Buy a demo table at TC Sessions: Enterprise 2019

Early-stage enterprise startup founders listen up. That sound you hear is opportunity knocking. Answer the call, open the door and join us for TC Sessions: Enterprise on September 5 in San Francisco. Our day-long conference not only explores the promises and challenges of this $500 billion market, it also provides an opportunity for unparalleled exposure.

How’s that? Buy a Startup Demo Package and showcase your genius to more than 1,000 of the most influential enterprise founders, investors, movers and shakers. This event features the enterprise software world’s heaviest hitters. People like SAP CEO Bill McDermott; Aaron Levie, Box co-founder, chairman and CEO; and George Brady, executive VP in charge of technology operations at Capital One.

Demo tables are reserved for startups with less than $3 million, cost $2,000 and include four tickets to the event. We have a limited number of demo tables available, so don’t wait to introduce your startup to this very targeted audience.

The entire day is a full-on deep dive into the big challenges, hot topics and potential promise facing enterprise companies today. Forget the hype. TechCrunch editors will interview founders and leaders — established and emerging — on topics ranging from intelligent marketing automation and the cloud to machine learning and AI. You’ll hear from VCs about where they’re directing their enterprise investments.

Speaking of investors and hot topics, Jocelyn Goldfein, a managing director at Zetta Venture Partners, will join TechCrunch editors and other panelists for a discussion about the growing role of AI in enterprise software.

Check out our growing (and amazing, if we do say so ourselves) roster of speakers.

Our early-bird pricing is still in play, which means tickets cost $249 and students pay only $75. Plus, for every TC Sessions: Enterprise ticket you buy, we’ll register you for a complimentary Expo Only pass to TechCrunch Disrupt SF on October 2-4.

TC Sessions: Enterprise takes place September 5 at San Francisco’s Yerba Buena Center for the Arts. Buy a Startup Demo Package, open the door to opportunity and place your early-stage enterprise startup directly in the path of influential enterprise software founders, investors and technologists.

Looking for sponsorship opportunities? Contact our TechCrunch team to learn about the benefits associated with sponsoring TC Sessions: Enterprise 2019.


By Emma Comeau

Box CEO Aaron Levie is coming to TC Sessions: Enterprise

Box co-founder, chairman and CEO Aaron Levie took his company from a consumer-oriented online storage service to a publicly-traded enterprise powerhouse. Launched in 2005, Box today has over 41 million users and the vast majority of Fortune 500 companies use its service. Levie will join us at TC Sessions: Enterprise for a fireside chat about the past, present and future of Box, as well as the overall state of the SaaS and cloud space.

Levie, who also occasionally contributes to TechCrunch, was a bit of a serial entrepreneur before he even got to college. Once he got to the University of Southern California, the idea for Box was born. In hindsight, it was obviously the right idea at the right time, but its early iterations focused more on consumers than business users. Like so many other startups, though, the Box team quickly realized that in order to actually make money, selling to the enterprise was the most logical — and profitable — option.

Before going public, Box raised well over $500M from some of the most world’s most prestigious venture capital firms. Box’s market cap today is just under $2.5 billion, but more than four years after going public, the company like many Silicon Valley unicorns both private and public still regularly loses money. 

Early Bird Tickets are on sale today for just $249 – book here before prices go up by $100!


By Frederic Lardinois

Box fourth quarter revenue up 20 percent, but stock down 22 percent after hours

By most common sense measurements, Box had a pretty good earnings report today, reporting revenue up 20 percent year over year to $163.7 million. That doesn’t sound bad, yet Wall Street was not happy with the stock getting whacked, down more than 22 percent after hours as we went to press. It appears investors were unhappy with the company’s guidance.

 

Part of the problem says Alan Pelz-Sharpe principle analyst at Deep Analysis, a firm that watches the content management space, is that the company failed to hit its projections, but he points out the future does look bright for the company.

Box did miss its estimates and got dinged pretty hard today, however the bigger picture is still of solid growth. As Box moves more and more into the enterprise space, the deal cycle takes longer to close and I think that has played a large part in this shift. The onus is on Box to close those bigger deals over the next couple of quarters, but if it does then that will be a real warning shot to the legacy enterprise vendors as Box starts taking a chunk out of their addressable market,” Pelz-Sharpe told TechCrunch.

This fits with what company CEO Aaron Levie was saying. “Wall Street did have higher expectations with our revenue guidance for next year, and I think that’s totally fair, but we’re very focused as a company right now on driving reacceleration in our growth rate and the way that we’re going to do that is by really bringing the full suite of Box’s capabilities to more of our customers,” Levie told TechCrunch.

On the positive side, Levie pointed out that the company achieved positive non-GAAP growth rate for the first time in its 14 year history with projections for the first full year of non gap profitability for FYI 20th of the year that it just kicked off.

The company was showing losses on a cost per share of .14 a share for the most recent quarter, but even that was a smaller loss than the .24 cents a share from the previous fiscal year. It would seem that the revenue is heading generally in the correct direction, but Wall Street did not see it that way, flogging the cloud content management company.

Chart: Box

Wall Street tends to try to project future performance. What a company has done this quarter is not as important to investors, who are apparently not happy with the projections, but Levie pointed out the opportunity here is huge. “We’re going after 40 plus billion dollar market, so if you think about the entirety of spend on content management, collaboration, storage infrastructure — as all of that moves to the cloud, we see that as the full market opportunity that we’re going out and serving,” Levie explained

Pelz-Sharpe also thinks Wall Street could be missing the longer-range picture here. “The move to true enterprise started a couple of years back at Box, but it has taken time to bring on the right partners and infrastructure to deal with these bigger and more complex migrations and implementations,” Pelz-Sharpe explained. Should that happen, Box could begin capturing much larger chunks of that $40 billion addressable cloud content management market, and the numbers could ultimately be much more to investor’s liking.


By Ron Miller

Has the fight over privacy changed at all in 2019?

Few issues divide the tech community quite like privacy. Much of Silicon Valley’s wealth has been built on data-driven advertising platforms, and yet, there remain constant concerns about the invasiveness of those platforms.

Such concerns have intensified in just the last few weeks as France’s privacy regulator placed a record fine on Google under Europe’s General Data Protection Regulation (GDPR) rules which the company now plans to appeal. Yet with global platform usage and service sales continuing to tick up, we asked a panel of eight privacy experts: “Has anything fundamentally changed around privacy in tech in 2019? What is the state of privacy and has the outlook changed?” 

This week’s participants include:

TechCrunch is experimenting with new content forms. Consider this a recurring venue for debate, where leading experts – with a diverse range of vantage points and opinions – provide us with thoughts on some of the biggest issues currently in tech, startups and venture. If you have any feedback, please reach out: [email protected].


Thoughts & Responses:


Albert Gidari

Albert Gidari is the Consulting Director of Privacy at the Stanford Center for Internet and Society. He was a partner for over 20 years at Perkins Coie LLP, achieving a top-ranking in privacy law by Chambers, before retiring to consult with CIS on its privacy program. He negotiated the first-ever “privacy by design” consent decree with the Federal Trade Commission. A recognized expert on electronic surveillance law, he brought the first public lawsuit before the Foreign Intelligence Surveillance Court, seeking the right of providers to disclose the volume of national security demands received and the number of affected user accounts, ultimately resulting in greater public disclosure of such requests.

There is no doubt that the privacy environment changed in 2018 with the passage of California’s Consumer Privacy Act (CCPA), implementation of the European Union’s General Data Protection Regulation (GDPR), and new privacy laws enacted around the globe.

“While privacy regulation seeks to make tech companies betters stewards of the data they collect and their practices more transparent, in the end, it is a deception to think that users will have more “privacy.””

For one thing, large tech companies have grown huge privacy compliance organizations to meet their new regulatory obligations. For another, the major platforms now are lobbying for passage of a federal privacy law in the U.S. This is not surprising after a year of privacy miscues, breaches and negative privacy news. But does all of this mean a fundamental change is in store for privacy? I think not.

The fundamental model sustaining the Internet is based upon the exchange of user data for free service. As long as advertising dollars drive the growth of the Internet, regulation simply will tinker around the edges, setting sideboards to dictate the terms of the exchange. The tech companies may be more accountable for how they handle data and to whom they disclose it, but the fact is that data will continue to be collected from all manner of people, places and things.

Indeed, if the past year has shown anything it is that two rules are fundamental: (1) everything that can be connected to the Internet will be connected; and (2) everything that can be collected, will be collected, analyzed, used and monetized. It is inexorable.

While privacy regulation seeks to make tech companies betters stewards of the data they collect and their practices more transparent, in the end, it is a deception to think that users will have more “privacy.” No one even knows what “more privacy” means. If it means that users will have more control over the data they share, that is laudable but not achievable in a world where people have no idea how many times or with whom they have shared their information already. Can you name all the places over your lifetime where you provided your SSN and other identifying information? And given that the largest data collector (and likely least secure) is government, what does control really mean?

All this is not to say that privacy regulation is futile. But it is to recognize that nothing proposed today will result in a fundamental shift in privacy policy or provide a panacea of consumer protection. Better privacy hygiene and more accountability on the part of tech companies is a good thing, but it doesn’t solve the privacy paradox that those same users who want more privacy broadly share their information with others who are less trustworthy on social media (ask Jeff Bezos), or that the government hoovers up data at rate that makes tech companies look like pikers (visit a smart city near you).

Many years ago, I used to practice environmental law. I watched companies strive to comply with new laws intended to control pollution by creating compliance infrastructures and teams aimed at preventing, detecting and deterring violations. Today, I see the same thing at the large tech companies – hundreds of employees have been hired to do “privacy” compliance. The language is the same too: cradle to grave privacy documentation of data flows for a product or service; audits and assessments of privacy practices; data mapping; sustainable privacy practices. In short, privacy has become corporatized and industrialized.

True, we have cleaner air and cleaner water as a result of environmental law, but we also have made it lawful and built businesses around acceptable levels of pollution. Companies still lawfully dump arsenic in the water and belch volatile organic compounds in the air. And we still get environmental catastrophes. So don’t expect today’s “Clean Privacy Law” to eliminate data breaches or profiling or abuses.

The privacy world is complicated and few people truly understand the number and variety of companies involved in data collection and processing, and none of them are in Congress. The power to fundamentally change the privacy equation is in the hands of the people who use the technology (or choose not to) and in the hands of those who design it, and maybe that’s where it should be.


Gabriel Weinberg

Gabriel Weinberg is the Founder and CEO of privacy-focused search engine DuckDuckGo.

Coming into 2019, interest in privacy solutions is truly mainstream. There are signs of this everywhere (media, politics, books, etc.) and also in DuckDuckGo’s growth, which has never been faster. With solid majorities now seeking out private alternatives and other ways to be tracked less online, we expect governments to continue to step up their regulatory scrutiny and for privacy companies like DuckDuckGo to continue to help more people take back their privacy.

“Consumers don’t necessarily feel they have anything to hide – but they just don’t want corporations to profit off their personal information, or be manipulated, or unfairly treated through misuse of that information.”

We’re also seeing companies take action beyond mere regulatory compliance, reflecting this new majority will of the people and its tangible effect on the market. Just this month we’ve seen Apple’s Tim Cook call for stronger privacy regulation and the New York Times report strong ad revenue in Europe after stopping the use of ad exchanges and behavioral targeting.

At its core, this groundswell is driven by the negative effects that stem from the surveillance business model. The percentage of people who have noticed ads following them around the Internet, or who have had their data exposed in a breach, or who have had a family member or friend experience some kind of credit card fraud or identity theft issue, reached a boiling point in 2018. On top of that, people learned of the extent to which the big platforms like Google and Facebook that collect the most data are used to propagate misinformation, discrimination, and polarization. Consumers don’t necessarily feel they have anything to hide – but they just don’t want corporations to profit off their personal information, or be manipulated, or unfairly treated through misuse of that information. Fortunately, there are alternatives to the surveillance business model and more companies are setting a new standard of trust online by showcasing alternative models.


Melika Carroll

Melika Carroll is Senior Vice President, Global Government Affairs at Internet Association, which represents over 45 of the world’s leading internet companies, including Google, Facebook, Amazon, Twitter, Uber, Airbnb and others.

We support a modern, national privacy law that provides people meaningful control over the data they provide to companies so they can make the most informed choices about how that data is used, seen, and shared.

“Any national privacy framework should provide the same protections for people’s data across industries, regardless of whether it is gathered offline or online.”

Internet companies believe all Americans should have the ability to access, correct, delete, and download the data they provide to companies.

Americans will benefit most from a federal approach to privacy – as opposed to a patchwork of state laws – that protects their privacy regardless of where they live. If someone in New York is video chatting with their grandmother in Florida, they should both benefit from the same privacy protections.

It’s also important to consider that all companies – both online and offline – use and collect data. Any national privacy framework should provide the same protections for people’s data across industries, regardless of whether it is gathered offline or online.

Two other important pieces of any federal privacy law include user expectations and the context in which data is shared with third parties. Expectations may vary based on a person’s relationship with a company, the service they expect to receive, and the sensitivity of the data they’re sharing. For example, you expect a car rental company to be able to track the location of the rented vehicle that doesn’t get returned. You don’t expect the car rental company to track your real-time location and sell that data to the highest bidder. Additionally, the same piece of data can have different sensitivities depending on the context in which it’s used or shared. For example, your name on a business card may not be as sensitive as your name on the sign in sheet at an addiction support group meeting.

This is a unique time in Washington as there is bipartisan support in both chambers of Congress as well as in the administration for a federal privacy law. Our industry is committed to working with policymakers and other stakeholders to find an American approach to privacy that protects individuals’ privacy and allows companies to innovate and develop products people love.


Johnny Ryan

Dr. Johnny Ryan FRHistS is Chief Policy & Industry Relations Officer at Brave. His previous roles include Head of Ecosystem at PageFair, and Chief Innovation Officer of The Irish Times. He has a PhD from the University of Cambridge, and is a Fellow of the Royal Historical Society.

Tech companies will probably have to adapt to two privacy trends.

“As lawmakers and regulators in Europe and in the United States start to think “purpose specification” as a tool for anti-trust enforcement, tech giants should beware.”

First, the GDPR is emerging as a de facto international standard.

In the coming years, the application of GDPR-like laws for commercial use of consumers’ personal data in the EU, Britain (post-EU), Japan, India, Brazil, South Korea, Malaysia, Argentina, and China bring more than half of global GDP under a similar standard.

Whether this emerging standard helps or harms United States firms will be determined by whether the United States enacts and actively enforces robust federal privacy laws. Unless there is a federal GDPR-like law in the United States, there may be a degree of friction and the potential of isolation for United States companies.

However, there is an opportunity in this trend. The United States can assume the global lead by doing two things. First, enact a federal law that borrows from the GDPR, including a comprehensive definition of “personal data”, and robust “purpose specification”. Second, invest in world-leading regulation that pursues test cases, and defines practical standards. Cutting edge enforcement of common principles-based standards is de facto leadership.

Second, privacy and antitrust law are moving closer to each other, and might squeeze big tech companies very tightly indeed.

Big tech companies “cross-use” user data from one part of their business to prop up others. The result is that a company can leverage all the personal information accumulated from its users in one line of business, and for one purpose, to dominate other lines of business too.

This is likely to have anti-competitive effects. Rather than competing on the merits, the company can enjoy the unfair advantage of massive network effects even though it may be starting from scratch in a new line of business. This stifles competition and hurts innovation and consumer choice.

Antitrust authorities in other jurisdictions have addressed this. In 2015, the Belgian National Lottery was fined for re-using personal information acquired through its monopoly for a different, and incompatible, line of business.

As lawmakers and regulators in Europe and in the United States start to think “purpose specification” as a tool for anti-trust enforcement, tech giants should beware.


John Miller

John Miller is the VP for Global Policy and Law at the Information Technology Industry Council (ITI), a D.C. based advocate group for the high tech sector.  Miller leads ITI’s work on cybersecurity, privacy, surveillance, and other technology and digital policy issues.

Data has long been the lifeblood of innovation. And protecting that data remains a priority for individuals, companies and governments alike. However, as times change and innovation progresses at a rapid rate, it’s clear the laws protecting consumers’ data and privacy must evolve as well.

“Data has long been the lifeblood of innovation. And protecting that data remains a priority for individuals, companies and governments alike.”

As the global regulatory landscape shifts, there is now widespread agreement among business, government, and consumers that we must modernize our privacy laws, and create an approach to protecting consumer privacy that works in today’s data-driven reality, while still delivering the innovations consumers and businesses demand.

More and more, lawmakers and stakeholders acknowledge that an effective privacy regime provides meaningful privacy protections for consumers regardless of where they live. Approaches, like the framework ITI released last fall, must offer an interoperable solution that can serve as a model for governments worldwide, providing an alternative to a patchwork of laws that could create confusion and uncertainty over what protections individuals have.

Companies are also increasingly aware of the critical role they play in protecting privacy. Looking ahead, the tech industry will continue to develop mechanisms to hold us accountable, including recommendations that any privacy law mandate companies identify, monitor, and document uses of known personal data, while ensuring the existence of meaningful enforcement mechanisms.


Nuala O’Connor

Nuala O’Connor is president and CEO of the Center for Democracy & Technology, a global nonprofit committed to the advancement of digital human rights and civil liberties, including privacy, freedom of expression, and human agency. O’Connor has served in a number of presidentially appointed positions, including as the first statutorily mandated chief privacy officer in U.S. federal government when she served at the U.S. Department of Homeland Security. O’Connor has held senior corporate leadership positions on privacy, data, and customer trust at Amazon, General Electric, and DoubleClick. She has practiced at several global law firms including Sidley Austin and Venable. She is an advocate for the use of data and internet-enabled technologies to improve equity and amplify marginalized voices.

For too long, Americans’ digital privacy has varied widely, depending on the technologies and services we use, the companies that provide those services, and our capacity to navigate confusing notices and settings.

“Americans deserve comprehensive protections for personal information – protections that can’t be signed, or check-boxed, away.”

We are burdened with trying to make informed choices that align with our personal privacy preferences on hundreds of devices and thousands of apps, and reading and parsing as many different policies and settings. No individual has the time nor capacity to manage their privacy in this way, nor is it a good use of time in our increasingly busy lives. These notices and choices and checkboxes have become privacy theater, but not privacy reality.

In 2019, the legal landscape for data privacy is changing, and so is the public perception of how companies handle data. As more information comes to light about the effects of companies’ data practices and myriad stewardship missteps, Americans are surprised and shocked about what they’re learning. They’re increasingly paying attention, and questioning why they are still overburdened and unprotected. And with intensifying scrutiny by the media, as well as state and local lawmakers, companies are recognizing the need for a clear and nationally consistent set of rules.

Personal privacy is the cornerstone of the digital future people want. Americans deserve comprehensive protections for personal information – protections that can’t be signed, or check-boxed, away. The Center for Democracy & Technology wants to help craft those legal principles to solidify Americans’ digital privacy rights for the first time.


Chris Baker

Chris Baker is Senior Vice President and General Manager of EMEA at Box.

Last year saw data privacy hit the headlines as businesses and consumers alike were forced to navigate the implementation of GDPR. But it’s far from over.

“…customers will have trust in a business when they are given more control over how their data is used and processed”

2019 will be the year that the rest of the world catches up to the legislative example set by Europe, as similar data regulations come to the forefront. Organizations must ensure they are compliant with regional data privacy regulations, and more GDPR-like policies will start to have an impact. This can present a headache when it comes to data management, especially if you’re operating internationally. However, customers will have trust in a business when they are given more control over how their data is used and processed, and customers can rest assured knowing that no matter where they are in the world, businesses must meet the highest bar possible when it comes to data security.

Starting with the U.S., 2019 will see larger corporations opt-in to GDPR to support global business practices. At the same time, local data regulators will lift large sections of the EU legislative framework and implement these rules in their own countries. 2018 was the year of GDPR in Europe, and 2019 be the year of GDPR globally.


Christopher Wolf

Christopher Wolf is the Founder and Chair of the Future of Privacy Forum think tank, and is senior counsel at Hogan Lovells focusing on internet law, privacy and data protection policy.

With the EU GDPR in effect since last May (setting a standard other nations are emulating),

“Regardless of the outcome of the debate over a new federal privacy law, the issue of the privacy and protection of personal data is unlikely to recede.”

with the adoption of a highly-regulatory and broadly-applicable state privacy law in California last Summer (and similar laws adopted or proposed in other states), and with intense focus on the data collection and sharing practices of large tech companies, the time may have come where Congress will adopt a comprehensive federal privacy law. Complicating the adoption of a federal law will be the issue of preemption of state laws and what to do with the highly-developed sectoral laws like HIPPA and Gramm-Leach-Bliley. Also to be determined is the expansion of FTC regulatory powers. Regardless of the outcome of the debate over a new federal privacy law, the issue of the privacy and protection of personal data is unlikely to recede.


By Arman Tabatabai

Box hires former SAP exec as Chief Information Security Officer

Box announced today that it has hired Lakshmi Hanspal to be the company’s new Chief Information Security Officer (CISO). She boasts 20 years of security experience including holding executive security roles at SAP Ariba and Bank of America. She also spent time in a senior role at PayPal.

In a blog post announcing the hire, the company defined her role this way: “In the role of CISO, Lakshmi will be responsible for Box’s cyber security practice, security operations and data and platform protection.”

Hanspal sees similarities in Box from her time at SAP Ariba, but she recognizes that she will face a different set of challenges. “My role at Box is similar to what I focused on at SAP Ariba with the biggest difference being Box’s geographical footprint. Box is a born in the cloud company and expanding rapidly globally, so my focus will also include securing public cloud operations (future stack) and risk transparency for our customers,” she told TechCrunch.

She said that will involve improving service maturity and sustainability through automation, while continuing to ensure the highest level of security of both Box corporate and product platforms.

Box CEO Aaron Levie indicated that security is central to everything Box does, so finding the right Chief Information Security Officer was absolutely critical. “Not only does Lakshmi bring with her an impressive and diverse leadership experience from her time at SAP, PayPal and Bank of America, but she’s an incredible team builder and culture add for Box that will take our security team to the next level,” Levie said.

Hanspal is the third woman on Box’s executive team, joining Stephanie Carullo, who was hired as Chief Operating Officer in 2017 and Chief People Officer, Christie Lake.”


By Ron Miller

Box releases Skills, which lets developers apply AI and machine learning to Box content

When you have as much data under management as Box does, you have the key ingredient for artificial intelligence and machine learning, which feeds on copious amounts of data. Box is giving developers access to this data, while letting them choose the AI and machine learning algorithms they want to use. Today, the company announced the general availability of the Box Skills SDK, originally announced at BoxWorks a year ago.

Jeetu Patel, Box’s chief product officer and chief strategy officer, says Beta customers have been focusing on use cases specific to each company. They have been pulling information from different classes of content that matter most to them to bring an element of automation to their content management. “If there’s a way to bring a level of automation with machine learning, rather than doing it manually, that would meaningfully change the way that business processes can function,” Patel told TechCrunch.

Among the use cases Box has been seeing with the 300 Beta testers, is using artificial intelligence to recognize the contents of a photo for the purpose of auto tagging, thereby eliminating the need for humans to do that tagging. Another example is in contract management where the terms are pulled automatically from the contract, saving the legal team from having to do this.

Where this can get really powerful though is that the Skill can drive a more complex automated workflow inside of Box. If, for example, the Skill is driving the creation of automated metadata, that can in turn drive a workflow, Patel said.

Box is providing the means to ingest Box data into a given AI or machine learning algorithm, but instead of trying to create those on its own, it’s been relying on partners who have more specific expertise such as IBM Watson, Microsoft Azure, Google Cloud Platform and Amazon Web Services. In fact, Box says it is working with dozens of AI and machine learning partners.

For customers who aren’t comfortable doing any of this on their own, Box is also providing a consulting service, where it can come into a customer and help work through a set of requirements and choose the best algorithm for the job.


By Ron Miller

Box builds a digital hub to help fight content fragmentation

The interconnectedness of the cloud has allowed us to share content widely with people inside and outside the organization and across different applications, but that ability has created a problem of its own, a kind of digital fragmentation. How do you track how that piece of content is being used across a range of cloud services? It’s a problem Box wants to solve with its latest features, Activity Stream and Recommended Apps.

The company made the announcements at BoxWorks, its annual customer conference being held this week in San Francisco,

Activity Stream provides a way to track your content in real time as it moves through the organization, including who touches it and what applications it’s used in, acting as a kind of digital audit trail. One of the big problems with content in the cloud age is understanding what happened to it after you created it. Did it get used in Salesforce or ServiceNow or Slack? You can now follow the path of your content and see how people have shared it, and this could help remove some of the disconnect people feel in the digital world.

As Jeetu Patel, Box’s Chief Product and Chief Strategy Officer points out, an average large company could have more than a thousand apps and there is no good way to connect the dots when it comes to tracking unstructured content and getting a unified view of the digital trail.

“We integrate with over 1400 applications, and as we integrate with those applications, we thought if we could surface those events, it would be insanely useful to our users,” he said. Patel sees this as the beginning of an important construct, the notion of a content hub where you can see the entire transaction record associated with a piece of content.

Activity Stream sidebar inside Box. Photo: Box

But Box didn’t want to stop with just a laundry list of the connections. It also created deep links into the applications being used, so a user can click a link, open the application and view the content in the context of that other application. “It seems like Box was a logical place to get a bird’s eye view of how content is being used,” Patel said, explaining Box’s thinking in creating this feature.

A related feature is a list of Recommended Apps. Based the Box Graph, and what Box knows about the user, the content they use, and how it’s interconnected with other cloud apps, it also displays a list of recommended apps right in the Box interface. This lets users access those applications in the context of their work, so for instance, they could share the content in Slack right from the document.

Recommended Apps bar inside Box. Photo: Box

For starters, Recommended Apps integrations include G Suite apps, Slack, Salesforce, DocuSign and Netsuite, but Patel says anyone who is integrated with the web app via the API will start showing up in Activity Stream.

While the products were announced today, Box is still working out the kinks in terms of how this will work. They expect these features to be available early next year. If they can pull this off, it will go a long way toward solving the digital fragmentation problem and making Box the content center for organizations.


By Ron Miller

ServiceNow-Box integration brings together two enterprise cloud stalwarts

It used to be a one-vendor, stack-driven world in the enterprise. Today, the cloud has changed that and best of breed and interoperability are the watchwords of the day. Two enterprise cloud stalwarts have announced a new integration that brings Box content directly into ServiceNow.

For ServiceNow customers, it means that they can access Box content without leaving a ServiceNow application and changing focus. Company CTO Allan Leinwand says the two share a lot of common customers, and it made sense to bring them together.

“When you’re inside of a ServiceNow record, for example, you’re looking at an incident or problem or a knowledge base article, you are going to link to directly with a Box document or save files directly to Box from ServiceNow. There’s a lot of very practical things that help people get their work done faster,” he explained.

Jeetu Patel, Box’s Chief Strategy and Chief Product officer says the two companies are working to drive innovation inside organizations and that means working with multiple products to solve organizational issues.

“Our goal has been to be a neutral central content layer for every business process. Part of that ambition is to be able to plug into best of breed applications like ServiceNow. Companies already use these tools, and use Box, and they want to be sure they work seamlessly with each other,” Patel said.

On a practical level, customers can grab the Box plug-in from the ServiceNow Store. It comes with some prebuilt workflows fpr typical ServiceNow product usage scenarios, but the integration is flexible and allows customization. As an example, in an HR scenario, the ServiceNow administrator might build a workflow for onboarding a new employee in ServiceNow’s HR application. Using the company’s Flow Designer workflow-building tool, they can pull in all the documents a new employee needs to sign with other tasks into a single workflow.

Contract workflow with Box content in ServiceNow Flow Designer. Screenshot: ServiceNow

It comes down to helping customers work more efficiently. “We’re both cloud companies, and we’re both driving digital transformation for our customers. And we’ve really seen a lot of synergy between the way people work in Box, and how people are working in ServiceNow. We think we can integrate together and make work get done better,” Leinwand said.


By Ron Miller

Box opens up about the company’s approach to innovation

Most of us never really stop to think about how the software and services we use on a daily basis are created. We just know it’s there when we want to access it, and it works most of the time. But companies don’t just appear and expand randomly, they need a well defined process and methodology to keep innovating or they won’t be around very long.

Box has been around since 2005 and grown into a company on a run rate of over $500 million.  Along the way, it transformed from a consumer focus to one concentrating on enterprise content management and expanded the platform from one that mostly offered online storage and file sharing to one that offers a range of content management services in the cloud.

I recently sat down with Chief Product and Chief Strategy Officer Jeetu Patel . A big part of Patel’s job is to keep the company’s development teams on track and focused on new features that could enhance the Box platform, attract new customers and increase revenue.

Fundamental beliefs

Before you solve a problem, you need the right group of people working on it. Patel says building a team has a few primary principles to help guide the product and team development. It starts with rules and rubrics to develop innovative solutions and help them focus on where to invest their resources in terms of money and people.

Graphic: Box

When it comes to innovating, you have to structure your teams in such a way that you can react to changing requirements in the marketplace, and in today’s tech world, being agile is more important than ever. “You have to configure your innovation engine from a team, motivation and talent recruiting perspective so that you’ve actually got the right structure in place to provide enough speed and autonomy to the team so that they’re unencumbered and able to execute quickly,” Patel explained

Finally, you need to have a good grip on the customer and the market. That involves constantly assessing market requirements and looking at building products and features that respond to a need, yet that aren’t dated when you launch them.

Start with the customer

Patel says that when all is said and done, the company wants to help its customers by filling a hole in the product set. From a central company philosophy perspective, it begins with the customer. That might sound like pandering on its face, but he says if you keep that goal in mind it really acts as an anchor to the entire process.

“From a core philosophy that we keep in mind, you have to actually make sure that you get everyone really oriented in the company to say you always start from a customer problem and work backwards. But picking the right problem to solve is 90 percent of the battle,” he said.

Solve hard problems

Patel strongly believes that the quality of the problem is directly proportional to the outcome of the project. Part of that is solving a real customer pain point, but it’s also about challenging your engineers. You can be successfully solving the low-hanging fruit problems most of the time, but then you don’t necessarily attract the highest quality engineering talent.

“If you think about really hard problems that have a lot of mission and purpose around them, you can actually attract the best team,” he said.

That means looking for a problem where you can add a lot of value. “The problem that you choose to spend your time solving should be one where you are uniquely positioned to create a 10 x value proposition compared to what might exist in the market today,” Patel explained. If it doesn’t reach that threshold, he believes that there’s no motivation for the customer to change, and it’s not really worth going after.

Build small teams

Once you identify that big problem, you need to form a team to start attacking it. Patel recommends keeping the teams manageable, and he believes in the Amazon approach of the two-pizza team, a group of 8-10 people who can operate on..well…two pizzas. If the teams get too large, he says it becomes difficult to coordinate and too much time gets wasted on logistics instead of innovation.

“Having very defined local missions, having [small] teams carrying out those local missions, and making sure that those team sizes don’t get too large so that they can stay very agile, is a pretty important kind of core operating principle of how we build products,” Patel said.

That becomes even more important as the company scales. The trick is to configure the organization in such a way so that as you grow, you end up with many smaller teams instead of a few bigger ones, and in that way you can better pinpoint team missions.

Developing a Box product

Patel sees four key areas when it comes to finally building that new product at Box. First of all, it needs to be enterprise grade and all that entails — secure, reliable, scalable, fault tolerant and so forth.

That’s Job One, but what generally has differentiated Box in the content management market has been its ease of use. He sees that as removing as much friction as you can from a software-driven business process.

Next, you try to make those processes intelligent and that means understanding the purpose of the content. Patel says that could involve having better search, better surfacing of content and automated trigger events that move that content through a workflow inside a company.

Finally, they look at how it fits inside a workflow because content doesn’t live in a vacuum inside an enterprise. It generally has a defined purposed and the content management system should make it easy to integrate that content into the broader context of its purpose.

Measure twice

Once you have those small teams set up with their missions in place, you have to establish rules and metrics that allow them to work quickly, but still have a set of milestones they have to meet to prove they are on a worthwhile project for the company. You don’t want to be throwing good money after a bad project.

For Patel and Box that involves a set of of metrics that tell you at all times, whether the team is succeeding or failing. Seems simple enough, but it takes a lot of work from a management perspective to define missions and goals and then track them on a regular basis.

He says that involves three elements: “There are three things that we think about including what’s the plan for what you’re going to build, what’s the strategy around what you’re going to build, and then what’s the level of coordination that each one of us have on whether or not what we’re building is, in fact, going to be successful.”

In the end, this is an iterative process, one that keeps evolving as the company grows and develops and as they learn from each project and each team. “We’re constantly looking at the processes and saying, what are the things that need to be adjusted,” Patel said.


By Ron Miller

Box acquires Butter.ai to make search smarter

Box announced today that it has acquired Butter.ai, a startup that helps customers search for content intelligently in the cloud. The terms of the deal were not disclosed, but the Butter.AI team will be joining Box.

Butter.AI was started by two ex-Evernote employees, Jack Hirsch and Adam Walz. The company was partly funded by Evernote founder and former CEO Phil Libin’s Turtle Studios. The latter is a firm established with a mission to use machine learning to solve real business problems like finding the right document wherever it is.

Box has been adding intelligence to its platform for some time, and this acquisition brings the Butter.AI team on board and gives them more machine learning and artificial intelligence known-how while helping to enhance search inside of the Box product.

Photo: Box

“The team from Butter.ai will help Box to bring more intelligence to our Search capabilities, enabling Box’s 85,000 customers to more easily navigate through their unstructured information — making searching for files in Box more contextualized, predictive and personalized,” Box’s Jeetu Patel wrote in a blog post announcing the acquisition.

That means taking into account the context of the search and delivering documents that make sense given your role and how you work. For instance, are if you are a salesperson and you search for a contract, you probably want a sales contract and not a one for a freelancer or business partnership.

The company launched in September, 2017, and up until now it has acted as a search assistant inside Slack you can call upon to search for documents and find them wherever they live in the cloud. The company will be winding down that product as it becomes part of the Box team.

As is often the case in these deals, the two companies have been working closely together and it made sense for Box to bring the Butter.AI team into the fold where it can put its technology to bear on the Box platform.

“After launching in September 2017 our customers were loud and clear about wanting us to integrate with Box and we quickly delivered. Since then, our relationship with Box has deepened and now we get to build on our vision for a MUCH larger audience as part of the Box team,” the founders wrote in a Medium post announcing the deal.

The company raised $3.3 million over two seed rounds. Investors included Slack and General Catalyst.


By Ron Miller

Box acquires Progressly to expand workflow options

Box announced today that it has purchased Progressly, a Redwood City startup that focuses on workflow. All 12 Progressly employees will be joining Box immediately. They did not disclose the purchase price.

If you follow Box, you probably know the company announced a workflow tool in 2016 called Box Relay along with a partnership with IBM to sell it inside large enterprises. Jeetu Patel, chief product officer at Box says Relay is great for well defined processes inside a company like contract management or employee on-boarding, but Box wanted to expand on that initial vision to build more complex workflows. The Progressly team will help them do that.

Patel said that the company has heard from customers, especially in larger, more complex organizations, that they need a similar level of innovation on the automation side that they’ve been getting on the content side from Box.

“One of the things that we’ve done is to continue investing in partnerships around workflow with third parties. We have actually gone out and built a product with Relay. But we wanted to continue to make sure that we have an enhancement to our internal automation engine within Box itself. And so we just made an acquisition of a company called Progressly,” Patel told TechCrunch.

That should allow Box to build workflows that not only run within Box, but ones that can integrate and intersect with external workflow engines like Pega and Nintex to build more complex automation in conjunction with the Box set of tools and services. This could involve both internal employees and external organizations and moving content through a much more sophisticated workflow than Box Relay provides.

“What we wanted to do is just make sure that we double down in the investment in workflow, given the level of appetite we’ve seen from the market for someone like Box providing a solution like this,” Patel explained.

By buying Progressly, they were able to acquihire a set of employees who have a focussed understanding of workflow and can help continue to build out that automation engine and incorporate it into the Box platform. Patel says how they could monetize all of this is still open to discussion. For now, the Progressly team is already in the fold and product announcements based on this acquisition could be coming out later this year.

Progressly was founded in 2014 and was headquarted right down the street from Box in Redwood City. The company has raised $6 million, according to data on Crunchbase.


By Ron Miller

Box expands Zones to manage content in multiple regions

When Box announced Zones a couple of years ago, it was providing a way for customers to store data outside the U.S., but there were some limits. Each customer could choose the U.S. and one additional zone. Customers wanted more flexibility, and today the company announced it was allowing them to choose to multiple zones.

The new feature gives a company the ability to store content across any of the 7 zones (plus the U.S) that Box currently supports across the world. A zone is essentially a Box co-location datacenter partner in various locations. The customer can now choose a default zone and then manage multiple zones from a single customer ID in the Box admin console, according to Jeetu Patel, chief product officer at Box.

Initially customers wanted to have a choice to store data in a region outside the U.S., but over time they began asking for a solution to not just pick one additional zone, but to have access to multiple zones.

Current Box Zones. Photo: Box

Content will go to a defined default zone unless the admin creates rules specifying another location. In terms of data sovereignty, the file will always live in the country of record, even if an employee outside that country has access to it. From an end user perspective, they won’t know where the content lives if the administrators allow access to it.

This may not seem like a huge deal on its face, but from a content management standpoint, it presented some challenges. Patel says the company designed the product with this ability in mind from the start, but it took some development time to get there.

“When we launched Zones we knew we would [eventually require] multi-zone capability, and we had to make sure the architecture could handle that,” Patel explained. They did this by abstracting the architecture to separate the storage and business logic tiers. Creating this modular approach allowed them to increase the capabilities as they built out Zones.

It doesn’t hurt that this feature is being made available just days before the EU’s GDPR data privacy rules are going into effect. “Zones is not just for GDPR, but it does help customers meet their GDPR obligations,” Patel said.

Overall, Zones is part of Box’s strategy to provide content management services in the cloud and give customers, even regulated industries, the ability to control how that content is used. This expansion is one more step on that journey.


By Ron Miller