position:chief operating officer

  • #CBP terminates controversial $297 million #Accenture contract amid continued staffing struggles

    #Customs_and_Border_Protection on Thursday ended its controversial $297 million hiring contract with Accenture, according to two senior DHS officials and an Accenture representative.
    As of December, when CBP terminated part of its contract, the company had only completed processing 58 applicants and only 22 had made it onto the payroll about a year after the company was hired.
    At the time, the 3,500 applicants that remained in the Accenture hiring pipeline were transferred to CBP’s own hiring center to complete the process.

    CBP cut ties with Accenture on processing applicants a few months ago, it retained some services, including marketing, advertising and applicant support.
    This week, the entire contract was terminated for “convenience,” government speak for agreeing to part ways without placing blame on Accenture.
    While government hiring is “slow and onerous, it’s also part of being in the government” and that’s “something we have to accept and deal with as we go forward,” said one of the officials.
    For its efforts, CBP paid Accenture around $19 million in start-up costs, and around $2 million for 58 people who got job offers, according to the officials.
    Over the last couple of months, CBP explored how to modify the contract, but ultimately decided to completely stop work and return any remaining funds to taxpayers.
    But it’s unclear how much money, if any, that will be.

    In addition, to the funds already paid to Accenture, CBP has around $39 million left to “settle and close the books” with the company, an amount which has yet to be determined.
    In November 2017, CBP awarded Accenture the contract to help meet the hiring demands of an executive order on border security that President Donald Trump signed during his first week in office. The administration directed CBP to hire an additional 7,500 agents and officers on top of its current hiring goals.
    “We were in a situation where we needed to try something new” and “break the cycle of going backwards,” said a DHS official about why the agency started the contract.

    Meanwhile, hiring remains difficult for the agency amid a surge of migrants at the southern border that is stretching CBP resources thin.
    It “continues to be a very challenging environment,” said one official about hiring efforts this year.

    In fact, one of the reasons that CBP didn’t need Accenture to process applicants, is because the agency didn’t receive as many applications as it initially planned for.
    The agency has been focused on beating attrition and has been able to recently “beat it by a modest amount,” said the official. “Ultimately we would like to beat it by a heck of a lot, but we’re not there yet.”

    https://edition.cnn.com/2019/04/05/politics/cbp-terminate-hiring-contract-accenture/index.html
    #frontières #contrôles_frontaliers #USA #Ests-Unis #complexe_militaro-industriel #business

    • Border Profiteers

      On a recent sunny spring afternoon in Texas, a couple hundred Border Patrol agents, Homeland Security officials, and salespeople from a wide array of defense and security contractors gathered at the Bandera Gun Club about an hour northwest of San Antonio to eat barbecue and shoot each other’s guns. The techies wore flip-flops; the veterans wore combat boots. Everyone had a good time. They were letting loose, having spent the last forty-eight hours cooped up in suits and ties back at San Antonio’s Henry B. Gonzalez convention center, mingling and schmoozing, hawking their wares, and listening to immigration officials rail about how those serving in enforcement agencies are not, under any circumstances, Nazis.

      These profiteers and bureaucrats of the immigration-industrial complex were fresh from the 2019 #Border_Security_Expo —essentially a trade show for state violence, where law enforcement officers and weapons manufacturers gather, per the Expo’s marketing materials, to “identify and address new and emerging border challenges and opportunities through technology, partnership, and innovation.” The previous two days of panels, speeches, and presentations had been informative, a major in the Argentine Special Forces told me at the gun range, but boring. He was glad to be outside, where handguns popped and automatic rifles spat around us. I emptied a pistol into a target while a man in a Three Percenter militia baseball hat told me that I was a “natural-born killer.” A drone buzzed overhead until, in a demonstration of a company’s new anti-drone technology, a device that looked like a rocket launcher and fired a sort of exploding net took it down. “This is music to me,” the Argentine major said.

      Perhaps it’s not surprising the Border Security Expo attendees were so eager to blow off steam. This year’s event found many of them in a defensive posture, given the waves of bad press they’d endured since President Trump’s inauguration, and especially since the disastrous implementation of his family separation policy, officially announced by former Attorney General Jeff Sessions in April of 2018, before being rescinded by Trump two-and-a-half months later. Throughout the Expo, in public events and in background roundtable conversations with reporters, officials from the various component parts of the Department of Homeland Security rolled out a series of carefully rehearsed talking points: Immigrations and Customs Enforcement (ICE) and Customs and Border Patrol (CBP) need more money, personnel, and technology; taking migrants to hospitals distracts CBP officers from their real mission; and the 1997 Flores court settlement, which prohibits immigration enforcement agencies from detaining migrant families with children for more than twenty days, is undermining the very sovereignty of the United States. “We want a secure border, we want an immigration system that has integrity,” Ronald Vitiello, then–acting head of ICE, said in a keynote address to the hundreds of people gathered in San Antonio. “We have a generous immigration system in this country, but it has to have integrity in order for us to continue to be so generous.”

      More of a technocrat than his thuggish predecessor Thomas Homan, Vitiello also spoke at length about using the “dark web” to take down smugglers and the importance of having the most up-to-date data-management technology. But he spoke most adamantly about needing “a fix” for the Flores settlement. “If you prosecute crimes and you give people consequences, you get less of it,” he said. “With Flores, there’s no consequence, and everybody knows that,” a senior ICE official echoed to reporters during a background conversation immediately following Vitiello’s keynote remarks. “That’s why you’re seeing so many family units. We cannot apply a consequence to a family unit, because we have to release them.”

      Meanwhile, around 550 miles to the west, in El Paso, hundreds of migrants, including children and families, were being held by CBP under a bridge, reportedly forced to sleep on the ground, with inadequate medical attention. “They treated us like we are animals,” one Honduran man told Texas Monthly. “I felt what they were trying to do was to hurt us psychologically, so we would understand that this is a lesson we were being taught, that we shouldn’t have crossed.” Less than a week after the holding pen beneath the bridge closed, Vitiello’s nomination to run ICE would be pulled amid a spate of firings across DHS; President Trump wanted to go “in a tougher direction.”

      Family Values

      On the second day of the Border Security Expo, in a speech over catered lunch, Scott Luck, deputy chief of Customs and Border Protection and a career Border Patrol agent, lamented that the influx of children and families at the border meant that resources were being diverted from traditional enforcement practices. “Every day, about 150 agents spend their shifts at hospitals and medical facilities with illegal aliens receiving treatment,” he said. “The annual salary cost for agents on hospital watch is more than $11.5 million. Budget analysts estimate that 13 percent of our operational budget—the budget that we use to buy equipment, to buy vehicles for our men and women—is now used for transportation, medical expenses, diapers, food, and other necessities to care for illegal aliens in Border Patrol custody.”

      As far as Luck was concerned, every dollar spent on food and diapers is one not spent on drones and weapons, and every hour an agent spends guarding a migrant in a hospital is an hour they don’t spend on the border. “It’s not what they signed up for. The mission they signed up for is to protect the United States border, to protect the communities in which they live and serve,” he told reporters after his speech. “The influx, the volume, the clutter that this creates is frustrating.” Vitiello applied an Orwellian inversion: “We’re not helping them as fast as we want to,” he said of migrant families apprehended at the border.

      Even when discussing the intimate needs of detained migrant families, the language border officials used to describe their remit throughout the Expo was explicitly militaristic: achieving “operational control,” Luck said, requires “impedance and denial” and “situational awareness.” He referred to technology as a “vital force multiplier.” He at least stopped short of endorsing the president’s framing that what is happening on the border constitutes an invasion, instead describing it as a “deluge.”

      According to the Migration Policy Institute, a non-partisan think tank, the U.S. immigrant population has continued to grow—although at a slower rate than it did before the 2007 recession, and undocumented people appear to make up a smaller proportion of the overall population. Regardless, in fiscal year 2018, both ICE and CBP stepped up their enforcement activities, arresting, apprehending, and deporting people at significantly higher rates than the previous year. More than three times as many family members were apprehended at the border last year than in 2017, the Pew Research Center reports, and in the first six months of FY 2019 alone there were 189,584 apprehensions of “family units”: more than half of all apprehensions at the border during that time, and more than the full-year total of apprehended families for any other year on record. While the overall numbers have not yet begun to approach those of the 1980s and 1990s, when apprehensions regularly exceeded one million per year, the demographics of who is arriving at the United States southern border are changing: fewer single men from Mexico and more children and families from Guatemala, Honduras, and El Salvador—in other words, an ever-wider range of desperate victims of drug gangs and American policies that have long supported corrupt regimes.

      This change has presented people like Luck with problems they insist are merely logistical: aging Border Patrol stations, he told us at the Expo, “are not luxurious in any way, and they were never intended to handle families and children.” The solution, according to Vitiello, is “continued capital investment” in those facilities, as well as the cars and trucks necessary to patrol the border region and transport those apprehended from CBP custody to ICE detention centers, the IT necessary to sift through vast amounts of data accumulated through untold surveillance methods, and all of “the systems by which we do our work.”

      Neither Vitiello nor Luck would consider whether those systems—wherein thousands of children, ostensibly under the federal government’s care, have been sexually abused and five, from December through May of this year, have died—ought to be questioned. Both laughed off calls from migrant justice organizers, activists, and politicians to abolish ICE. “The concept of the Department of Homeland Security—and ICE as an agency within it—was designed for us to learn the lessons from 9/11,” Vitiello said. “Those needs still exist in this society. We’re gonna do our part.” DHS officials have even considered holding migrant children at Guantánamo Bay, Cuba, according to the New York Times, where a new $23 million “contingency mass migration complex” is being built. The complex, which is to be completed by the end of the year, will have a capacity of thirteen thousand.

      Violence is the Point

      The existence of ICE may be a consequence of 9/11, but the first sections of fencing along the U.S.-Mexico border—originally to contain livestock—went up in 1909 through 1911. In 1945, in response to a shift in border crossings from Texas to California, the U.S. Border Patrol and the Immigration and Naturalization Service recycled fencing wire and posts from internment camps in Crystal City, Texas, where more than a hundred thousand Japanese Americans had been imprisoned during World War II. “Although the INS could not erect a continuous line of fence along the border, they hoped that strategic placement of the fence would ‘compel persons seeking to enter the United States illegally to attempt to go around the ends of the fence,’” historian Kelly Lytle Hernández, quoting from government documents, writes in Migra! A History of the U.S. Border Patrol. “What lay at the end of the fences and canals were desert lands and mountains extremely dangerous to cross without guidance or sufficient water. The fences, therefore, discouraged illegal immigration by exposing undocumented border crossers to the dangers of daytime dehydration and nighttime hypothermia.”

      Apprehension and deportation tactics continued to escalate in the years following World War II—including Operation Wetback, the infamous (and heavily propagandized) mass-deportation campaign of 1954—but the modern, militarized border era was greatly boosted by Bill Clinton. It was during Clinton’s first administration that Border Patrol released its “Strategic Plan: 1994 and Beyond,” which introduced the idea of “prevention through deterrence,” a theory of border policing that built on the logic of the original wall and hinges upon increasing the “cost” of migration “to the point that many will consider it futile to continue to attempt illegal entry.” With the Strategic Plan, the agency was requesting more money, officers, and equipment in order to “enhance national security and safeguard our immigration heritage.”

      The plan also noted that “a strong interior enforcement posture works well for border control,” and in 1996, amid a flurry of legislation targeting people of color and the poor, Congress passed the Illegal Immigration Reform and Immigrant Responsibility Act, which empowered the federal government to deport more people more quickly and made it nearly impossible for undocumented immigrants to obtain legal status. “Before 1996, internal enforcement activities had not played a very significant role in immigration enforcement,” the sociologists Douglas Massey and Karen A. Pren wrote in 2012. “Afterward these activities rose to levels not seen since the deportation campaigns of the Great Depression.” With the passage of the Patriot Act in 2001 and the creation of the Department of Homeland Security and Immigration and Customs Enforcement in 2002, immigration was further securitized and criminalized, paving the way for an explosion in border policing technology that has further aligned the state with the defense and security industry. And at least one of Border Patrol’s “key assumptions,” explicitly stated in the 1994 strategy document, has borne out: “Violence will increase as effects of strategy are felt.”

      What this phrasing obscures, however, is that violence is the border strategy. In practice, what “prevention through deterrence” has meant is forcing migrants to cross the U.S.-Mexico border in the desert, putting already vulnerable people at even greater risk. Closing urban points of entry, for example, or making asylum-seekers wait indefinitely in Mexico while their claims are processed, pushes migrants into remote areas where there is a higher likelihood they will suffer injury and death, as in the case of seven-year-old Jakil Caal Maquin, who died of dehydration and shock after being taken into CBP custody in December. (A spokesperson for CBP, in an email response, deflected questions about whether the agency considers children dying in its custody a deterrent.) Maquin is one of many thousands who have died attempting to cross into the United States: the most conservative estimate comes from CBP itself, which has recovered the remains of 7,505 people from its southwest border sectors between 1998 and 2018. This figure accounts for neither those who die on the Mexican side of the border, nor those whose bodies remain lost to the desert.

      Draconian immigration policing causes migrants to resort to smugglers and traffickers, creating the conditions for their exploitation by cartels and other violent actors and increasing the likelihood that they will be kidnapped, coerced, or extorted. As a result, some migrants have sought the safety of collective action in the form of the “caravan” or “exodus,” which has then led the U.S. media and immigration enforcement agencies to justify further militarization of the border. Indeed, in his keynote address at the Expo, Luck described “the emerging prevalence of large groups of one hundred people or more” as “troubling and especially dangerous.” Later, a sales representative for the gun manufacturer Glock very confidently explained to me that this was because agents of al-Shabaab, the al-Qaeda affiliate in Somalia, were embedded with the caravans.

      Branding the Border

      Unsurprisingly, caravans came up frequently at the Border Security Expo. (An ICE spokesperson would later decline to explain what specific threat they pose to national security, instead citing general statistics about the terrorist watchlist, “special interest aliens,” and “suspicious travel patterns.”) During his own keynote speech, Vitiello described how ICE, and specifically its subcomponent Homeland Security Investigations, had deployed surveillance and intelligence-gathering techniques to monitor the progress of caravans toward the border. “When these caravans have come, we’ve had trained, vetted individuals on the ground in those countries reporting in real time what they were seeing: who the organizers were, how they were being funded,” he said, before going on an astonishing tangent:

      That’s the kind of capability that also does amazing things to protecting brands, property rights, economic security. Think about it. If you start a company, introduce a product that’s innovative, there are people in the world who can take that, deconstruct it, and create their own version of it and sell it as yours. All the sweat that went into whatever that product was, to build your brand, they’ll take it away and slap it on some substandard product. It’s not good for consumers, it’s not good for public safety, and it’s certainly an economic drain on the country. That’s part of the mission.

      That the then–acting director of ICE, the germ-cell of fascism in the bourgeois American state, would admit that an important part of his agency’s mission is the protection of private property is a testament to the Trump administration’s commitment to saying the quiet part out loud.

      In fact, brands and private industry had pride of place at the Border Security Expo. A memorial ceremony for men and women of Border Patrol who have been killed in the line of duty was sponsored by Sava Solutions, an IT firm that has been awarded at least $482 million in federal contracts since 2008. Sava, whose president spent twenty-four years with the DEA and whose director of business development spent twenty with the FBI, was just one of the scores of firms in attendance at the Expo, each hoping to persuade the bureaucrats in charge of acquiring new gear for border security agencies that their drones, their facial recognition technology, their “smart” fences were the best of the bunch. Corporate sponsors included familiar names like Verizon and Motorola, and other less well-known ones, like Elbit Systems of America, a subsidiary of Israel’s largest private defense contractor, as well as a handful of IT firms with aggressive slogans like “Ever Vigilant” (CACI), “Securing the Future” (ManTech), and “Securing Your Tomorrow” (Unisys).

      The presence of these firms—and indeed the very existence of the Expo—underscores an important truth that anyone attempting to understand immigration politics must reckon with: border security is big business. The “homeland security and emergency management market,” driven by “increasing terrorist threats and biohazard attacks and occurrence of unpredictable natural disasters,” is projected to grow to more than $742 billion by 2023 from $557 billion in 2018, one financial analysis has found. In the coming decades, as more people are displaced by climate catastrophe and economic crises—estimates vary between 150 million and 1 billion by 2050—the industry dedicated to policing the vulnerable stands to profit enormously. By 2013, the United States was already spending more on federal immigration enforcement than all other federal law enforcement agencies combined, including the FBI and DEA; ICE’s budget has doubled since its inception in 2003, while CBP’s has nearly tripled. Between 1993 and 2018, the number of Border Patrol agents grew from 4,139 to 19,555. And year after year, Democrats and Republicans alike have been happy to fuel an ever more high-tech deportation machine. “Congress has given us a lot of money in technology,” Luck told reporters after his keynote speech. “They’ve given us over what we’ve asked for in technology!”

      “As all of this rhetoric around security has increased, so has the impetus to give them more weapons and more tools and more gadgets,” Jacinta Gonzalez, a senior campaign organizer with Mijente, a national network of migrant justice activists, told me. “That’s also where the profiteering comes in.” She continued: “Industries understand what’s good for business and adapt themselves to what they see is happening. If they see an administration coming into power that is pro-militarization, anti-immigrant, pro-police, anti-communities of color, then that’s going to shape where they put their money.”

      By way of example, Gonzalez pointed to Silicon Valley billionaire Peter Thiel, who spent $1.25 million supporting Trump’s 2016 election campaign and followed that up last year by donating $1 million to the Club for Growth—a far-right libertarian organization founded by Heritage Foundation fellow and one-time Federal Reserve Board prospect Stephen Moore—as well as about $350,000 to the Republican National Committee and other GOP groups. ICE has awarded Palantir, the $20 billion surveillance firm founded by Thiel, several contracts worth tens of millions of dollars to manage its data streams—a partnership the agency considers “mission critical,” according to documents reviewed by The Intercept. Palantir, in turn, runs on Amazon Web Services, the cloud computing service provided by the world’s most valuable public company, which is itself a key contractor in managing the Department of Homeland Security’s $6.8 billion IT portfolio.

      Meanwhile, former DHS secretary John Kelly, who was Trump’s chief of staff when the administration enacted its “zero-tolerance” border policy, has joined the board of Caliburn International—parent organization of the only for-profit company operating shelters for migrant children. “Border enforcement and immigration policy,” Caliburn reported in an SEC filing last year, “is driving significant growth.” As Harsha Walia writes in Undoing Border Imperialism, “the state and capitalism are again in mutual alliance.”

      Triumph of the Techno-Nativists

      At one point during the Expo, between speeches, I stopped by a booth for Network Integrity Systems, a security firm that had set up a demonstration of its Sentinel™ Perimeter Intrusion Detection System. A sales representative stuck out his hand and introduced himself, eager to explain how his employer’s fiber optic motion sensors could be used at the border, or—he paused to correct himself—“any kind of perimeter.” He invited me to step inside the space that his coworkers had built, starting to say “cage” but then correcting himself, again, to say “small enclosure.” (It was literally a cage.) If I could get out, climbing over the fencing, without triggering the alarm, I would win a $500 Amazon gift card. I did not succeed.

      Overwhelmingly, the vendors in attendance at the Expo were there to promote this kind of technology: not concrete and steel, but motion sensors, high-powered cameras, and drones. Customs and Border Patrol’s chief operating officer John Sanders—whose biography on the CBP website describes him as a “seasoned entrepreneur and innovator” who has “served on the Board of Directors for several leading providers of contraband detection, geospatial intelligence, and data analytics solutions”—concluded his address by bestowing on CBP the highest compliment he could muster: declaring the agency comparable “to any start-up.” Rhetoric like Sanders’s, ubiquitous at the Expo, renders the border both bureaucratic and boring: a problem to be solved with some algorithmic mixture of brutality and Big Data. The future of border security, as shaped by the material interests that benefit from border securitization, is not a wall of the sort imagined by President Trump, but a “smart” wall.

      High-ranking Democrats—leaders in the second party of capital—and Republicans from the border region have championed this compromise. During the 2018-2019 government shutdown, House Homeland Security Committee Chairman Bennie Thompson told reporters that Democrats would appropriate $5.7 billion for “border security,” so long as that did not include a wall of Trump’s description. “Walls are primitive. What we need to do is have border security,” House Majority Whip Jim Clyburn said in January. He later expanded to CNN: “I’ve said that we ought to have a smart wall. I defined that as a wall using drones to make it too high to get over, using x-ray equipment to make it too wide to get around, and using scanners to go deep enough not to be able to tunnel under it. To me, that would be a smart thing to do.”

      Even the social democratic vision of Senator Bernie Sanders stops short at the border. “If you open the borders, my God, there’s a lot of poverty in this world, and you’re going to have people from all over the world,” he told Iowa voters in early April, “and I don’t think that’s something that we can do at this point.” Over a week later, during a Fox News town hall with Pennsylvania voters, he recommitted: “We need border security. Of course we do. Who argues with that? That goes without saying.”

      To the extent that Trump’s rhetoric, his administration’s immigration policies, and the enforcement agencies’ practices have made the “border crisis” more visible than ever before, they’ve done so on terms that most Democrats and liberals fundamentally agree with: immigration must be controlled and policed; the border must be enforced. One need look no further than the high priest of sensible centrism, Thomas Friedman, whose major complaint about Trump’s immigration politics is that he is “wasting” the crisis—an allusion to Rahm Emanuel’s now-clichéd remark that “you never want a serious crisis to go to waste.” (Frequently stripped of context, it is worth remembering that Emanuel made this comment in the throes of the 2008 financial meltdown, at the Wall Street Journal’s CEO Council, shortly following President Obama’s election.) “Regarding the border, the right place for Democrats to be is for a high wall with a big gate,” Friedman wrote in November of 2018. A few months later, a tour led by Border Patrol agents of the San Ysidro port of entry in San Diego left Friedman “more certain than ever that we have a real immigration crisis and that the solution is a high wall with a big gate—but a smart gate.”

      As reasonable as this might sound to anxious New York Times readers looking for what passes as humanitarian thinking in James Bennet’s opinion pages, the horror of Friedman’s logic eventually reveals itself when he considers who might pass through the big, smart gate in the high, high wall: “those who deserve asylum” and “a steady flow of legal, high-energy, and high-I.Q. immigrants.” Friedman’s tortured hypothetical shows us who he considers to be acceptable subjects of deportation and deprivation: the poor, the lazy, and the stupid. This is corporate-sponsored, state-sanctioned eugenics: the nativism of technocrats.

      The vision of a hermetically sealed border being sold, in different ways, by Trump and his allies, by Democrats, and by the Border Security Expo is in reality a selectively permeable one that strictly regulates the movement of migrant labor while allowing for the unimpeded flow of capital. Immigrants in the United States, regardless of their legal status, are caught between two factions of the capitalist class, each of which seek their immiseration: the citrus farmers, construction firms, and meat packing plants that benefit from an underclass of unorganized and impoverished workers, and the defense and security firms that keep them in a state of constant criminality and deportability.

      You could even argue that nobody in a position of power really wants a literal wall. Even before taking office, Trump himself knew he could only go so far. “We’re going to do a wall,” he said on the campaign trail in 2015. However: “We’re going to have a big, fat beautiful door on the wall.” In January 2019, speaking to the American Farm Bureau Association, Trump acknowledged the necessity of a mechanism allowing seasonal farmworkers from Mexico to cross the border, actually promising to loosen regulations on employers who rely on temporary migrant labor. “It’s going to be easier for them to get in than what they have to go through now,” he said, “I know a lot about the farming world.”

      At bottom, there is little material difference between this and what Friedman imagines to be the smarter, more humane approach. While establishment liberals would no doubt prefer that immigration enforcement be undertaken quietly, quickly, and efficiently, they have no categorical objection to the idea that noncitizens should enjoy fewer rights than citizens or be subject to different standards of due process (standards that are already applied in deeply inequitable fashion).

      As the smorgasbord of technologies and services so garishly on display at the Border Security Expo attests, maintaining the contradiction between citizens and noncitizens (or between the imperial core and the colonized periphery) requires an ever-expanding security apparatus, which itself becomes a source of ever-expanding profit. The border, shaped by centuries of bourgeois interests and the genocidal machinations of the settler-colonial nation-state, constantly generates fresh crises on which the immigration-industrial complex feeds. In other words, there is not a crisis at the border; the border is the crisis.

      CBP has recently allowed Anduril, a start-up founded by one of Peter Thiel’s mentees, Palmer Luckey, to begin testing its artificial intelligence-powered surveillance towers and drones in Texas and California. Sam Ecker, an Anduril engineer, expounded on the benefits of such technology at the Expo. “A tower doesn’t get tired. It doesn’t care about being in the middle of the desert or a river around the clock,” he told me. “We just let the computers do what they do best.”

      https://thebaffler.com/outbursts/border-profiteers-oconnor

  • #tzero: Successful migration from an #ico to STO, platform launch awaited |Everything you need to know
    https://hackernoon.com/tzero-successful-migration-from-an-ico-to-sto-platform-launch-awaited-ev

    tZERO: Successful migration from an ICO to STO, platform launch awaitedDisclaimer: This is not financial advice. Article inspired from InWara. For more details visit terms and conditions.tZERO was launched by Overstock.com through an Initial Coin Offering-ICO, with the aim of raising funds for developing an alternate decentralized trading platform. The long-awaited tZERO security token trading platform will go live by the end of this week according to CEO Patrick Byrne. Overstock’s ATS (Alternative Trading System) a precursor to tZERO has been operational for two years but with limited volumes.According to reports from coindesk, “tZERO will be led by Steven Hopkins, who was up until recently the chief operating officer and general counsel at Medici. Hopkins will serve as tZERO’s (...)

    #tzero-analysis #blockchain #cryptocurrency

  • Delay, Deny and Deflect: How Facebook’s Leaders Fought Through Crisis - The New York Times
    https://www.nytimes.com/2018/11/14/technology/facebook-data-russia-election-racism.html

    En partie de la manière suivante,

    Matt Stoller sur Twitter : “#Facebook is an impressive company. They both went after our coalition group @FacebookBreakup as Soros-funded AND worked with the Anti-Defamation League to accuse us of anti-semitism. https://t.co/MGZLJZO6hv” / Twitter
    https://twitter.com/matthewstoller/status/1062816375046135808

  • Sheryl Sandberg Misled Congress About Facebook’s Conscience
    https://theintercept.com/2018/09/05/facebook-senate-hearing-sheryl-sandberg

    Facebook chief operating officer Sheryl Sandberg draped herself in the star-spangled banner of American principles before today’s Senate Select Intelligence Committee hearing on social media. Sandberg proclaimed that democratic values of free expression were integral to the company’s conscience. “We would only operate in a country where we could do so in keeping with our values,” she went on. Either this was a lie told under oath, or Facebook has some pretty lousy values. “We would only (...)

    #Facebook #Twitter #algorithme #censure

  • Behind the Messy, Expensive Split Between Facebook and WhatsApp’s Founders

    https://www.wsj.com/articles/behind-the-messy-expensive-split-between-facebook-and-whatsapps-founders-152820

    After a long dispute over how to produce more revenue with ads and data, the messaging app’s creators are walking away leaving about $1.3 billion on the table​
    By Kirsten Grind and
    Deepa Seetharaman
    June 5, 2018 10:24 a.m. ET

    How ugly was the breakup between Facebook Inc. FB 0.49% and the two founders of WhatsApp, its biggest acquisition? The creators of the popular messaging service are walking away leaving about $1.3 billion on the table.

    The expensive exit caps a long-simmering dispute about how to wring more revenue out of WhatsApp, according to people familiar with the matter. Facebook has remained committed to its ad-based business model amid criticism, even as Facebook Chief Executive Mark Zuckerberg has had to defend the company before American and European lawmakers.

    The WhatsApp duo of Jan Koum and Brian Acton had persistent disagreements in recent years with Mr. Zuckerberg and Chief Operating Officer Sheryl Sandberg, who grew impatient for a greater return on the company’s 2014 blockbuster $22 billion purchase of the messaging app, according to the people.

    Many of the disputes with Facebook involved how to manage data privacy while also making money from WhatsApp’s large user base, including through the targeted ads that WhatsApp’s founders had long opposed. In the past couple of years especially, Mr. Zuckerberg and Ms. Sandberg pushed the WhatsApp founders to be more flexible on those issues and move faster on other plans to generate revenue, the people say.

    Once, after Mr. Koum said he “didn’t have enough people” to implement a project, Mr. Zuckerberg dismissed him with, “I have all the people you need,” according to one person familiar with the conversation.
    Facebook CEO Mark Zuckerberg testified about privacy issues and the use of user data before a Senate committee in April.

    Facebook CEO Mark Zuckerberg testified about privacy issues and the use of user data before a Senate committee in April. Photo: Alex Brandon/Press Pool

    WhatsApp was an incongruous fit within Facebook from the beginning. Messrs. Acton and Koum are true believers on privacy issues and have shown disdain for the potential commercial applications of the service.

    Facebook, on the other hand, has built a sprawling, lucrative advertising business that shows ads to users based on data gathered about their activities. Mr. Zuckerberg and Ms. Sandberg have touted how an advertising-supported product makes it free for consumers and helps bridge the digital divide.

    When Facebook bought WhatsApp, it never publicly addressed how the divergent philosophies would coexist. But Mr. Zuckerberg told stock analysts that he and Mr. Koum agreed that advertising wasn’t the right way to make money from messaging apps. Mr. Zuckerberg also said he promised the co-founders the autonomy to build their own products. The sale to Facebook made the app founders both multibillionaires.

    Over time, each side grew frustrated with the other, according to people in both camps. Mr. Koum announced April 30 he would leave, and Mr. Acton resigned last September.
    Big Bet
    Facebook paid substantially more for WhatsApp than any other deal.

    Facebook’s five largest deals*

    WhatsApp (2014)

    $21.94 billion

    Oculus VR (2014)

    $2.30 billion

    Instagram (2012)

    $736 million

    Microsoft† (2012)

    $550 million

    Onavo (2013)

    $120 million

    *price at close of deal †approximately 615 AOL patents and patent applications

    Source: Dealogic

    The WhatsApp co-founders didn’t confront Mr. Zuckerberg at their departures about their disagreements over where to take the business, but had concluded they were fighting a losing battle and wanted to preserve their relationship with the Facebook executive, people familiar with the matter said. One person familiar with the relationships described the environment as “very passive-aggressive.”

    Small cultural disagreements between the two staffs also popped up, involving issues such as noise around the office and the size of WhatsApp’s desks and bathrooms, that took on greater significance as the split between the parent company and its acquisition persisted.

    The discord broke into public view in a March tweet by Mr. Acton. During the height of the Cambridge Analytica controversy, in which the research firm was accused of misusing Facebook user data to aid the Trump campaign, Mr. Acton posted that he planned to delete his Facebook account.

    Within Facebook, some executives were surprised to see Mr. Acton publicly bash the company since he didn’t seem to leave on bad terms, according to people familiar with the matter. When Mr. Acton later visited Facebook’s headquarters, David Marcus, an executive who ran Facebook’s other chat app, Messenger, confronted his former colleague. “That was low class,” Mr. Marcus said, according to people familiar with the matter. Mr. Acton shrugged it off. Mr. Marcus declined to comment.
    Staff at Facebook headquarters in Menlo Park, Calif. Small cultural disagreements between Facebook and WhatsApp staffs, involving issues such as noise, size of desks and bathrooms, created friction.

    Staff at Facebook headquarters in Menlo Park, Calif. Small cultural disagreements between Facebook and WhatsApp staffs, involving issues such as noise, size of desks and bathrooms, created friction. Photo: Kim Kulish/Corbis/Getty Images

    The posts also prompted an angry call from Ms. Sandberg to Mr. Koum, who assured her that Mr. Acton didn’t mean any harm, according to a person familiar with the call.

    When Mr. Acton departed Facebook, he forfeited about $900 million in potential stock awards, according to people familiar with the matter. Mr. Koum is expected to officially depart in mid-August, in which case he would leave behind more than two million unvested shares worth about $400 million at Facebook’s current stock price. Both men would have received all their remaining shares had they stayed until this November, when their contracts end.

    The amount the two executives are leaving in unvested shares hasn’t been reported, nor have the full extent of the details around their disagreements with Facebook over the years.

    “Jan has done an amazing job building WhatsApp. He has been a tireless advocate for privacy and encryption,” Mr. Zuckerberg said in May at the company’s developer conference about Mr. Koum’s departure. He added he was proud that Facebook helped WhatsApp launch end-to-end encryption a couple of years after the acquisition.

    In many ways, Facebook and WhatsApp couldn’t have been more different. Facebook from its beginning in 2004 leveraged access to user information to sell targeted advertising that would be displayed as people browsed their news feeds. That business model has been hugely successful, driving Facebook’s market value past half a trillion dollars, with advertising accounting for 97% of the firm’s revenue.
    A sign in WhatsApp’s offices at Facebook headquarters. Some Facebook employees mocked WhatsApp with chants of ‘Welcome to WhatsApp—Shut up!’

    A sign in WhatsApp’s offices at Facebook headquarters. Some Facebook employees mocked WhatsApp with chants of ‘Welcome to WhatsApp—Shut up!’

    It is also the antithesis of what WhatsApp professed to stand for. Mr. Koum, a San Jose State University dropout, grew up in Soviet-era Ukraine, where the government could track communication, and talked frequently about his commitment to privacy.

    Mr. Koum, 42, and Mr. Acton, 46, became friends while working as engineers at Yahoo Inc., one of the first big tech companies to embrace digital advertising. The experience was jarring for both men, who came to regard display ads as garish, ruining the user experience and allowing advertisers to collect all kinds of data on unsuspecting individuals.

    WhatsApp, which launched in 2009, was designed to be simple and secure. Messages were immediately deleted from its servers once sent. It charged some users 99 cents annually after one free year and carried no ads. In a 2012 blog post the co-founders wrote, “We wanted to make something that wasn’t just another ad clearinghouse” and called ads “insults to your intelligence.”

    Text MeWorld-wide monthly active users for popularmessaging apps, in billions.Source: the companiesNote: *Across four main markets; iMessage, Google Hangoutsand Signal don’t disclose number of users.

    WhatsAppFacebookMessengerWeChatTelegramLine*00.511.52

    The men are also close personal friends, bonding over ultimate Frisbee, despite political differences. Mr. Koum, unlike Mr. Acton, has publicly expressed support for Donald Trump.

    When Facebook bought WhatsApp in February 2014, the messaging service was growing rapidly and had already amassed 450 million monthly users, making it more popular than Twitter Inc., which had 240 million monthly users at the time and was valued at $30 billion. WhatsApp currently has 1.5 billion users.

    The deal still ranks as the largest-ever purchase of a company backed by venture capital, and it was almost 10 times costlier than Facebook’s next most expensive acquisition.

    Mr. Zuckerberg assured Messrs. Koum and Acton at the time that he wouldn’t place advertising in the messaging service, according to a person familiar with the matter. Messrs. Koum and Acton also negotiated an unusual clause in their contracts that said if Facebook insisted on making any “additional monetization initiatives” such as advertising in the app, it could give the executives “good reason” to leave and cause an acceleration of stock awards that hadn’t vested, according to a nonpublic portion of the companies’ merger agreement reviewed by The Wall Street Journal. The provision only kicks in if a co-founder is still employed by Facebook when the company launches advertising or another moneymaking strategy.

    Mr. Acton initiated the clause in his contract allowing for early vesting of his shares. But Facebook’s legal team threatened a fight, so Mr. Acton, already worth more than $3 billion, left it alone, according to people familiar with the matter.

    Some analysts in the tech community said a clash was inevitable. Nate Elliott, principal of Nineteen Insights, a research and advisory firm focused on digital marketing and social media, said the WhatsApp founders are “pretty naive” for believing that Facebook wouldn’t ultimately find some way to make money from the deal, such as with advertising. “Facebook is a business, not a charity,” he said.

    At the time of the sale, WhatsApp was profitable with fee revenue, although it is unclear by how much. Facebook doesn’t break out financial information for WhatsApp.
    David Marcus, vice president of messaging products for Facebook, spoke during the company’s F8 Developers Conference in San Jose on May 1.

    David Marcus, vice president of messaging products for Facebook, spoke during the company’s F8 Developers Conference in San Jose on May 1. Photo: David Paul Morris/Bloomberg News

    Facebook’s hands-off stance changed around 2016. WhatsApp topped one billion monthly users, and it had eliminated its 99 cent fee. Facebook told investors it would stop increasing the number of ads in Facebook’s news feed, resulting in slower advertising-revenue growth. This put pressure on Facebook’s other properties—including WhatsApp—to make money.

    That August, WhatsApp announced it would start sharing phone numbers and other user data with Facebook, straying from its earlier promise to be built “around the goal of knowing as little about you as possible.”

    With Mr. Zuckerberg and Ms. Sandberg pushing to integrate it into the larger company, WhatsApp moved its offices in January 2017 from Mountain View, Calif., to Facebook’s Menlo Park headquarters about 20 minutes away. Facebook tried to make it welcoming, decorating the Building 10 office in WhatsApp’s green color scheme.

    WhatsApp’s roughly 200 employees at the time remained mostly segregated from the rest of Facebook. Some of the employees were turned off by Facebook’s campus, a bustling collection of restaurants, ice cream shops and services built to mirror Disneyland.

    Some Facebook staffers considered the WhatsApp unit a mystery and sometimes poked fun at it. After WhatsApp employees hung up posters over the walls instructing hallway passersby to “please keep noise to a minimum,” some Facebook employees mocked them with chants of “Welcome to WhatsApp—Shut up!” according to people familiar with the matter.

    Some employees even took issue with WhatsApp’s desks, which were a holdover from the Mountain View location and larger than the standard desks in the Facebook offices. WhatsApp also negotiated for nicer bathrooms, with doors that reach the floor. WhatsApp conference rooms were off-limits to other Facebook employees.

    “These little ticky-tacky things add up in a company that prides itself on egalitarianism,” said one Facebook employee.

    Mr. Koum chafed at the constraints of working at a big company, sometimes quibbling with Mr. Zuckerberg and other executives over small details such as the chairs Facebook wanted WhatsApp to purchase, a person familiar with the matter said.

    In response to the pressure from above to make money, Messrs. Koum and Acton proposed several ideas to bring in more revenue. One, known as “re-engagement messaging,” would let advertisers contact only users who had already been their customers. Last year, WhatsApp said it would charge companies for some future features that connect them with customers over the app.

    None of the proposals were as lucrative as Facebook’s ad-based model. “Well, that doesn’t scale,” Ms. Sandberg told the WhatsApp executives of their proposals, according to a person familiar with the matter. Ms. Sandberg wanted the WhatsApp leadership to pursue advertising alongside other revenue models, another person familiar with her thinking said.

    Ms. Sandberg, 48, and Mr. Zuckerberg, 34, frequently brought up their purchase of the photo-streaming app Instagram as a way to persuade Messrs. Koum and Acton to allow advertising into WhatsApp. Facebook in 2012 purchased Instagram, and the app’s founders initially tried their own advertising platform rather than Facebook’s. When Instagram fell short of its revenue targets in its first few quarters, Facebook leadership pushed the founders to adopt its targeted advertising model, and the transition was relatively seamless, according to current and former employees. Today, analysts estimate that Instagram is a key driver of Facebook’s revenue, and its founders, Kevin Systrom and Mike Krieger, remain with the company. The men didn’t respond to requests for comment.

    “It worked for Instagram,” Ms. Sandberg told the WhatsApp executives on at least one occasion, according to one person familiar with the matter.
    Attendees used Oculus Go VR headsets during Facebook’s F8 Developers Conference.

    Attendees used Oculus Go VR headsets during Facebook’s F8 Developers Conference. Photo: Justin Sullivan/Getty Images

    Other high-profile acquisitions such as developer platform Parse, ad tech platform LiveRail and virtual-reality company Oculus VR have fallen short of expectations, people familiar with those deals say.

    The senior Facebook executives appeared to grow frustrated by the WhatsApp duo’s reasons to delay plans that would help monetize the service. Mr. Zuckerberg wanted WhatsApp executives to add more “special features” to the app, whereas Messrs. Koum and Acton liked its original simplicity.

    Mr. Zuckerberg and Ms. Sandberg also wanted Messrs. Koum and Acton to loosen their stance on encryption to allow more “business flexibility,” according to one person familiar with the matter. One idea was to create a special channel between companies and users on WhatsApp to deal with issues such as customer-service requests, people familiar with the matter said. That setup would let companies appoint employees or bots to field inquiries from users and potentially store those messages in a decrypted state later on.

    Last summer, Facebook executives discussed plans to start placing ads in WhatsApp’s “Status” feature, which allows users to post photo- and video-montages that last 24 hours. Similar features exist across Facebook’s services, including on Instagram, but WhatsApp’s version is now the most popular with 450 million users as of May.

    Mr. Acton—described by one former WhatsApp employee as the “moral compass” of the team—decided to leave as the discussions to place ads in Status picked up. Mr. Koum, who also sat on Facebook’s board, tried to persuade him to stay longer.

    Mr. Koum remained another eight months, before announcing in a Facebook post that he is “taking some time off to do things I enjoy outside of technology, such as collecting rare air-cooled Porsches, working on my cars and playing ultimate Frisbee.” Mr. Koum is worth about $9 billion, according to Forbes.

    The next day, Mr. Koum said goodbye to WhatsApp and Facebook employees at an all-hands meeting in Menlo Park. An employee asked him about WhatsApp’s plans for advertising.

    Mr. Koum responded by first alluding to his well-documented antipathy for ads, according to people familiar with his remarks. But Mr. Koum added that if ads were to happen, placing them in Status would be the least intrusive way of doing so, according to the people.

    Some people who heard the remarks interpreted them as Mr. Koum saying he had made peace with the idea of advertising in WhatsApp.

    In his absence, WhatsApp will be run by Chris Daniels, a longtime Facebook executive who is tasked with finding a business model that brings in revenue at a level to justify the app’s purchase price, without damaging the features that make it so popular.

    Among WhatsApp’s competitors is Signal, an encrypted messaging app run by a nonprofit called the Signal Foundation and dedicated to secure communication, with strict privacy controls and without advertising. Mr. Acton donated $50 million to fund the foundation and serves as its executive chairman.

    Corrections & Amplifications
    Facebook Messenger has 1.3 billion monthly users. An earlier version of a chart in this article incorrectly said it had 2.13 billion users. (June 5, 2018)

    Write to Kirsten Grind at kirsten.grind@wsj.com and Deepa Seetharaman at Deepa.Seetharaman@wsj.com

    #Facebook #Whatsapp

  • Puerto Rico’s streets crawl with heavily armed, masked mercenaries bearing no insignia or nametags
    https://boingboing.net/2017/10/15/katrina-rerun.html

    Though Puerto Rican law prohibits ownership and bearing of most long-guns and especially semiautomatic weapons, the streets of the stricken US colony now throng with mercenaries in tactical gear bearing such arms, their faces masked. They wear no insignia or nametags and won’t say who they work for, apart from vague statements in broken Spanish: “We work with the government. It’s a humanitarian mission, we’re helping Puerto Rico.”

    Rosa Emilia Rodríguez, head of Puerto Rico’s Federal Prosecutor’s Office, initially dismissed reports of the mercenaries, then, after reporters from the Centro de Periodismo Investigativo pressed her she said she’d “check it out.”

    After Hurricane Katrina devastated New Orleans, Erik Prince’s Blackwater mercenaries flooded the city again, turning it into an “armed camp”, after Brigadier Gen. Gary Jones, commander of the Louisiana National Guard’s Joint Task Force announced “This place is going to look like Little Somalia. We’re going to go out and take this city back. This will be a combat operation to get this city under control.”

    Erik Prince is now reportedly considering a senate run as a Trumpist candidate in Wyoming. His sister, Betsy Devos, has used millions from her husband’s pyramid-scheme fortunes to fund efforts to destroy public education, and now serves as Trump’s Secretary of Education.

    Though the mercenaries in Puerto Rico won’t identify their employers, there’s good evidence that Blackwater (now called Academi) is or will soon be operating there, as well as other notorious mercenary gangs like Ranger America and the Whitestone Group.

    Security firm Academi —known by its former name, Blackwater, which won $21 million contract with the U.S. government to provide security services during the Iraq war in 2003— said that they already have offers from the local and federal government and by the Red Cross to come to Puerto Rico.

    “We’re ready to go,” said Paul Donahue, Chief Operating Officer of Constellis, Academi’s parent company, in a phone interview with the CPI. He explained that if the government of Puerto Rico accepts the proposal made by Academi to respond to the government’s offer, they would be providing security services for water transportation. The company already operates in the Caribbean islands of Dominica and St. Martin, where they arrived after Hurricanes Irma and Maria made landfall. This company, described as an army of mercenaries by investigative journalist Jeremy Scahill, has changed its name three times since its founding in 1997 by a former Navy Seal Officer (United States Marine, Air and Land Teams.)

  • Facebook’s Frankenstein Moment - The New York Times
    https://www.nytimes.com/2017/09/21/technology/facebook-frankenstein-sandberg-ads.html

    On Wednesday, in response to a ProPublica report that Facebook enabled advertisers to target users with offensive terms like “Jew hater,” Sheryl Sandberg, the company’s chief operating officer, apologized and vowed that the company would adjust its ad-buying tools to prevent similar problems in the future.

    As I read her statement, my eyes lingered over one line in particular:

    “We never intended or anticipated this functionality being used this way — and that is on us,” Ms. Sandberg wrote.

    Facebook is fighting through a tangled morass of privacy, free-speech and moderation issues with governments all over the world. Congress is investigating reports that Russian operatives used targeted Facebook ads to influence the 2016 presidential election. In Myanmar, activists are accusing Facebook of censoring Rohingya Muslims, who are under attack from the country’s military. In Africa, the social network faces accusations that it helped human traffickers extort victims’ families by leaving up abusive videos.

    Few of these issues stem from willful malice on the company’s part.

    But as Facebook has grown into the global town square, it has had to adapt to its own influence. Many of its users view the social network as an essential utility, and the company’s decisions — which posts to take down, which ads to allow, which videos to show — can have real life-or-death consequences around the world. The company has outsourced some decisions to complex algorithms, which carries its own risks, but many of the toughest choices Facebook faces are still made by humans.

    “They still see themselves as a technology middleman,” said Mr. García Martínez. “Facebook is not supposed to be an element of a propaganda war. They’re completely not equipped to deal with that.”

    Alex Stamos, Facebook’s security chief, said last month that the company shuts down more than a million user accounts every day for violating Facebook’s community standards.

    #Facebook #Post_truth

  • ABS Executive Delivers Wakeup Call on #Cyber_Risks – gCaptain
    http://gcaptain.com/abs-executive-delivers-wakeup-call-cyber-risks

    ABS, a leading provider of classification and technical services to the marine and offshore industries, participated in the 32nd annual CMA Shipping Conference and Exhibition in Stamford, CT, where ABS Chief Operating Officer Tony Nassif shared his perspective on cyber-related challenges faced by the marine industry.
     
    The main challenge we face is that in our industry not all users of new technology understand the way the software they are using was built, how it operates, what happens when it fails and what mitigation they have,” Nassif said. “Now, our ships and assets employ a ‘system of systems’ approach that combines operational and information technology.
     
    Nassif spoke about how these new challenges make it an exciting time to be working for a class society, explaining how class is adapting to address these new risks. “Looking at the future, we can see that cyber and software risk are overlapping and converging, and as a result, class and industry both have to adapt. With the expansion of the regulatory environment, class is widening its remit to include verification of compliance with regulations and new topics such as cyber security.

    Cette #société_de_classification présente ensuite son offre…

    #classification

  • Whistleblowing for wildlife
    https://news.mongabay.com/wildtech/2016/12/whistleblowing-for-wildlife

    Wildtech spoke with NWC’s Chief Operating Officer Ashley Binetti earlier this month to learn how the organization’s emerging Global Wildlife Whistleblower Program works to counter wildlife crime and promote conservation by harnessing such whistleblower reward laws. The innovation consists of a secure website where potential whistleblowers can confidentially and anonymously submit intelligence on wildlife crime, as well as an attorney referral service that assists them in accessing rewards for their contributions by invoking applicable legal award provisions.

    http://www.whistleblowers.org/wildlife

    #lanceur_d'alerte #nature

  • After firestorm, Facebook training employees to check political biases
    http://thehill.com/policy/technology/284576-facebook-will-offer-employees-training-to-combat-political-biases

    #Facebook will train employees to deal with their political biases, Facebook Chief Operating Officer Sheryl Sandberg said at an event Wednesday evening.

    “We think a lot about diversity at Facebook,” she said. “And we have a managing-bias class that all of our leaders and a lot of our employees have taken that I was part of helping to create, and we’ve focused on racial bias, age #bias, gender bias, national bias, and we’re going to add in a scenario now on political bias.”

    “So that, as part of [how] we think about helping people understand different points of view and being open to different points of view, we’re dealing with political bias as well going forward.”

    Many Silicon Valley companies have turned to unconscious bias training in recent years as they seek to address the tech industry’s lack of diversity in hiring. Among other tactics, they have also started to disclose more about demographics of their workforces.

    A spokesperson for Facebook said the training in question is mandatory for all employees.

    The decision to include a segment on political biases was sparked by allegations, which Facebook says are unfounded, that editors for the social network’s trending topics feature systematically downplayed news stories and sources popular with conservatives.

    Sandberg made the comments Wednesday at an event held by the American Enterprise Institute, a conservative think tank. In addition to the steps Facebook has taken since the bias controversy, she discussed the company’s emerging businesses and “Lean In,” her best-selling book on how women can thrive in the workplace.

    Throughout the discussion, she reiterated Facebook’s main argument on many political matters: that it is a neutral platform where users of all political stripes can make their voices heard.

    “We don’t have a point of view, we’re not trying to make you have a point of view,” she said.

  • Here Are Four of Uber’s Nastiest Battles With Global Ride-Hailing Rivals - Bloomberg
    http://www.bloomberg.com/news/articles/2016-03-24/here-are-four-of-uber-s-nastiest-battles-with-global-ride-hailing-rivals

    The furious land grab by #Uber and its ride-sharing competitors has, from the very beginning, been something of a street fight—sometimes literally.

    In the latest salvo, Uber Technologies Inc., the top global player, sued Indian rival Ola claiming it set up fake rider accounts to flood Uber’s system with more than 400,000 ride requests that were ultimately canceled. Jugnoo, a booking service for auto-rickshaws in India, has similarly said Ola employees were disrupting its service. Ola, which has raised more than $1 billion from investors such as Tiger Global Management and Sequoia Capital, has denied the accusations and agreed, as part of a court order, to avoid making fake rider accounts.

    That suit is just one of many examples of somewhat questionable business practices involving companies in the still-nascent but hyper-competitive ride-hailing industry. “It’s a brass-knuckles business,” said Evan Rawley, a business professor at Columbia University.

    This time, Uber is positioning itself as a victim. In the past, it’s been cast as a bully. In 2014, Uber employees requested and canceled rides through Lyft Inc.’s app. Uber and Lyft subsequently banned the practice. Sound familiar? “Pot meet kettle,” Anand Sanwal, the head of a research firm CB Insights, wrote in his newsletter.

    Like the taxicab industry before it, the ride-hailing business can lend itself to guerrilla tactics. “The sharing economy isn’t in the relatively rarefied air of digital interaction. It’s a combination: It’s transportation. It’s real estate. These are industries in the trenches,” he said. “You put all these together, and the street fighting isn’t hugely surprising,” said Arun Sundararajan, a professor at New York University’s business school.

    Here’s a roundup of some of the other nasty competitive tactics deployed in this industry, which is barely five years old:
    Size Is Relative in China

    Uber and Didi Kuaidi have blasted out contradictory reports about the performance of their businesses and their competitor in China. Uber Chief Executive Officer Travis Kalanick told the Financial Times in January that Didi Kuaidi was spending $70 million to $80 million to subsidize rides in China, amounting to $4 billion a year. Didi denied those numbers and has said it is profitable in more than 100 cities. The two have also offered very different versions of their market share.
    Blocked on WeChat

    Uber has had trouble using the most popular messaging application in China after Tencent quietly blocked Uber from using the platform. It just so happens that Tencent is a major investor in Uber’s biggest Chinese competitor, Didi Kuaidi.
    Trade Secrets Lawsuit

    Uber hired Travis VanderZanden, Lyft’s former chief operating officer, in 2014. In a lawsuit, Lyft claimed that VanderZanden took with him documents containing company secrets downloaded to his Dropbox account. VanderZanden responded with a claim that Lyft invaded his privacy by looking at his personal Dropbox account.
    Operation SLOG

    Uber employees started an initiative called SLOG that involved contractors requesting Lyft rides, recruiting drivers and canceling rides, according to a Verge report in 2014. The goal was to thwart its biggest U.S. competitor.

  • Zynga return to profitability in sight - FT.com
    http://www.ft.com/intl/cms/s/0/d31e7048-3ced-11e3-a8c4-00144feab7de.html?siteedition=uk

    It is the first period under the leadership of Don Mattrick, the former Microsoft head of gaming who was previously at #Electronic_Arts, since his appointment as Zynga’s chief executive in July.
    (...)
    Mr Mattrick said that he believed games such as FarmVille, Words with Friends and Zynga Poker could be “evergreen in terms of consumer interest” despite the number of people playing its games every month falling by more than half over the past year, from 311m to 133m.

    The gaming company also said that it would appoint another former Electronic Arts executive, Clive Downie, as its chief operating officer. Mr Downie was most recently chief executive for the American and European division of DeNA, a Japanese mobile gaming company.

    Zynga has struggled to make the transition from Facebook games to apps for smartphones and tablets. Mobile devices are attracting a growing number of casual players and driving the success of rivals such as Finland’s #Supercell, which was valued at $3bn in a deal with SoftBank last week, and #King, creator of Candy Crush Saga, which is planning to go public in the coming months.

    #jeux_vidéo #mobile

  • Metro-Goldwyn-Mayer (MGM) has promoted Scott Packman — Board Member of Controversial Bet Tzedek — to Senior Executive Vice President, General Counsel and Secretary

    ty General Counsel. The announcement was made today by Ken Schapiro, Chief Operating Officer of MGM.

    Prior to joining MGM’s legal affairs department, Packman served as General Counsel, EVP of Business and Legal Affairs, and Corporate Secretary with entertainment software company Creative Planet, Inc. where he was a member of a five-person Executive Committee responsible for making all major business and strategic decisions for the company. Previously, Packman was with the law firm of O’Melveny & Myers, LLP, where he was responsible for negotiating and drafting agreements ranging from motion picture, television and video game distribution, intellectual property, Internet and product placement, to executive employment contracts.

    Packman began his career at the law firm of Rogers & Wells in New York. He holds a J.D. from New York University School of Law and an M.B.A. from the University of Texas at Austin. He currently serves as Board Member and Secretary of Bet Tzedek, a pro bono legal services organization, is a member of the Advisory Committee for the Honors Business Program at The University of Texas at Austin, and a member of the Steering Committee for the UCLA School of Law’s Annual Entertainment Law Symposium.

    Please see source @:

    http://www.deadline.com/2012/05/mgm-promotions-general-counsel-scott-packman-cheryl-rodman

    Separately, and was reported here earlier, using a law originally enacted to combat the mafia, a Marina Del Rey-based legal scholar recently took the rare step of suing “Bet Tzedek,” a Los Angeles-based Jewish non-profit entity, under the federal Racketeering Influenced and Corrupt Organizations law (“RICO”).

    Also named as part of the alleged racketeering enterprise were banker Alan Rothenberg, David Pasternak, Sandor Samuels, Ronald George, and his son Eric George (who serves as a member of Bet Tzedek’s Board of Directors).

    RICO is a federal law that authorizes a civil cause of action for acts performed as part of an ongoing criminal organization. RICO focuses specifically on racketeering, and it allows for the leaders of a syndicate to be held civilly liable for the crimes that they ordered others to commit or which they assisted in committing.

    The lawsuit alleges that various defendants misused Bet Tzedek as vehicle for the purpose of bribery, embezzlement, money laundering and tax-evasion with the intended outcome of siphoning the money into off-shore accounts. According to sources, the various accounts are located in Switzerland and at the Vatican.

    Specifically, and in connection with some of Bet Tzedek’s alleged racketeering activities, the suit maintains that Sandor Samuels — CEO and President of Bet Tzedek and former Chief Trial Counsel at embattled Countywide Financial Services — was appointed President and CEO of Bet Tzedek largely due to his working knowledge of how to operate an enterprise which engages in myriad financial crimes.

    The suit also asserts that other individuals engaged in racketeering activities, including David Pasternak — a Los-Angeles based “receiver,” as well as an officer of both Bet Tzedek and the Chancery Club — who allegedly used Bet Tzedek as forum to meet, collude, and otherwise bribe various judges and lawyers for the purpose of further appointing Pasternak as “receiver.”

    The complaint also contains allegations that Ronald George — former Chief Justice of the State of California — unlawfully transferred funds from entities that were under his control (such as the California Administrative Office of the Courts (“AOC”) intended for the CCMS computer system) into various accounts that were specifically maintained in Alan Rothenberg’s bank — 1st Century — a bank which Eric George owns in part. Said funds, as the suit alleges, were later embezzled.

    As part of maintaining the scheme, the suit alleges, AOC employees Ronald Overholt and William Vickery were bestowed with various gifts, trips, kickbacks, bribes, excessive salaries, and the like. Similarly, and also as part of guarding the scheme, the suit alleges that defendants, at times, resorted to utilizing the services of Tom Layton — a former Los Angeles Deputy Sheriff/Senior State Bar of California investigator — to “illegally gather detrimental dirt” on various individuals who would oppose and/or object to the existence of said arrangements.

    According to sources, Layton is part of an ongoing “ambulance chasing” scheme that the Girardi Syndicate operates in San Bernardino County vis-a-vis a satellite office located in San Bernardino and managed by Thomas Girardi’s son-in-law, David Lira.

    Additionally, and per the sources, Layton has been previously utilized by the Girardi Syndicate to “assist” Sharon Major Lewis in selecting the names of nominees to be appointed as judges by California Governor Arnold Schwarzenegger, and to garner the support of the Los Angeles Sheriff’s Department in endorsing judicial candidate the Girardi Syndicate deemed worthy of such an endorsement.

    The suit also alleges that defendant Holly Fujie — an officer of both Bet Tzedek and the Chancery Club — engaged in various acts of misconduct while assisting Ronald and Eric George to transfer funds from both the California Bar Foundation (where she serves as vice-president) and the State Bar of California (where she served as a member of a committee responsible for distribution of funds) to Bet Tzedek totaling hundreds of thousand of dollars.

    Bet Tzedek is based in Los Angeles, California. It was founded in 1974, and is an affiliated agency of The Jewish Federation of Greater Los Angeles. Bet Tzedek is the exclusive provider of free legal services to low-income seniors through contracts with the City and County of Los Angeles.