, its main investment fund for the past few years, instead of starting a new fund, one of the people said. Vision Fund 2 is currently worth less than the investment that went into it. Those losses significantly reduce the pay for SoftBank staff working on the fund—a factor in its decision making. The company expects to make a decision in the coming months, the people said. 

SoftBank, led by Chief Executive Officer

Masayoshi Son,

has been hit particularly hard by the rout in tech valuations that began last fall, posting a record $23 billion loss in the three months ended in June. 

Much of that red ink is a product of its first two Vision Funds, the startup investment unit that Mr. Son formed in 2017 in a bid to dominate the venture sector. The $100 billion initial Vision Fund, which raised $60 billion from Saudi and Emirati wealth funds, was beset by giant soured bets on companies including WeWork Inc. and

Didi Global Inc.,

leading to meager gains over five years. 

The successor Vision Fund 2, funded by SoftBank and intended to be more cautious, is now worth 19% less than the $49 billion it invested, after accelerating its spending just as valuations peaked on companies including fintech Klarna Holdings AB. 

Chief Executive Officer Masayoshi Son has been hit particularly hard by the rout in tech valuations.



Photo:

Neil Hall/REUTERS

Mr. Son told investors in August he was “quite embarrassed and remorseful” after having gotten caught up in the frenzy, and he has substantially cut back spending on startups. Still, he has said he is committed to the startup and tech sector long term and eventually plans to increase spending again.

Mr. Son and SoftBank have tried to chart a new path forward after the market turned against unprofitable tech investments. He has also faced a string of departures of top staff. In July, the company said

Rajeev Misra,

who led the Vision Fund since it was created in 2017, would step back from his role overseeing new investments as he starts his own fund. 

Despite the misses, SoftBank expects to have more cash coming in over the next year, from a public listing of its chip maker Arm. Its Japanese telecom holdings also generate cash. 

Still, analysts and investors say the company’s options are more limited than in the past. Mr. Son has been selling down SoftBank’s stake in Alibaba Group Holding Ltd. and its telecom holdings, and funding a large stock-buyback program. The result has been an increasingly concentrated bet on startups, where results have been disappointing. 

Among those pushing for a new fund are some employees of the Vision Fund. A new fund would be a way to reset their compensation, which is partly based on profits at the fund and its investments, one of the people familiar with discussions said. The current fund would require making back large losses before employees could get those bonuses. A new fund would put profits closer in reach. The company is also considering restructuring staff incentives for Vision Fund 2. 

The size of the new fund couldn’t be determined. 

Mr. Son personally takes a hit with Vision Fund 2 in the red because of a $2.6 billion personal commitment he made. Based on the terms of the investment, Mr. Son didn’t put up the money himself but owes SoftBank if the fund ends up performing poorly.

The unusual investment has been criticized by some investors and analysts who say it could skew Mr. Son’s motivations given a structure that could make him more focused on Vision Fund 2 than on other investments. Mr. Son, who owns over one-fourth of SoftBank, has said the structure better aligns him with the investment fund.

SoftBank structured its arrangement in a way that allows the company to get repaid on most of its investment before Mr. Son. About $33 billion of its commitment to Vision Fund 2 is in preferred equity.

While that structure would have led to outsize profits for Mr. Son if Vision Fund 2 did well, today it means particularly large losses because the fund is underwater. Mr. Son currently owes $2.1 billion on the investment, SoftBank disclosures show. He is charged a 3% annual interest rate on his unpaid balance to SoftBank.

From the Archives: SoftBank’s longtime strategy of dumping mountains of cash on promising young companies to create big winners failed dramatically at WeWork and is inviting scrutiny into the fund’s other investments. Here’s a look at Vision Fund’s structure, and how its fast-paced investment strategy could make it risky.

Write to Eliot Brown at Eliot.Brown@wsj.com and Julie Steinberg at julie.steinberg@wsj.com

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Launch House, a tech startup incubator, sold entrepreneurs on the promise of community

The people here are young and friendly and full of hope. And why shouldn’t they be? For one month, they get to live in a mansion in Beverly Hills (Zillow estimate: $12.9 million). It’s not just any mansion, but the one where Paris Hilton used to live, with a precious little pergola overlooking a million-dollar view of Los Angeles, next to a pool surrounded by tastefully sculpted rocks, with bathroom faucets shaped like swans about to take flight.

This mansion is the home of Launch House, which is both an incubator for startup founders and a social club of more than 500 20- and 30-somethings, many of whom are into crypto. There are two ways to join Launch House: One is to pay the $1,000 annual membership fee, which grants you perks like entrance to the group Discord channel, access to work at the mansion or the New York City location, and invitations to events — an NFT brunch, say, or a boat party during Miami Tech Month. The other is to pay $3,000 to join a month-long “cohort,” in which you and around two dozen other young tech founders live and work together at the mansion.

Launch House’s pitch for its cohorts is that, by networking and bonding in extremely close quarters for just four weeks, its members will learn skills and make connections that are far more valuable for their careers than what a traditional college degree provides. It’s part of a larger trend in the tech world of augmenting or even circumventing traditional institutions — school, church, a shared workplace — to build knowledge but also community, digitally and IRL. No longer is the startup founder’s maxim to create a “minimum viable product”; now they need a “minimum viable community.”

Launch House held its first cohort specifically for women in March.

Another trend swept the tech world around the same time Launch House was taking off, one that married the concept of community with the promise of enormous profit. Web3 is the name for the still-mostly-hypothetical iteration of the internet that is built on blockchain technology and crypto transactions, which are supposed to increase both transparency and security. Much of the Web3 space can feel willfully abstruse; there’s no shortage of headlines like “WTF is Web3?” or “You Can Give People What They Want, Or You Can Give Them Web3.”

According to devotees, the Web3 spaces where people meet, hang out, and even date online (“the metaverse” is one such arena) will revolutionize the internet by democratizing power. These spaces will be governed by a group of members who can vote on how their pooled resources are used, thus putting power back in the hands of communities rather than, say, Mark Zuckerberg. Critics, meanwhile, see a predatory system in which insiders exploit people’s desire for connection, package it into pump-and-dump schemes, and end up manipulating hopeful investors into losing money.

Young entrepreneurs are often desperate for something to offset the heaviness of constant competition. “Community,” insists the Web3 startup that sells digital coins to fans of popular influencers in exchange for access to a group chat; “community,” says the mobile banking app targeting digital creators and other freelancers whose main uniting factor is that they work alone; “community” say the members of Launch House when what they are referring to are customers. Theirs is a world in which someone can ask, “What kind of company are you building?” and you can just say “community.”

In March, Launch House hosted its first cohort exclusively for women. The 23 founders who attended were driven and enthusiastic, and worked on projects that could help chart the next decade of the internet. Held during Women’s History Month, the all-female cohort was meant to solidify Launch House as an unmissable stopping point for bright young entrepreneurs hoping to make it big in tech and find community in a lonely industry.

What the women didn’t know was that the community that Launch House had established was one that could be hostile to them — one that seemed to prioritize money, status, and clout over anything a community might actually need or want, and that could ostracize them if they spoke out against it. Rather than simply an example of yet another mismanaged business full of Los Angeles dreamers, Launch House is a case study in how “community” operates when profit and attention appear to be its main motives.

A whiteboard sits outside on the patio.

In the beginning, Launch House was supposed to be a reality show. It was 2020, the year when people in the tech and entertainment industries decided that if you put a bunch of young, attractive social media stars in a fabulous mansion where they can create lots of content and plenty of teen drama, you can make magic, or at least get a Netflix deal. Hype House — a creator content house that eventually did get a Netflix deal — had launched the careers of TikTok superstars like Charli D’Amelio and Addison Rae, and copycats were popping up all over Los Angeles. Launch House, then, would be “the Hype House for the tech industry,” and on September 4, Brett Goldstein, one of its founders, tweeted, “Excited to announce LAUNCH HOUSE, an Instagram/TikTok reality show where 19 entrepreneurs spend a month together in a house in Tulum.” That tweet is now framed in the entryway of the LA house.

Goldstein, a former Google employee, joined with Michael Houck, a project manager at Airbnb who had been laid off early in the pandemic, and Jacob Peters, a software startup founder. After ditching the reality show idea, Launch House realized that their most valuable asset was simply the ability to gather a bunch of solo tech founders in the same place. Drawing from a storied history of hacker houses in the tech industry, Launch House would aim to attract the kind of creators/entrepreneurs who regularly went viral for sharing business advice and were bullish on the buzzy concept of Web3.

Brett Goldstein’s original announcement tweet is framed in the foyer of Launch House.

Programs like Launch House, which often require members to pack their bags and move to a new city with just a few weeks’ notice, are only feasible for a very specific group of people: young, hungry digital nomads with the freedom to figure it out as they go along. Some of these people have the financial privilege to make such a decision, while others receive scholarships from Launch House; many of the women in the all-female cohort didn’t have to pay to join. They’re all trying to break into a cutthroat and deeply individualist industry, often without established social ties or the stability of a permanent residence. Launch House offers friendship, and maybe a leg up, during a high-pressure time. “A lot of people that came in did not have friends from college, friends from school, friends from work,” says one former member. “People from lonely backgrounds are most prone to joining a cult.”

Goldstein — the current CEO — has a particular interest in organized religion, a subject he likes to talk about to Launch House members and in interviews with the press. He seems less curious about the beliefs of these groups, however, and more in the structure of the organizations. Early meetings with the team, according to former employees, included presentations on what they could learn from the dynamics perfected by cults and some religious sects, so that members would proselytize to their social networks about the wonderful things Launch House had done for them and create new converts. Members with the most enthusiasm for the company are selected to act as ambassadors, interviewing potential members and spreading the good word.

Cohort members are sometimes encouraged to boast about Launch House online without even realizing it. Each month, Goldstein conducts a presentation on how to build clout on Twitter (most of the tips were “just plagiarism,” said one member; Launch House denies this is the case). At the end of the month, the person who got the best engagement during that period is selected to “go viral” via a mass retweeting campaign among Launch House staff and members. What the members are not told is that, according to sources, the person who “wins” the best engagement contest is whoever has mentioned Launch House on Twitter the most.

When new cohorts arrive at the house, Launch House organizes a team-building exercise called the “Founders’ Circle” that mimics religious confessionals: Each member is encouraged to share the most difficult experiences of their lives — deaths of loved ones, sexual assaults, grave financial losses — a practice that employees refer to as “trauma bonding.”

Brett Goldstein (left) and Michael Houck, two of Launch House’s co-founders.

In March, Goldstein said the company used community members who were experienced in HR and DE&I to deal with the kinds of issues that might come up when dozens of young strangers live in a house together. They also said it worked with a DE&I training company to “proactively audit our process instead of waiting for something to happen.” “So far they’ve been pretty impressed,” he told me.

Yet former employees describe the vetting process for people who wish to join Launch House, including those who live in the Beverly Hills mansion as a member of a cohort, as incredibly lax. After filling out a short application on the company website, hopefuls submit to one, maybe two, 15- to 20-minute interviews about the project they’re working on by an existing member or Launch House employee. Often, they’re accepted on the same day.

“Everything that happened there boiled down to an issue with screening the quality of people coming in,” said one former employee who conducted several such interviews. “They don’t vet Launch House members at all,” said a former member. “They look at our name, our website, and how many Twitter followers we have and then looked at our company website to make sure we had a company website and didn’t do any further investigation.”

The Launch House founders, meanwhile, say they do plenty of due diligence: Houck says that after he personally reviews every applicant, the founders and other community members listen to feedback from the members who conduct interviews, and then conduct a “final check” before inviting them in. Still, Launch House has a history of accepting founders whose startups sound an awful lot like the many, many crypto scams that fester throughout the tech space.

Kevin (who, like every former and current member of Launch House I spoke to for this story, asked to be referred to by a pseudonym because of concerns that speaking to a reporter could jeopardize his startup’s ability to get funding) entered Launch House in August 2021 as an ideal member: a young, ambitious, eager guy in tech who, as he puts it, “didn’t realize I was in a fucking cult.” He tweeted dutifully about the benefits of joining the community and loved networking with his fellow members — well, most of them.

Kevin recalls one cohort member who claimed to be the founder of a successful business who was now working on Web3 company and promised to invest tens of thousands of dollars in several of the other members’ startups, as well as Launch House itself. He had a habit of flaunting his money, renting a Lamborghini and treating fellow members to Beverly Hills hot spots and strip clubs. But when he borrowed money from some of them, he never paid them back.

Launch House members take work calls inside the mansion’s phone cubbies.

His fellow member’s shadiness was far from the worst thing about Kevin’s time at Launch House, which ended in a terrifying ordeal. On August 21 around 9:30 in the morning, the residents awoke to the sounds of an ambulance. One of the members had gone unconscious in his room, barely breathing. Someone performed CPR until the paramedics arrived, administered narcan for an apparent opioid overdose, and brought him to the hospital.

As the rest of the cohort reeled, Goldstein was on the phone. “I’m like, he’s probably figuring out what hospital he was taken to, or contacting loved ones,” says Kevin. “And then he gets off the call and comes over to us and goes, ‘Hey guys, guess what? I just landed two fintech TikTokers for our first New York cohort!’ and I think they were also gonna invest as well. I was like, ‘Are you fucking kidding me?’ Thirty minutes later, he ordered Thai food. That’s how he handled that situation.”

More recent members lament the lack of clear processes and general chaos, and express concerns over security. In May, Hayley was one of three women in a Web3-specific cohort, and she says she arrived to a house with bedroom locks that never worked and visitation policies that were rarely followed. “People would just come in willy-nilly. I didn’t know who those people were.” (Launch House claims the locks functioned.)

She watched one stranger fall asleep on a couch and saw other unidentified people staying at the house. Many of the cohort members I spoke to for this story cited lack of physical security as one of their main concerns; members were supposed to let someone in the Discord know if they wanted to stop by one of the locations, but they say random people would often show up at the Beverly Hills mansion claiming to know someone connected to the company.

This was especially worrisome to the women of Launch House, who typically only made up a handful of the people in each cohort. When one woman said she was groped by a former member who no longer lived at the house but stayed over anyway, she said there was no one around to enforce the company’s zero-tolerance policy.

A woman in a majority-male cohort reported overhearing her roommate say “disgusting things” about what he wanted to do to the women in the house. She also alleges that Goldstein would bring over dates in an attempt to impress them with the mansion. “Honestly, it all seemed like a big dating thing for them, where they orchestrate their ‘networking’ events to have a bunch of girls there and they’re like, ‘Ooh, which one should we pick?’” another woman said. Two of the three founders are or have been in relationships with women they met in the cohorts.

“On the surface, [Launch House] looks very shiny,” says Delia, a former Launch House member who’s since distanced herself from the community. But the sparkle faded quickly.

During a heavily alcohol-fueled outing on a party bus in April 2021, several cohort members harassed the women on the bus, before one of them allegedly stuck a hand up the skirt of a member I’ll call Jessica (not her real name). After the incident, according to sources, Goldstein and Peters asked Jessica to rate, on a scale of 1 to 10, how much each of the men violated her. Launch House denies that Jessica was asked to do this. In a few days, only the man whom Jessica had ranked the highest was kicked out of the house. None of the women were given a heads up that he was being told to leave, and were therefore stuck in the house with him as he packed his belongings, Jessica said.

While Jessica remained disturbed by this experience, she felt that the opportunities presented to her by the community were still too good to pass up. She rejoined Launch House for another cohort after the bus incident, during which, she says, things only got worse.

On May 21, 2021, the team hosted their monthly “gala,” where Launch House members and friends gathered at the Beverly Hills mansion for a party. They loaded in a carful of booze, and though the founders had claimed they’d planned on only around 100 guests, hundreds more were added to the guest list. “Brett [Goldstein] told the girl at the door to let anyone in, regardless of Covid tests,” said one attendee. “If they weren’t on the guest list, as long as they were hot or had a lot of followers,” they could enter. “Even if Covid weren’t a thing, I’m sure it would have been a fire safety issue,” said another. “It wasn’t a networking event anymore; it felt like a club.” More concerning was the presence of seemingly underage girls, some of whom were seen falling over or passed out on the curb outside.

Police came to the house twice that night for noise violations, according to Beverly Hills Police Department records obtained by Vox, and found about 200 cars parked outside on the dead-end road; on the second visit, they shut the party down. The morning after, rumors began to swirl: Someone saw someone with tattoos tied to the gang MS-13; a content creator got “jumped” and taken to the hospital; another fight broke out. Attendees described a frenzied scene and a company unprepared to manage it.

When Jessica woke up the next morning, she, along with several other women who’d attended the party, was pretty sure she’d been roofied. She only remembered taking three shots — not nearly enough to black out for her tall frame — but woke up in bed without her tampon in, and without knowing how or when it had been removed or how she’d gotten upstairs. Other people at the party, too, reported instances of blacking out due to suspected drugging, noting how weak the security had been, how none of the bedrooms had been locked, how essentially anyone could walk through the door at any time. And they did: Multiple people reported seeing groups of partygoers enter the bedroom where Jessica was passed out. Onlookers presumed they were en route to the attached bathroom to do cocaine.

Jessica eventually went to the hospital for a sexual assault forensic exam and decided to spend the next few days at a hotel to process what had happened. In the meantime, the police came to the house again, as part of an investigation into an alleged assault with a deadly weapon, according to records. A member who was at the house that evening saw the police flipping through CCTV footage from the property. “Everything was tense,” said one member. “We couldn’t get any straight answers from the founders. We were told that police were coming and to just keep going about our day, and not talk to them if they asked us anything.”

Though the founders wouldn’t give any information to the other members on what happened at the party — and aside from acknowledging that there was a police investigation, Launch House denied allegations about the evening to Vox — Goldstein did make one thing clear at the time: They were not to allow Jessica back in. “FYI our landlord has changed the gate code to [XXXX]. please don’t share with anyone no longer living here or outside guests,” wrote Peters in the Launch House Slack group, as per screenshots obtained by Vox. Jessica had been kicked out of that, too.

Luckily, she still had friends in the house who helped her sneak through the gate to pick up her belongings, including her passport, which were still locked in her room. Some members were tasked with distracting Goldstein while she packed up her remaining things. She never went back.

The world of female tech founders is small. In place of systemic power, they turn to whisper networks, where word of Launch House’s reputation has spread quickly. One woman who was considering joining a cohort said she was warned against it by a female VC. “I heard that Launch House has retaliated against a woman who’d been sexually assaulted there in the past,” said the woman who was groped. “So I just decided not to tell anyone.”

Launch House denies any such retaliation.

The mansion, which Zillow currently estimates is worth $12.9 million.

In February 2022, the company announced a $12 million Series A round led by Silicon Valley’s most famous VC firm, Andreessen Horowitz, known for its investments in Facebook, Twitter, and Lyft, but which recently has earned a reputation for following shallow hype cycles. In a community full of young, mostly first-time entrepreneurs hoping to meet big-name investors, speaking out publicly against Launch House could risk their prospects in the industry.

“They’re afraid the Launch House mafia will come after them and they won’t get funding for their own startup,” explains Madison Campbell, the founder of Leda, which offers self-collecting DNA kits and programs for sexual assault survivors. She never joined Launch House herself (“I don’t want their money in the first place,” she says of Andreessen Horowitz), but she’s been in touch with many members seeking resources about things they experienced or witnessed. She recalls hearing “countless” sexual assault allegations. “If it looks and smells and acts like a fraternity, it’s a fraternity.”

“Launch House has a zero-tolerance policy for drug use and unwanted sexual advances,” reads a statement provided to Vox by Launch House, in response to the allegations in this article. “Anyone confirmed to have violated the code of conduct has had their membership revoked.” In a call with Vox, a spokesperson said that incidents happened “a very long time ago, in very, very early stages of the company, certainly before they attracted outside funding,” and that the company has professionalized since Goldstein took over as CEO from Peters in October 2021. (Peters has since left the company.)

However, according to an employee who worked for Launch House until this July, an accusation that a Launch House member sexually assaulted a woman who was friends with some of the other members in December 2021 sent the founders spiraling. While the employee offered counseling services to the victim, Houck suggested the victim get media training from a Launch House publicist after being contacted by a reporter, so as not to disparage the company. The former employee also says that a Launch House member who had been accused of sexual assault by multiple members — accusations that were corroborated by several sources who spoke to Vox — was not kicked out of the community program until the employee threatened to quit.

The former employee claims that in recent months, Launch House’s vetting process has only become more lax. “It felt like we stopped being as selective because they weren’t making any money and they were having trouble filling cohorts,” she said. (A spokesperson for Launch House maintains “the acceptance rate for Launch House membership is the same as the Ivy Leagues, among the oldest and most prestigious in the United States.”) The company says it has invested in DE&I and HR processes in the past year, but when the employee asked for time off for burnout this summer, the founders gave her just three days, and another employee continued to text her during that period. She ended up resigning less than a week after returning, and said she’s since been diagnosed with PTSD. “I reached my breaking point,” she says. “I was like, ‘I feel like I’m doing more harm than good.’”

The open living area is where Launch House hosts many of its livestreamed events and panel discussions.
Michelle Groskopf for Vox

There is another reason that Launch House members might remain silent, or convince themselves that what they saw wasn’t what they thought they saw, or that what happened to them wasn’t actually that bad.

The mood in tech, particularly Web3, is different than it was earlier this year. A recession appears to be on the horizon, however far away. Crypto is down; NFT spending has tanked. Over the past few months, Launch House’s founders have acknowledged the undeniable slowdown of VC investments in crypto and blockchain projects by offering a two-week course to members on “building in a bear market,” and have tweeted frequently about what a great time it is to be a founder. “The removal of cheap money in the system is only bad news for startups that aren’t building meaningful products,” tweeted Houck, adding days later, “a bear market doesn’t mean you slow down. the best founders get more aggressive when times are tough.”

The vibes are off, basically, and in times of financial uncertainty, community is more important than ever. Launch House, however, is a prime example of what a community can look like under inept leadership: It’s chaotic, ragtag, unpredictable. It’s what happens when young tech guys are flooded with money doled out by old tech guys who see dollar signs in the eyes of people who look and sound like younger versions of themselves. It is clannish and insular; you’re either with them or you aren’t. As more companies raise money for projects promising so-called community, Launch House may very well be a frightening bellwether.

True community-building, as tech founders should have realized by now, requires more than renting a mansion in Beverly Hills. It takes more than bandwagoning onto a shaky tech trend and convincing profit-hungry investors to hand over millions of dollars. It’s more than tweeting hustle porn and hosting parties. Sometimes, community is what happens when a great deal of eager young people come together and realize the people who brought them there have no idea how to build a community at all.



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Stanford dropouts’ startup worth millions, could be India tech unicorn

“When we started this 12 months ago, every conversation we had was, ‘You’re totally out of your mind, this is never going to work,'” said teenage CEO Aadit Palicha. 

Yet, Palicha’s company has managed to prove those doubters wrong — it’s now nearing unicorn status and is one of India’s fastest-growing quick commerce apps. A unicorn is a startup valued at more than $1 billion.

Zepto is a startup that promises to deliver groceries in less than 10 minutes. Despite being just one of many businesses to join the instant commerce wave, it has already caught the eyes of investors. 

Its latest cash injection of $200 million in May 2022 valued the business at $900 million, just nine months after its launch. 

We figured that was just a more exciting opportunity than studying in an elite university.

Aadit Palicha

Co-founder and CEO, Zepto

Driving its meteoric growth are Palicha and Kaivalya Vohra, two 19-year-olds who dropped out of Stanford University to pursue their entrepreneurial dreams. 

“At that point, we had already scaled to a couple million dollars of annualized revenue. We said here’s an opportunity to raise a large amount of capital, it’s got clear product market fit,” Palicha told CNBC Make It. 

“How many people in their lifetimes get an opportunity to build a potential generational company? We figured that was just a more exciting opportunity than studying in an elite university.” 

From 45 to 10 minutes 

The idea for Zepto came in July 2021 — when the childhood friends were stuck in their homes in Mumbai, right in the middle of the Covid-19 pandemic and a nationwide lockdown. 

At the time, demand for delivery services surged as many stayed home.

“Online groceries [would] take six, seven days to deliver, offline options were practically shut down or unavailable. It was incredibly difficult for us to get groceries,” said Palicha, who is Zepto’s CEO. 

“We had sort of similar conversations with our neighbors that complained about pretty much the same problem. That’s when we said … why don’t we try building a solution for the folks in our neighborhood?” 

If you look at all the other major categories of e-commerce … you take all of them and combine them, they’re a fraction of the grocery market.

Aadit Palicha

Co-founder and CEO, Zepto

But Palicha and Vohra were no strangers to the instant grocery delivery business. In 2020 — at just 17 years old — they started KiranaKart, which they said delivered groceries in Mumbai in under 45 minutes.

“Some people were getting their deliveries [within] a 10-15 minute timeframe,” Vohra said. 

“In terms of their retention, how much they liked the platform and how frequently they were referring to their friends, [it] was significantly higher for those people who got the deliveries in that timeframe.”

“Which is why we said, ‘Look, maybe there’s some value in exploring that.'” 

Zepto isn’t the only quick commerce startup in India, and competition is heating up both domestically and globally. The country’s online grocery market is set to be worth around $24 billion dollars by 2025, according to Redseer.

Zepto

They weren’t wrong. According to research from consulting firm Redseer, India’s online grocery market could be worth up to $25 billion by 2025 and that is an opportunity that was “too compelling to pass up,” said Palicha.

“If you look at all the other major categories of e-commerce — electronics, apparel, you take all of them and combine them, they’re a fraction of the grocery market,” he added. 

Building trust and reliability 

In order to fulfill grocery orders in under 10 minutes, the duo established a network of dark stores, or microdistribution hubs across cities. 

Dark stores are are closed to the public, housing goods meant solely for online ordering.

“We design our network across the city, to make sure that our points of pickup are very close to population clusters in a specific neighborhood,” Palicha said. 

In order to fulfill grocery orders in under 10 minutes, the duo established a network of dark stores, like the one above, across cities.

Zepto

“What ends up happening is that the average distances of our deliveries are so short, we’re able to get deliveries done consistently in 10 minutes.”

The startup added that the average distance for its deliveries ranges from 1.7 to 2 kilometers. Other forms of hyperlocal delivery, it said, could be “2 to 2.5 times longer than that.” 

Today, Zepto says, it operates hundreds of dark stores across 10 cities in India, with tens of thousands of delivery drivers at work. Palicha added that it is currently delivering “90 to 95%” of its orders between five and 20 minutes. 

But speed is not Zepto’s only secret to retaining customers and building loyalty. The startup, whose name comes from zeptosecond — the smallest unit of time — claimed it is adding 100,000 new users daily. 

“To really retain customers for the long term, what do you really need to build is trust and reliability. Reliability comes in many ways,” said Vohra, who is also the chief technology officer. 

“Yes, we deliver on time, but also reliability in terms of — if I ordered 10 things, I get those 10 exact things. And if I order fruits and vegetables, [they’re] the highest quality possible.” 

Keeping cash burn low

Investors are excited about Zepto’s popularity too.

To date, the company had attracted $360 million dollars from investors, including Y Combinator, U.S. health-care consortium Kaiser Permanente and Nexus Venture Partners. Its latest funding round puts the company on course for a likely $1 billion valuation. 

Palicha said one the key drivers of Zepto’s investment success is its “operating discipline.” 

“When we went to investors this time around, we showed very, very clear paths to profitability. We went from $0 in revenue roughly a year ago to today, we’re doing hundreds of millions of dollars in annualized revenue,” he added. 

“We’re still talking in terms of multiples and not percentages when it comes to our growth rate, and that’s something that we’re excited by.”

Since day one, we’ve been … forcing ourselves to be efficient to make every dollar last. 

Aadit Palicha

Co-founder and CEO, Zepto

Zepto claims it has managed to reduce its cash burn rate by 5 times on a per-order basis, while achieving a quarter-on-quarter revenue growth of 800%. 

Even so, the days of easy money for cash-burning tech companies are gone, as interest rates rise and investors demand more results. Nonetheless, the young founders remain unfazed. 

“We’re in a position where you look at the size of our balance sheet, we effectively got capital to last us multiple years, in the context of this downturn,” said Palicha. 

“Since day one, we’ve been … forcing ourselves to be efficient to make every dollar last. We’re able to do more orders with the same amount of cash, we’re able to acquire more customers with the same amount of cash.” 

Zepto’s founders may be young, but their conviction in their product is unwavering. “Whether it was in front of an investor, a senior executive, any government stakeholder and regulator, you realize what you’re building is on the right side of what customers want,” said Aadit Palicha (right).

Zepto

Keeping costs lower than its competitors in the high-growth tech category has given them an edge, said the duo. 

“That just puts us in a position where we are able to continue growing sustainably, where other folks have been forced to … induce layoffs, essentially pull back growth plans and contract to survive in a market like this,” Palicha added. 

Touching ‘the billion mark’?

Because of that difficult environment, Palicha and Vohra aren’t resting on their laurels despite the fresh funding that Zepto has in the bag.

“The key focus now is to just build the incremental scale we need to break even in key markets. Once we have a balance sheet that is now operating in breakeven, we can start expanding into new cities with a lot more confidence and clarity,” said Palicha. 

It was previously reported that Zepto is making $200 million to $400 million dollars in annualized revenue and the founders are now hoping to “touch the billion mark.” 

Palicha added: “[Zepto] came out as a personal project between Kaivalya and [me] to see if we could solve a problem at a small scale in our neighborhood.”

“It eventually evolved into the company that we are today, which we’re incredibly grateful for.” 

Don’t miss: Here’s how you can recession-proof your career, according to one CEO

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Kayleigh McEnany has message for Tesla CEO: Hey, Elon Musk, we need more entrepreneurs in the swamp

Fox News host Kayleigh McEnany revealed she is impressed with Tesla CEO Elon Musk for being open about his opinions that cut against the Washington establishment and said she hopes he would consider a political future on “Hannity” Thursday. 

“I think when you look at wokeism – which is a very powerful drug – this is a man who said, ‘I’m not going to be a billionaire elite. I’m not going to just say what is woke, say what is liberal, say what is expected of me. I’m going to just be me.’ And he’s doing just that,” the former White House press secretary said.

Elon Musk attends TIME Person of the Year on December 13, 2021 in New York City. 
(Photo by Theo Wargo/Getty Images for TIME)

McEnany was responding to a recent feud that has broken out between Musk and Sen. Elizabeth Warren, D-Mass. 

The rift began when Warren took a shot at Musk after he won Time’s “Person of the Year.”

Warren said, “Let’s change the rigged tax code so ‘Person of the Year’ will actually pay taxes and stop freeloading off everyone else.” 

Musk responded by calling her “Senator Karen” and adding that Warren reminds him of his friend’s “angry” mom from his youth who would yell at the drop of a hat. 

McEnany praised Musk for “cutting through the noise” and “holding a powerful senator accountable.”

When Joy Reid hopped in the game to defend Warren, slamming Musk for being a “selfish and disrespectful” freeloader, the SpaceX founder clapped back saying, “(Lack of) Joy Reid is a lobbyist for Sen Karen.”

MSNBC’s Joy Reid interviews Sen. Elizabeth Warren on Dec. 15, 2021, on feud with Elon Musk. 
(MSNBC)

McEnany said that America needs more outsiders to cut through the swamp’s vertical.

“I was in the swamp. I happened to work for a non-politician President Donald J. Trump, the greatest president of our time. We need more people like Elon Musk getting in the game, and he might just be doing that.”

Former President Donald Trump introduces Kayleigh McEnany during 2020 campaign rally on October 19, 2020, in Prescott, Arizona. 
(Photo by Caitlin O’Hara/Getty Images)

“So hey, Elon Musk, you may have a political future. We need more people like you, entrepreneurs in the swamp. It takes a lot of courage to go there and leave what’s comfortable, and he may be doing that.”

“He’s done the same with Bernie Sanders. I am so impressed by him,” she added. 

Musk responded to a Sanders tweet that called for the “extremely wealthy to pay their fair share.”

“I keep forgetting that you’re still alive,” Musk said. “Want me to sell more stock, Bernie? Just say the word.”

CLICK HERE TO GET THE FOX NEWS APP

McEnany also raised that Musk criticized President Biden’s Build Back Better agenda. He said, “[C]an the whole bill. Don’t pass it, that’s my recommendation.”

“He’s one of the most interesting people in America,” McEnany concluded. 

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WSJ Tech Live Conference Features Interviews With Alphabet CEO Sundar Pichai, CEOs of ViacomCBS and Reddit

The Wall Street Journal is hosting its virtual Tech Live conference with top executives, technologists and policy makers to discuss a range of issues including the lasting impact of Covid-19, as businesses grapple with disrupted supply chains, a shrinking labor force and the continuing chip shortage.

The conference launches at a time when lawmakers are re-examining big tech on issues ranging from privacy to competition. The Wall Street Journal’s investigation of

Facebook Inc.

has also led to new momentum for tougher tech laws, including special online protections for children.

Here is a rundown of interviews. Access to the conference is complimentary for Journal subscribers. You can see more details here.

First, starting at 11:15 a.m. ET,

ViacomCBS Inc.

VIAC -0.32%

Chief Executive

Robert Bakish

discusses the company’s investments in content and plans to increase global subscribers, following a recent leadership revamp at Paramount Pictures.

The conference then features conversations about the cutting edge of transportation. Grab Holdings Inc. co-founder Hooi Ling Tan will discuss plans to go public in a record-setting special-purpose acquisition and the company’s future in last-mile deliveries and financial services at 11:40 a.m. ET. Two astronauts who traveled to the edge of space with actor William Shatner will talk about their space tourism experience at 12:05 p.m. ET. Later, one of the top researchers in artificial intelligence,

Raquel Urtasun,

will speak about the future of autonomous trucking at 12:40 p.m. ET.

Investor

Alexis Ohanian

speaks at 12:15 p.m. ET on his latest venture capital endeavor, Seven Seven Six, which has focuses on founders’ well-being at a time of increased burnout and always-on work culture.

Alphabet CEO

Sundar Pichai

speaks at 2 p.m. ET on Google’s evolving workplace culture, privacy concerns and regulatory challenges, as the company battles antitrust lawsuits domestically and a $5 billion antitrust fine in Europe. Then, Reddit CEO

Steve Huffman

will discuss the social media platform’s global expansion, as the popularity of “meme stocks” helped to catapult the platform to a $10 billion valuation.

Alphabet CEO Sundar Pichai in Switzerland last year.



Photo:

fabrice coffrini/Agence France-Presse/Getty Images

Online educator Sal Khan talks about the future of virtual learning at 3:15 p.m. ET, followed by Cameo CEO Steven Galanis, who will speak about the growing opportunities for content creators to monetize their fan bases.

Arm Holdings CEO

Simon Segars

speaks at 4:35 p.m. ET about the continuing chip supply issues, in light of companies like

Apple Inc.

designing their own microchips. Following that, Xbox head

Phil Spencer

will speak about cloud gaming and the future of the console.

At 5:30 p.m. ET, the day concludes with basketball star and Los Angeles Lakers forward Carmelo Anthony who will speak about his tech investments, including his investment with Overtime Sports Inc.

Copyright ©2021 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

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Tech Startup Financing Hits Records as Giant Funds Dwarf Venture Capitalists

Big money-management firms expanded their dominance in Silicon Valley last quarter, crowding out venture capitalists in a once-niche business and putting 2021 on pace to nearly double last year’s record in startup financing.

Hedge funds, mutual funds, pensions, sovereign-wealth groups and other so-called nontraditional venture investors were more active in the second quarter than in any previous period, according to research firm PitchBook Data Inc. These firms participated in 42% of startup financing deals, and those deals accounted for more than three-quarters of the invested capital, according to Pitchbook.

Investment in U.S. startups for the first half of 2021 hit $150 billion, eclipsing full-year funding every year before 2020, according to a report from PitchBook.

The large asset firms have massive pools of capital, move quickly and are less likely to ask for board seats or involvement in company decisions, often making them more appealing to founders, according to interviews with investors and startup executives. The result has been a dizzying pace of deal making.

“It’s like speed dating but more extreme,” said Peter Fishman, a longtime Silicon Valley tech professional who last year co-founded data-automation startup Mozart Data Inc.

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