Friday, June 7, 2019
Govt planning e-registration for PM KISAN to speed up implementation
Google bought 270 companies since 2001, Facebook bought 92 since 2007, some direct or nascent competitors; only one Google acquisition was challenged by the US (New York Times)
Google bought 270 companies since 2001, Facebook bought 92 since 2007, some direct or nascent competitors; only one Google acquisition was challenged by the US — “Big tech” companies like Google and Facebook are, in reality, the products of hundreds of mergers.
Maker Faire halts operations and lays off all staff
Financial troubles have forced Maker Media, the company behind crafting publication MAKE: magazine as well as the science and art festival Maker Faire, to lay off its entire staff of 22 and pause all operations. TechCrunch was tipped off to Maker Media’s unfortunate situation which was then confirmed by the company’s founder and CEO Dale Dougherty.
For 15 years, MAKE: guided adults and children through step-by-step do-it-yourself crafting and science projects, and it was central to the maker movement. Since 2006, Maker Faire’s 200 owned and licensed events per year in over 40 countries let attendees wander amidst giant, inspiring art and engineering installations.
“Maker Media Inc ceased operations this week and let go of all of its employees — about 22 employees” Dougherty tells TechCrunch. “I started this 15 years ago and it’s always been a struggle as a business to make this work. Print publishing is not a great business for anybody, but it works…barely. Events are hard . . . there was a drop off in corporate sponsorship.” Microsoft and Autodesk failed to sponsor this year’s flagship Bay Area Maker Faire.
But Dougherty is still desperately trying to resuscitate the company in some capacity, if only to keep MAKE:’s online archive running and continue allowing third-party organizers to license the Maker Faire name to throw affiliated events. Rather than bankruptcy, Maker Media is working through an alternative Assignment for Benefit of Creditors process.
“We’re trying to keep the servers running” Dougherty tells me. “I hope to be able to get control of the assets of the company and restart it. We’re not necessarily going to do everything we did in the past but I’m committed to keeping the print magazine going and the Maker Faire licensing program.” The fate of those hopes will depend on negotiations with banks and financiers over the next few weeks. For now the sites remain online.
The CEO says staffers understood the challenges facing the company following layoffs in 2016, and then at least 8 more employees being let go in March according to the SF Chronicle. They’ve been paid their owed wages and PTO, but did not receive any severance or two-week notice.
“It started as a venture-backed company but we realized it wasn’t a venture-backed opportunity” Dougherty admits, as his company had raised $10 million from Obvious Ventures, Raine Ventures, and Floodgate. “The company wasn’t that interesting to its investors anymore. It was failing as a business but not as a mission. Should it be a non-profit or something like that? Some of our best successes for instance are in education.”
The situation is especially sad because the public was still enthusiastic about Maker Media’s products Dougherty said that despite rain, Maker Faire’s big Bay Area event last week met its ticket sales target. 1.45 million people attended its events in 2016. MAKE: magazine had 125,000 paid subscribers and the company had racked up over one million YouTube subscribers. But high production costs in expensive cities and a proliferation of free DIY project content online had strained Maker Media.
“It works for people but it doesn’t necessarily work as a business today, at least under my oversight” Dougherty concluded. For now the company is stuck in limbo.
Regardless of the outcome of revival efforts, Maker Media has helped inspire a generation of engineers and artists, brought families together around crafting, and given shape to a culture of tinkerers. The memory of its events and weekends spent building will live on as inspiration for tomorrow’s inventors.
How a rule, allowing US companies to apply for exemptions from the Huawei ban, was created when the Obama administration was contemplating sanctions against ZTE (Reed Albergotti/Washington Post)
How a rule, allowing US companies to apply for exemptions from the Huawei ban, was created when the Obama administration was contemplating sanctions against ZTE — Will hurt research and development and profits, they argue — U.S. technology companies have told the Commerce Department …
George R.R. Martin’s next project is reportedly the video game, Elden Ring
E3 doesn’t technically start until Tuesday, but the leaks are already arriving fast and furious. Now that winter has come from HBO’s Game of Thrones, creator George R.R. Martin’s got several other projects in the works, including, reportedly, a new video game.
Word is we’ll be hearing more about that last bit on Sunday, during Microsoft’s big kick off press conference. For now, however, we’ve got a smattering of information about Elden Ring from Daniel “ZhugeEX” Ahmed. The perennial game leaker tweeted out a poster for the title, which is said to be a collaboration between Martin and Hidetaka Miyazaki, best known for his role in FromSoftware’s Souls series.
In addition to Xbox One, the title is also set for release on PS4 and the PC. Supernatural powers and monarchical kingdoms abound, making this pretty standard fare from the A Song of Ice and Fire writer. Beyond that, details are pretty thin at the moment, so stay tuned to TechCrunch’s E3 coverage, which kicks off in earnest on Sunday.
A peek inside Sequoia Capital’s low-flying, wide-reaching scout program
Ten years ago, Sequoia Capital began quietly encouraging founders of its portfolio companies to consider which of their founder friends they might like to get behind financially. Sequoia would let them write checks to those companies, and it would share with them any later rewards.
It was a brilliant idea. It allowed Sequoia to keep tabs on entrepreneurs — and nascent technologies — not yet in its universe. It cemented the firm’s ties to the founders who were already in its family. Not last, it grew Sequoia’s already considerable influence in Silicon Valley.
Fast forward, and the ripple effects of the highly successful program have not only been wide-reaching, but they’ve quietly reshaped the industry in ways that only those closest to Sequoia have been able to fully appreciate — until now.
To learn more on the tenth anniversary of Sequoia’s “scouts” initiative — which has since been widely copied by other venture firms — we reached out to Sequoia’s Mike Vernal, the partner who today oversees the program, as well as four scouts whose names you will recognize. What we learned in the process is that their experiences, while fairly different, have had an outsize impact on the way they lead as well, as on the founders whose paths have crossed with their own.
Ready, set. . .
It began working almost immediately, too. Among those first scouts — one of now hundreds to work with Sequoia — was Jason Calacanis, a serial entrepreneur whose then startup, a search engine called Mahalo, quickly raised $20 million from Sequoia and others after its 2007 founding.
Mahalo didn’t wind up putting Google or Yahoo out of business, but even back then, Calacanis, who’d earlier sold a blog network to AOL, had an established network that Sequoia realized was valuable. As Calacanis tells it, he’d told Sequoia about Zynga when its founder, Mark Pincus, was still figuring out the company in 2007. He’d also told Sequoia about a project that his friend Ev Williams was fiddling with. Both times, it passed.
Those decisions seemed to smart. At least, not long after, Sequoia’s Roelof Botha reached out to Calacanis and asked him, “‘What if we’d just given you some money to make those investments?'”
According to Calacanis, Botha explained that if he could turn up other interesting deals, Sequoia would give him money to invest, then split some of the profits with him and other Sequoia-backed founders who it was also inviting to scout deals on its behalf. (One of them was Sam Altman, then the founder of another Sequoia-backed startup called Loopt. Other early scouts included Airbnb CEO Brian Chesky, and Dropbox founders Arash Ferdowsi and Drew Houston.)
Calacanis loved the proposal, though he chafed at Botha’s insistence that he write an investment memo. As pushback, Calacanis says his first deal memo as a scout included two words, “Cabs suck.”
Calacanis laughs about it now. “I was protesting the fact that Roelof was making me do homework.” As it turns out, his short memo was spot on. The company Calacanis wanted to back was Uber. Sequoia approved it, and the small stake ultimately grew to be valued at “over nine figures,” according to Calacanis, who has collectively plugged $600,000 into 20 startups over the years as part of Sequoia’s scouts program.
From scout to VC . . .
As industry watchers may know, Calacanis has since gone on to raise his own funds, including two $10 million vehicles, and, more recently, a $30 million fund. Yet he’s far from the only person to learn the ropes with Sequoia’s help.
Altman, of course, went on to advise Y Combinator companies, then to become the organization’s president, before resigning earlier this year. Other former scouts who have joined the world of venture capital full-time include Lee Linden of Quiet Capital, David Ulevitch of Andreessen Horowitz, Jana Messerschmidt of Lightspeed Venture Partners, Cat Lee of Maveron, and Deep Nishar of SoftBank Investment Advisors.
Three other former scouts have landed inside of Sequoia itself: Vernal, who before joining Sequoia spent more than eight years at Facebook, including as a vice president of engineering and product; Jess Lee, who previously cofounded the shopping site Polyvore and oversaw its sale to Yahoo; and Alfred Lin, the former COO and chairman of Zappos.
Not every scout has been plucked from Sequoia’s portfolio, as Mike Vernal himself makes plain. Though Vernal declines to delve into certain specifics about the program, including exactly how many scouts have worked with Sequoia, he says that while “early on, in that first batch, the program was biased toward Sequoia companies,” it’s no longer the case that Sequoia taps only the founders it has already backed.
We also know that Sequoia is now in the middle of its fifth batch of scouts, that it chooses two “classes” of scouts for each separate scout fund, and there have been three to date, including a $180 million fund it closed last year.
As for how much they have to spend, scouts are given up to $100,000. Some invest a little bit in a lot of companies; others invest more in a few. Their checks tend to lead to more checks, too, unsurprisingly. Specifically, 230 companies that have received checks written by Sequoia scouts have gone on to raise more than $6 billion in follow-on financing, excluding Uber. Many of these have received further funding from Sequoia itself, including Faire, GenEdit, Guardant Health, Stripe, Thumbtack, and Vector.
It can also prove a lucrative side gig for those in Sequoia’s scouting program. According to Calacanis, for example, Altman wrote a check to Stripe as a scout, a position that’s now worth $25 million. As with Uber, Calacanis says, “It’s likely that everyone in that class will get a taste of that, too.”
No blank checks . . .
Still, being a scout does not mean having carte blanche to do whatever one chooses. When PlanGrid cofounder and CEO Tracy Young was asked by one of the partners to become a scout for Sequoia, “I had no idea what that meant, but they basically give us $100,000 to do whatever we want, assuming it passes a stringent approval process. [Sequoia] wants to know: how big can this get? What’s the market?”
It can take “hours of conversation” with a founder before Young — whose Sequoia-backed construction software company sold last year to Autodesk for a whopping $875 million — is able to “write up this whole thing, almost like a business plan” to pitch Sequoia, she says.
It may sound inconvenient, but she has learned much from this back-and-forth, she says. “Much of what we do as founders centers on our own problems within our own companies in our own industries. I’m in the construction software world every day, and [being a scout] has enabled me to see other companies’ problems in a deeper way.”
Clara Shih, a scout and the founder and CEO of Hearsay Systems, a Sequoia-backed digital marketing platform for financial services, echoes the sentiment, adding that the “series of diligence items that we go through” also helps to sharpen her thinking about her own company.
“When you’re the CEO of a company, that’s your baby and you’re biased in favor of your own startup,” says Shih. Scouting on behalf of Sequoia — along with her role as a director on the board of Starbucks — “helps me think what would someone from the outside be [prioritize as part of] their strategy for Hearsay. It helps me to think more objectively and gets me out of the minutiae” that can occupy a founder’s thoughts and time otherwise.
Altogether, Young says she has made “six of seven” investments to date on behalf of Sequoia, and “probably talked with 50 companies” altogether, though not always with investing in mind. Shih has made a similar number of bets.
Both say their primary responsibilities are running their companies but that they are often contacted by founders who are looking to them for advice, and that it’s during these meetings that they sometimes wear the hat of investor, too.
“I’m not out there prospecting,” says Shih, “but a lot of women entrepreneurs reach out to me, because there are still too few of us and it’s my mission to change that.” Young meanwhile says she hears from founders in spaces “adjacent” to her own.
Both suggest that becoming a VC that it’s a path to which they’re open — though not yet. “I have a very busy full-time job,” says Shih. Young also says she’s “full time at Autodesk right now, integrating PlanGrid into the company.”
Still, she continues, “We’ll see. I’m pretty sure a lot of [people in the scout program] are going to become future VCs because a lot of them are really good at investing in and valuing companies.”
A lot of them are also women and minorities, she notes. “I’m biased,” says Young, “but having pitched to a lot of white men at different venture firms, including at Sequoia in 2014, when you walk into a room of scouts, it’s super diverse. It just feels different.”
Calacanis tells us the same. “They’ll never get enough credit for this, but one thing Sequoia did was use scouts to radically increase the amount of diversity in the industry,” he says. “Ten years ago, it was a bunch of Stanford people of a certain gender and [skin] color. But they opened the aperture to get more women and underrepresented investors” into their network, and he says it’s now among the most diverse groups in Silicon Valley — even if it’s also one of the lowest-flying.
Down the road . . .
One outstanding question is what happens when a scout sell his or her company, or takes it public, or otherwise becomes wealthy enough to invest on their own. After all, Sequoia tends to work with founders who have the contacts and the industry know-how, but who also need its financial support if they want to invest in their founder friends.
Calacanis falls into this category, yet says he still does the occasional scout deal and happily. “Sequoia is the greatest venture firm in the world. Whatever they ask me to do, it’s like ‘Yes.’ It’s a no-brainer.”
Another member of this particular club is Matt Macinnis, the founder of Sequoia-backed Inkling Systems, which sold for an undisclosed amount to the private equity firm Marlin Equity Partners last year. Macinnis is today the COO of Rippling, the online payroll and HR startup founded by Zenefits cofounder Parker Conrad, and he says that he has written 24 checks for Sequoia over the last five years, including to note-taking app Notion (founder Ivan Zhao spent a year working on product at Inkling) and the education applications company Clever, whose founder was a Harvard classmate of Macinnis.
Macinnis suggests that as he has begun investing more actively as an angel investor, deciding how much of his own money to pour into a company has become a more complicated affair. Yet like Calacanis, he only sings Sequoia’s praises.
He points to a new investment in Memfault, a startup that was among the most popular to graduate from the Y Combinator’s accelerator program this past winter. He says he was “super excited about the company because they’re doing firmware deployment to internet of things devices — doorknobs, cars, temperature sensors.” He also liked that the startup’s CTO came out of Fitbit.
In fact, he excitedly told Sequoia about the company. The good news: Sequoia partner Bill Coughran — a former SVP of engineering at Google who well understands hardware — grew excited, too. The bad news, he made the company an offer before Macinnis had closed his own investment. (Says Macinnis, the company was “surprise, surprise, oversubscribed right away.”)
Given different circumstances, Macinnis might have been out of luck. Instead, he says. “It was not problem at all. Bill adjusted the allocation so that both [I] and the scout program and the founder were able to get the desired outcome. He made room.”
There’s allegiance for good reason, suggests Macinnis, who implies that scouts get as much if not more than Sequoia from their relationship. To underscore his point, he points to DoorDash founder and former scout Tony Xu, whose company is currently valued at $7.1 billion, and to Weebly cofounder David Rusenko, whose Sequoia-backed company sold last year to Square for $365 million. “I’m not Tony or David,” he says, “but those guys wouldn’t hesitate for a millisecond to pitch in and help a scouts company however they could.”
Says Calacanis separately, “I thought angel investing was stupid” before becoming a scout, which he credits with changing his career trajectory. “I thought I should invest in myself, that I was the smartest entrepreneur I know.” Sequoia, he says, knew better. “They know If you’re smart, your friends are probably pretty smart, too.”
Pictured above: Mike Vernal and Tracy Young.
The makers of Duet Display and Luna on life after Apple’s Sidecar
Of all of the WWDC announcements this week, Sidecar got me the most excited. I’m on the road a lot these days, and apps like Duet and Luna have been lifesavers. They’ve afforded me the ability to carry around a reasonably sized laptop, with an optional second screen in the form of the iPad.
Both products have their respective strengths, but I’m very interested in seeing how native second display support for iPad plays out, and I’m sure I’m not alone among their current customers. Having already demoed the macOS Catalina feature a few times at the event this week, I’m pretty impressed with the implementation.
The latency is barely perceptible, and the array of features with the Apple pencil is impressive. The iPad Pro was wired in the demos, due to the oversaturated nature of wireless technology at these sorts of shows, but the combination Bluetooth/wireless feature allows users to go unplugged as well — certainly a useful thing when setting up at coffee shops and the like, which I often am when traveling.
Those who’ve offered secondary display technologies have no doubt seen the writing on the wall for a while now — well before rumors of Sidecar’s arrival began swirling in recent weeks. Even so, the arrival of native support could prove detrimental — or potential even fatal for those who’ve staked their claim on these sorts of clever work arounds.
It’s a phenomenon we’ve seen played out nearly every time there’s a new version of an Apple operating system, from Konfabulator with Dashboard to Moment with Screen Time. In fact, it’s a phenomenon that happens so frequently, it’s commonly as “Sherlocking,” a reference to Watson, a search app that was effectively kneecapped by Apple’s Sherlock and later Spotlight. Producing a third-party work around for existing functionality in someone else’s ecosystem is a tough road to hoe.
“I knew that this was something that could happen at any point, that’s something I would have expected from day one,” Duet Founder and CEO Rahul Dewan told TechCrunch. “I don’t think there was a ton of surprise. It’s really just confirmation. We’ve been a top 10 iPad app for five years in a row. I think we basically proved the market.”
Matt Ronge, CEO of Luna maker Astro HQ was less enthusiastic in his assessment of this week’s news. “We are frustrated with the way Apple has treated their third-party developers,” he said in statement offered to TechCrunch. Ronge says Apple initially expressed support for the project and even asked Luna to demo the product, but the relationship ultimately never advanced far beyond that. We’ve reached out to Apple about the specifics of the meetings.
The news has left both Duet and Astro reassessing their respective value propositions. Apple is certainly pitching the product toward creative professionals, as evidenced by the demos at the event, which largely revolved around the use of Apple Pencil for things like 3D design. Both startups believe they can can continue to differentiate themselves by targeting pros. After all, the Catalina implementing will likely — at first — be a more utilitarian approach, given that it’s baked directly into the operating system.
“The plan has been for the past about two year to become more of a company for remote tools, for remote workers and people that are traveling a lot,” says Dewan. “That’s that’s the way we’ve been positioning, first by adding on these features, like remote desktop. We have actually a couple of other big product launches that are not connected to the space this summer. We should be fairly diverse.”
Ronge echoes the sentiment. “Moving forward, we’re going to double down on serving the creative pro community. While Apple builds features to satisfy the masses, we’ve always committed to building products with rich features and deep customization for professional creative workflows. For example, Astropad Studio comes with features like Magic Gestures, per-app shortcuts, and custom pressure curves.”
Both parties also cite Windows users as a potential way forward. “We’ve been hearing about a large number of creative pros moving from Mac to Windows,” says Ronge. “We will go where our customers go, and the future of our company is going to be in cross-platform creative tools.”
Thursday, June 6, 2019
Apple supplier Foxconn plans management overhaul as Chairman Terry Gou seeks Taiwan presidency: Source
Google to buy analytics software firm Looker for $2.6 billion
Google takes pre-orders for game streaming service launching November
Amazon's Mind the Malhotras Makes Very Little Effort to Be Original
Oppo Reno 10x Zoom Review
Oppo Reno, Reno 10x Zoom go on sale for the first time today, Jio announces benefits worth Rs 9,100
A week ago, Oppo launched its Reno series of smartphones, the Oppo Reno and Reno 10x Zoom, in India. The phones are now going on sale for the first time in the country, through Amazon.in at 12 pm. The devices will also be available through offline retail stores. Different variants of the phones will be available across online and offline retail channels. The Oppo Reno standard edition with the Snapdragon 710 processor and 48MP primary camera is priced at Rs 32,990. The Reno 10x Zoom, on the other hand, is a flagship device with the Snapdragon 855 chipset and it’s priced starting at Rs 39,990. Both the phones from Oppo come with the signature Shark Fin camera pop-up selfie camera module.
Oppo has partnered with Reliance Jio to offer benefits worth Rs 9,100 to those who purchase the Oppo Reno and Reno 10x smartphones. Eligible Subscriber who perform a recharge of Rs 299 after buying any of the two phones will get 3GB data per day for a validity of 28 days. These subscribers will then be eligible for Jio’s cashback offers on the Reno and Reno 10x Zoom. Jio’s offer on the two phones includes Rs 5,850 cashback which shall be credited in the form of 39 discount coupons of Rs 150 each in the MyJio App. Further, the offer also includes Cleartrip cashback coupons worth Rs 3,250. The Cleartrip Coupon is a one-time e-coupon code generated for eligible subscribers upon performing the first recharge, on or after June 7, 2019.
Additional purchase offers for the Oppo Reno series smartphones include - Instant discount of 10% on EMI transactions for consumers holding HDFC credit/debit cards. 10% cashback on exchange and assured buyback for a year, powered by Instacash.
Oppo Reno, Reno 10x Zoom specsThe Oppo Reno 10x zoom sports a Full HD+ 6.65-inch AMOLED display with a resolution of 2340 x 1080 pixels. The display is protected by Gorilla Glass 6, and the phone sports a sixth-generation in-screen fingerprint sensor. The phone features the flagship Qualcomm Snapdragon 855 platform with up to 8GB of RAM and 256GB of internal storage. It is powered by a 4,065mAh battery that supports VOOC 3.0 fast charging support.
The device runs Android 9 Pie-based ColorOS 6.
In the camera department, the Oppo Reno 10x zoom features a triple camera setup on the back. It has a 48MP Sony IMX586 sensor, an 8MP secondary sensor, and a periscope telescopic lens with a 13MP sensor. For selfies, the phone sports a 16MP sensor and an LED flash housed in a shark-fin type pop-up module.
The regular Oppo Reno sports a smaller 6.4-inch full HD+ display with a 19.5:9 aspect ratio. The company is calling the display as ‘Panoramic Screen.’ Instead of the Qualcomm Snapdragon 855 processor, the Oppo Reno is powered by the Qualcomm Snapdragon 710 processor, coupled with 8GB RAM and 128GB storage. The Oppo Reno features a dual camera system with 48MP and a 5MP sensors on the back. On the front, it features 16MP pop-up selfie camera with an LED flash. The handset includes a 3,765mAh battery with VOOC 3.0 fast charging.
Oppo Reno, Reno 10x Zoom PricesThe Oppo Reno 10x zoom with 8GB RAM + 256GB storage variant is priced at Rs 49,990. The 6GB RAM and 128GB storage variant will cost users Rs 39,990. Customers will have an option to choose from two colours: Ocean Green and Jet Black. The Oppo Reno is priced at Rs 32,990 for the 8GB RAM and 128GB storage variant.
http://bit.ly/2WgY6fC
Sennheiser debuts its first wireless gaming headset, the GSP 670
During Computex last week, Sennheiser gave media a sneak peek at its first wireless gaming headset, the GSP 670, slated to ship starting at the beginning of next month.
The GSP 670 retails for €349 (about $393), significantly pricier then other popular wireless gaming headsets (as well as its wired predecessor, the Sennheiser GSP 600, priced at $249.95). Sennheiser is hoping its features, as well as the company’s reputation for excellent sound quality and comfortable headsets, will convince gamers to take the plunge. (When I tried on a pair at Computex, it delivered on wearability, connection speeds and audio quality, but of course it is hard to tell how headsets will feel and sound after hours of gaming, versus a few minutes of testing).
Despite the freedom afforded by wireless, many gamers stick with wired headsets to avoid reductions in sound quality and connection speeds or having to worry about battery levels, issues that Sennheiser addresses with the GSP 670’s features. Like other wireless headsets, the GSP 670 needs to be connected to a wireless dongle. Each one comes with a GSA 70 compact USB dongle with proprietary technology that Sennheiser developed to ensure a low-latency connection it promises transmits sounds with “near-zero delay.” The USB is compatible with PCs and the Sony Playstation 4. The GSP 670 also has Bluetooth, so users can pair it with their smartphones and tablets as well.
The GSP 670’s microphone is noise-cancelling and can be muted by raising the boom arm. The headset has two volume wheels to allow users to control chat audio and game audio separately. Gamers can also adjust the audio on the GSP 670 with Sennheiser’s Gaming Suite for Windows, a software tool that lets users switch between audio presets or customize sound levels, and also includes surround sound modes and an equalizer.
In terms of battery, Sennheiser claims the GSP 670’s quick-charging battery can run for two hours after a seven minute charge. When fully charged, it says the battery can last for up to 20 hours on Bluetooth and 16 hours when connected via the GSA 70 dongle. The headset has automatic shutdown to save power.
The GSP 670 is currently available for pre-order on Sennheiser’s website and will ship beginning on July 1.
Flipkart, Amazon ramp up government affairs teams
Interviews with Sam Altman and 100+ people on if he can be trusted amid allegations of persistent lying and more: some defend him, others call him a sociopath (New Yorker)
New Yorker : Interviews with Sam Altman and 100+ people on if he can be trusted amid allegations of persistent lying and more: some defen...
-
The first project we remember working on together was drawing scenes from the picture books that our mom brought with her when she immigrate...
-
Sohee Kim / Bloomberg : South Korean authorities are investigating a data leak at e-commerce giant Coupang that exposed ~33.7M accounts; ...
