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Robotic Automations

LinkedIn launches gaming: 3 logic puzzles aimed at extending time spent on its networking platform | TechCrunch


Back in March, TechCrunch broke the news that LinkedIn was quietly testing the waters for games on its platform — word and logic puzzles similar to Wordle. Now, in an effort to attract more users and increase engagement, the platform is launching three of those games officially.

Queens, Crossclimb and Pinpoint — respectively testing your abilities in logic, trivia and word association — will be available globally starting today, both via a direct link to the games and by way of LinkedIn News, the division that developed them.

Similar to Wordle, each of these games can be played just once a day. For now, you can invite your first-degree connections to play a game together, and your status — whether or not you’ve played a game, and how well you fared — can be shared with those connections if you opt in.

Those social levers, as well as the number of games, are still up for discussion, so things might change over time. For now, LinkedIn plans to continue developing the games itself, independent of its owner, Microsoft, and its substantial gaming operation.

LinkedIn says that it sees the games as a more casual way to knit existing LinkedIn connections closer together.

“It is hard for people to stay in touch with each other, and games provide a way to build these network ties,” said Dan Roth, the VP and editor in chief of LinkedIn News, in an interview.

There is more to it than that, though. The fact that these were conceived of and built by the LinkedIn News team is significant. LinkedIn’s games borrow heavily from the portfolios that newspapers like The New York Times have built with their own word and logic games over the years, starting with crosswords and more recently expanding into a wider range of puzzles. Most of these were built in-house, but some were acquired (NYT acquired the viral hit Wordle in 2022).

And, games have proven to be somewhat of a secret weapon for driving engagement, especially at a time when news publishers are scrambling to figure out what the future of their businesses look like, and TikTok and Instagram appear to be cornering the market for younger users.

Puzzles published by news titles and magazines attract millions of users, who in turn become part of those titles’ wider audiences, and potentially can turn into readers of the rest of their content.

Similarly, LinkedIn, with more than 1 billion users, has been developing its news and content operation to expand engagement on its platform. Like newspapers, it also has a substantial advertising business as well as paywalls for those who want to use it a bit more. Games sweeten the deal for extending that engagement to beef up its advertising audience, and to potentially give more value to users.

A little about the three games:

Image Credits: LinkedIn.com (opens in a new window) under a license.

Queens is a riff on Sudoku, and you have to figure out how to arrange crowns in patterns that do not overlap with each other within a time limit. As you can see from the screenshot, you can share scores with individuals, but your company affiliation appears on a leaderboard.

I asked if this could become problematic or distracting, given the restrictions some organizations put on using social media at work. Laura Lorenzetti, executive editor for LinkedIn in North America, said the one-game-per-day limitation, and the fact that the games are short, should help with those issues.

“They are contained and they’re intended to be contained, because we don’t want people wasting their time,” she said. “That is not what we’re here for!”

Image Credits: LinkedIn.com (opens in a new window) under a license.

Crossclimb is described as a trivia game. The player is given clues for words, which in turn have to fit on a grid where the words change by one letter with each subsequent clue to eventually form a different word.

I found this one to be harder than it looks if you don’t guess the first word for a start. (Another player countered that it was her favorite.) As with Queens, you see a company leaderboard here, too.

Image Credits: LinkedIn.com (opens in a new window) under a license.

Lastly we have Pinpoint, which seemed so similar to Connections — the New York Times game — that I kept slipping up and calling it “Connections” during my interview. The game involves finding a connection between words that you’re given, although the words are not immediately revealed, and you are asked to try to find the connection in as few reveals as possible. I found this also quite difficult in my early attempts.

As we’ve noted previously, LinkedIn is far from being the first social network to bake gaming into the platform to increase how much time its users spend using it. But even the biggest and most expensive efforts have seen mixed results. Facebook, the world’s biggest social network, has been a major driver of social gaming over the years, but in 2022, it shut down its standalone gaming app amid a decline in usage. It’s putting significantly more focus these days on mixed reality experiences and its Meta Quest business.

LinkedIn — designed for professional networking and specifically for job hunting and recruitment — has long been trying to find ways to get people to engage on its platform in more natural and less transactional ways. Games are transactional by nature, but the transactions are based on gameplay: If LinkedIn can get users hooked on these, the hope is that they may stay for more.


Software Development in Sri Lanka

Robotic Automations

Tesla has spent $200K advertising on Elon Musk's X so far | TechCrunch


Tesla has spent around $200,000 on advertising through February on Elon Musk’s social media platform, X, after the CEO caved to shareholder pressure last year and said his company would “try a little advertising.”

Since then, Tesla ads have showed up in places like Google search results and on YouTube. But it was also increasingly apparent that Elon’s car company was paying Elon’s social media company to advertise, too. We now know how much Tesla paid X thanks to details released Wednesday in its annual proxy statement, which includes a section on “related person transactions” the company has made. (Tesla has not disclosed how much it has spent on advertising overall.)

Tesla also paid X around $50,000 in 2023 and $30,000 through February 2024 for “commercial, consulting and support agreements.” Likewise, X paid Tesla $1 million in 2023 and around $20,000 through February 2024 for the same unspecified work. Tesla doesn’t say exactly what those agreements entail, but the companies have reportedly shared or loaned employees following Musk’s acquisition of X and his increased focus on building AI products at each business.

Essentially, all of Musk’s companies have engaged in transactions like these over the years, and 2023 was no different. The proxy filing shows that SpaceX paid Tesla $2.1 million in 2023 and approximately $800,000 through February 2024 for “certain commercial, licensing and support agreements with Tesla.” Tesla, meanwhile, paid SpaceX $700,000 in 2023 and $100,000 through February 2024 for the use of a corporate jet owned by Musk’s space company. Tesla paid Musk’s tunneling effort, The Boring Company, $200,000 in 2023 and $1 million through February 2024.

Curiously, Tesla says that in December 2023, it hired a security company owned by Elon Musk to provide security services for him, “including in connection with his duties to and work for Tesla.” The company says that already cost $2.4 million in 2023 and around $500,000 through February 2024. It adds that this is only “a portion of the total cost of security services concerning Elon Musk.”

Finally, Tesla also says it was paid $11.5 million in 2023 and around $6 million through February 2024 for scrap materials by EV battery recycling company Redwood Materials, which is run by Tesla board member (and former CTO) JB Straubel.

Texas reincorporation

All of this financial back-and-forth comes as Musk is still in the middle of trying to appeal a recent decision by the Delaware Chancery Court that struck down his massive 2018 stock compensation plan. The judge made that decision in part because she believed Tesla “inaccurately described key directors [of Tesla’s board] as independent and misleadingly omitted key details about the process” of putting the package together.

Musk was furious with the decision and posted on X shortly after that Tesla would “move immediately to hold a shareholder vote to transfer state of incorporation to Texas,” where Tesla has already relocated its physical headquarters.

The proxy reveals that Tesla’s board started a process shortly after to evaluate the idea — they also say they had previously considered moving the company’s state of incorporation, but never decided to — because “redomestication is a Board decision, not a decision for a chief executive officer.” A special committee was formed, led by board member Kathleen Wilson-Thompson. She hired two lawyers from Sidley Austin to represent the committee and engaged an expert lawyer from Delaware, a Chicago law professor, and Houlihan Lokey as financial adviser to help with the process. They also set out to determine what to do about re-voting on Musk’s struck compensation package.

Over eight weeks, Wilson-Thompson’s committee met 16 times for more than 26 hours, and Tesla says she personally spent “more than 200 hours” working on the matter. The Sidley lawyers spent “more than 600 hours each” on the matter and were supported by “more than 40 other Sidley lawyers.” Through this process, seven board directors and five members of Tesla’s management were interviewed.

Tesla goes into detail about how multiple states were considered, before narrowing down to Texas since companies tend to either be incorporated in Delaware or their home state. And the decision was ultimately made to put the move and the “re-ratification” of Musk’s stock plan up to a shareholder vote at the company’s annual meeting, which will now take place on June 13. While it’s hard to imagine either of those votes failing, they are likely to stir up even more legal debate after that vote takes place. Musk and his brother Kimbal, who is a board member, are recused from voting on the move “because of [Musk’s] prior posts on X about reincorporation.”

“The Committee and its counsel are aware of the media narrative regarding Musk, Tesla, and its Board,” the committee writes in the proxy. “And the Committee’s work was conducted against a backdrop of unrelenting public interest in whether Tesla would reincorporate and in Musk’s compensation. Far from being influenced by these factors, this outside narrative and attention intensified the commitment of the Committee and its counsel to conduct a staunchly independent process.”

This story originally misstated who was getting paid in the arrangement between Redwood Materials and Tesla. Redwood Materials has paid the money to Tesla.


Software Development in Sri Lanka

Robotic Automations

Canoo spent double its annual revenue on the CEO’s private jet in 2023 | TechCrunch


Tucked inside Canoo’s 2023 earnings report is a nugget regarding the use of CEO Tony Aquila’s private jet — just one of many expenses that illustrates the gap between spending and revenue at the EV startup.

Canoo posted Monday its fourth-quarter and full-year earnings for 2023 in a regulatory filing that shows a company burning through cash as it tries to scale up volume production of its commercial electric vehicles and avoid the same fate as other EV startups, like recently bankrupt Arrival. The regulatory filing once again contained a “going concern” warning — which has persisted since 2022 — as well as some progress on the expenses and revenue fronts.

The company generated $886,000 in revenue in 2023 compared to zero dollars in 2022, as the company delivered 22 vehicles to entities like NASA and the state of Oklahoma. And it did reduce its loss from operations by nearly half, from $506 million in 2022 to $267 million in 2023. The revenue-to-losses gap is still considerable though: The company reported total net losses of $302.6 million in 2023. 

Still, one only needs to look at what Canoo is paying to rent the CEO’s private jet to put those “wins” into perspective. Under a deal reached in November 2020, Canoo reimburses Aquila Family Ventures, an entity owned by the CEO, for use of an aircraft. In 2023, Canoo spent $1.7 million on this reimbursement — that’s double the amount of revenue it generated. Canoo paid Aquila Family Ventures $1.3 million in 2022 and $1.8 million in 2021 for use of the aircraft.

Separately, Canoo also paid Aquila Family Ventures $1.7 million in 2023, $1.1 million in 2022 and $500,000 in 2021 for shared services support in its Justin, Texas, corporate office facility, according to regulatory filings.

This could be chalked up to small monetary potatoes if Canoo reaches its revenue forecast for 2024 of $50 million to $100 million.

We’ve asked Canoo for comment and will update this post if we hear back.


Software Development in Sri Lanka

Robotic Automations

Exclusive: Fisker spent months trying to track down millions of dollars in customer payments


Fisker temporarily lost track of millions of dollars in customer payments as it scaled up deliveries, leading to an internal audit that started in December and took months to complete, TechCrunch has learned.

The EV startup was ultimately able to track down a majority of those payments or request new ones from customers whose payment methods had expired. But the disarray, which was described to TechCrunch by three people familiar with the internal payment crisis, took employees and resources away from Fisker’s sales team at a time when the company was attempting to save itself by restructuring its business model.

Fisker struggled to keep tabs on these transactions, which included down payments and in some cases, the full price of the vehicles, because of lax internal procedures for keeping track of them, according to the people. In a few cases, it delivered vehicles without collecting any form of payment at all, they said.

“Checks were not cashed in a timely manner or just lost altogether,” one of the people told TechCrunch. “We were often scrambling to find checks, credit card receipts and any wired funds a few months after a vehicle was sold.”

Alongside the internal audit, outside auditor PwC was asking Fisker for more documentation about its vehicle sales as part of the process of putting together the company’s annual financial report, according to two of the people. Fisker was often unable to provide satisfactory documentation, leading to more requests from PwC.

“Paperwork being collected wasn’t always being collected in full, or sent to the same places,” another one of the people said.

These sources requested anonymity because they were not authorized to talk to the press about internal matters.

This internal confusion put the company in a position where it couldn’t accurately say how much revenue it had generated, according to the people, who noted it is one of the reasons Fisker has yet to file its annual financial report for 2023.

Tracking down the payments may wind up offering little solace to the startup, which is on the brink of bankruptcy. Fisker has paused production of its only vehicle, the Ocean SUV, after running into trouble meeting internal sales goals and struggling to support customers dealing with a number of quality problems. It has alerted investors that it may not be able to continue operations without a fresh infusion of cash.

This week, the New York Stock Exchange suspended the trading of Fisker shares and delisted the company, increasing the likelihood that it won’t be able to raise money to survive. The company gutted prices — by as much as 39% — on its remaining inventory Wednesday morning.

Representatives for Fisker and PwC did not respond to requests for comment.

Red flags raised

Fisker has warned investors since last year about problems with its internal accounting practices. In November, the company reported that it had discovered multiple “material weaknesses” in its internal financial reporting.

The company initially said it lacked “a sufficient number of professionals with an appropriate level of accounting knowledge, training and experience to appropriately analyze, record and disclose accounting matters timely and accurately.”

That statement followed the resignation of two chief accounting officers within a month. “Specifically, there are insufficient controls to ensure that the accounting department is consistently provided with complete and adequate support, documentation and information, and that matters are resolved in a timely and effective manner,” the company wrote at the time.

In that same filing, Fisker revealed a second material weakness involving the “risks of material misstatement over the accounting for inventory and related income statement accounts.”

On February 29, Fisker admitted in a press release that it identified an additional material weakness “in revenue and the related balance sheet accounts.”

This legal jargon was a way for Fisker to admit what sources told TechCrunch: that it simply did not have the people or processes in place to properly assemble its books.

Fisker’s poor internal procedures have created problems beyond keeping track of payments.

The company has also struggled to keep up with making the required payments to various state DMVs when setting up new customers, according to the people.

This has resulted in at least dozens of customers spending months with temporary license plates. Some owners have had to bother the company for multiple sets of temporary plates, as they keep expiring. The same has been true for some owners who have been stuck waiting for their title and registration.

Fisker hired contractors in February to help resolve the title and registration problems, but the backlog was immense, according to the people. One of the people said that the team was working on amending paperwork on orders stretching as far back as August 2023.

“There was no infrastructure in place prior to spinning up the wheels of the sales machine,” one of the people said.


Software Development in Sri Lanka

Robotic Automations

Databricks spent $10M on new DBRX generative AI model | TechCrunch


If you wanted to raise the profile of your major tech company and had $10 million to spend, how would you spend it? On a Super Bowl ad? An F1 sponsorship?

You could spend it training a generative AI model. While not marketing in the traditional sense, generative models are attention grabbers — and increasingly funnels to vendors’ bread-and-butter products and services.

See Databricks’ DBRX, a new generative AI model announced today akin to OpenAI’s GPT series and Google’s Gemini. Available on GitHub and the AI dev platform Hugging Face for research as well as for commercial use, base (DBRX Base) and fine-tuned (DBRX Instruct) versions of DBRX can be run and tuned on public, custom or otherwise proprietary data.

“DBRX was trained to be useful and provide information on a wide variety of topics,” Naveen Rao, VP of generative AI at Databricks, told TechCrunch in an interview. “DBRX has been optimized and tuned for English language usage, but is capable of conversing and translating into a wide variety of languages, such as French, Spanish and German.”

Databricks describes DBRX as “open source” in a similar vein as “open source” models like Meta’s Llama 2 and AI startup Mistral’s models. (It’s the subject of robust debate as to whether these models truly meet the definition of open source.)

Databricks says that it spent roughly $10 million and two months training DBRX, which it claims (quoting from a press release) “outperform[s] all existing open source models on standard benchmarks.”

But — and here’s the marketing rub — it’s exceptionally hard to use DBRX unless you’re a Databricks customer.

That’s because, in order to run DBRX in the standard configuration, you need a server or PC with at least four Nvidia H100 GPUs (or any other configuration of GPUs that add up to around 320GB of memory). A single H100 costs thousands of dollars — quite possibly more. That might be chump change to the average enterprise, but for many developers and solopreneurs, it’s well beyond reach.

It’s possible to run the model on a third-party cloud, but the hardware requirements are still pretty steep — for example, there’s only one instance type on the Google Cloud that incorporates H100 chips. Other clouds may cost less, but generally speaking running huge models like this is not cheap today.

And there’s fine print to boot. Databricks says that companies with more than 700 million active users will face “certain restrictions” comparable to Meta’s for Llama 2, and that all users will have to agree to terms ensuring that they use DBRX “responsibly.” (Databricks hadn’t volunteered those terms’ specifics as of publication time.)

Databricks presents its Mosaic AI Foundation Model product as the managed solution to these roadblocks, which in addition to running DBRX and other models provides a training stack for fine-tuning DBRX on custom data. Customers can privately host DBRX using Databricks’ Model Serving offering, Rao suggested, or they can work with Databricks to deploy DBRX on the hardware of their choosing.

Rao added:

“We’re focused on making the Databricks platform the best choice for customized model building, so ultimately the benefit to Databricks is more users on our platform. DBRX is a demonstration of our best-in-class pre-training and tuning platform, which customers can use to build their own models from scratch. It’s an easy way for customers to get started with the Databricks Mosaic AI generative AI tools. And DBRX is highly capable out-of-the-box and can be tuned for excellent performance on specific tasks at better economics than large, closed models.”

Databricks claims DBRX runs up to 2x faster than Llama 2, in part thanks to its mixture of experts (MoE) architecture. MoE — which DBRX shares in common with Mistral’s newer models and Google’s recently announced Gemini 1.5 Pro — basically breaks down data processing tasks into multiple subtasks and then delegates these subtasks to smaller, specialized “expert” models.

Most MoE models have eight experts. DBRX has 16, which Databricks says improves quality.

Quality is relative, however.

While Databricks claims that DBRX outperforms Llama 2 and Mistral’s models on certain language understanding, programming, math and logic benchmarks, DBRX falls short of arguably the leading generative AI model, OpenAI’s GPT-4, in most areas outside of niche use cases like database programming language generation.

Now, as some on social media have pointed out, DBRX and GPT-4, which cost significantly more to train, are very different — perhaps too different to warrant a direct comparison. It’s important that these large, enterprise-funded models get compared to the best of the field, but what distinguishes them should also be pointed out, like the fact that DBRX is “open source” and targeted at a distinctly enterprise audience.

At the same time, it can’t be ignored that DBRX is somewhat close to flagship models like GPT-4 in that it’s cost-prohibitive for the average person to run, its training data isn’t open and it isn’t open source in the strictest definition.

Rao admits that DBRX has other limitations as well, namely that it — like all other generative AI models — can fall victim to “hallucinating” answers to queries despite Databricks’ work in safety testing and red teaming. Because the model was simply trained to associate words or phrases with certain concepts, if those associations aren’t totally accurate, its responses won’t always be accurate.

Also, DBRX is not multimodal, unlike some more recent flagship generative AI models, including Gemini. (It can only process and generate text, not images.) And we don’t know exactly what sources of data were used to train it; Rao would only reveal that no Databricks customer data was used in training DBRX.

“We trained DBRX on a large set of data from a diverse range of sources,” he added. “We used open data sets that the community knows, loves and uses every day.”

I asked Rao if any of the DBRX training data sets were copyrighted or licensed, or show obvious signs of biases (e.g. racial biases), but he didn’t answer directly, saying only, “We’ve been careful about the data used, and conducted red teaming exercises to improve the model’s weaknesses.” Generative AI models have a tendency to regurgitate training data, a major concern for commercial users of models trained on unlicensed, copyrighted or very clearly biased data. In the worst-case scenario, a user could end up on the ethical and legal hooks for unwittingly incorporating IP-infringing or biased work from a model into their projects.

Some companies training and releasing generative AI models offer policies covering the legal fees arising from possible infringement. Databricks doesn’t at present — Rao says that the company’s “exploring scenarios” under which it might.

Given this and the other aspects in which DBRX misses the mark, the model seems like a tough sell to anyone but current or would-be Databricks customers. Databricks’ rivals in generative AI, including OpenAI, offer equally if not more compelling technologies at very competitive pricing. And plenty of generative AI models come closer to the commonly understood definition of open source than DBRX.

Rao promises that Databricks will continue to refine DBRX and release new versions as the company’s Mosaic Labs R&D team — the team behind DBRX — investigates new generative AI avenues.

“DBRX is pushing the open source model space forward and challenging future models to be built even more efficiently,” he said. “We’ll be releasing variants as we apply techniques to improve output quality in terms of reliability, safety and bias … We see the open model as a platform on which our customers can build custom capabilities with our tools.”

Judging by where DBRX now stands relative to its peers, it’s an exceptionally long road ahead.

This story was corrected to note that the model took two months to train, and removed an incorrect reference to Llama 2 in the fourteenth paragraph. We regret the errors.


Software Development in Sri Lanka

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