After announcing its deal to acquire Tumblr for $1.1 billion, mostly in cash, Yahoo today started to lay out some of the details for how it intends to make use of the property while trying to stick to its promise “not to screw it up.” Expect more advertising by next year as well as more Tumblr content on Yahoo properties, but more of a cautious step as to how Yahoo will deal with some of Tumblr’s more NSFW content.

Here are some of the more interesting details revealed in the call:

What are Tumblr ads going to look like? Tumblr apparently made only $13 million in revenues last year but CEO David Karp apparently thinks the site is “ready” to make more now that it understands its users, according to Yahoo CEO Marissa Mayer. But she also noted that they will be working from a challenged position, not just because of user resistance but because Karp himself has been “skeptical” about online ads.

In the conference call, Mayer made an early reference to how Tumblr would be able to make good use of Yahoo’s advertising technology, in ways that fit Tumblr’s so-far successful, image-based, quick-blogging, youth-oriented format — what she called “native advertising formats.”

As one example, she pointed to an ad format that Yahoo launched at the end of April, in-stream ads that it runs on its news pages. “On Tumblr we feel we can monetize in ways that are meaningful and add to user experience,” she said. She cited the Tumblr dashboard, or as she called it, the inbox for the blogs you follow. “Today Tumblr already does some ads in that feed. We would like to look at that and understand how to introduce more ads where the ads fit the expectations and follow that form and function.” She also noted that Yahoo may possibly work with bloggers to provide ads that will be run with their permission.

On top of this, expect to see more search ads: there are also plans to integrate Yahoo’s search functionality into the site as well. “We think there is a complelling search story,” said Mayer. “Their body is 50b posts and 5 billion posts of original content so search is already vast. We see an opportunity to integrate with search and provide that. That’s one area we are excited by the acquisition.”

Throughout this, a focus on trying to be Tumblr-centric about whatever Yahoo tries to do there. “It’s not a choice between creativity and monetization,” insisted Mayer.

So when are those ads coming? CFO Ken Goldman said that ad revenues from Tumblr will be “modest” this year — the acquisition is not expected to close until the second of of 2013 — but that they will “ramp up” in 2014 “and beyond.” “We do think those revenues will start monetizing materially [and] will contribute to revevenues in 2014 and beyond,” he said on the call, “not just standalone for Tumblr but also incrementally, helping Yahoo to growth.”

Porn? The NSFW, notorious part of Tumblr was never referred to by name, but an analyst did ask about what Yahoo, while courting mainstream brands to market to that attractive Tumblr audience, would do about content that is not “brand safe”. “The richness and breadth of the content… is what makes it more exciting,” enthused Mayer. “In terms of addressing concerns around brand safety we need to have good tools for retargeting.” [Another acquisition, methinks? In any case, no outright announcement that Yahoo intends to get rid of all those sites that Tumblr has more or less accepted into the fold.]

Mayer continued: “Tumblr is now at the point that they do know what it is and what makes sense to monetize in way that is tasteful.” She also mentioned due diligence but also something else, effectively implying that Yahoo will figure out a way of getting around the NSFW content and serving ads where they want them to go, because that’s what the advertisers want: “There are a lot of marketers eager to participate in Tumblr platform and the demographics,” she said.

What does the $1.1 billion “substantially in cash” mean? Goldman noted that it’s effectively an all-cash deal, save for some shares in Yahoo for David Karp. He also noted that Yahoo still has “ample cash” for more acquisitions and investments, to the tune of about $6.2 billion. These will not likely be along the lines of Tumblr in terms of size. “This is an exceptional company and team,” she said of Tumblr. At 300 million monthly unique users, Yahoo is paying about $3.67 per user for the acquisition.

Complementary properties. Mayer made a lot of the fact that Tumblr and Yahoo actually fit “really beautifully together,” like South America and Africa, in her words. In addition to Yahoo skewing older and Tumblr skewing younger, “We are strong on sports, finance and news; Tumblr’s strong on architeture, travel and fashion. We need great tools for content publishing and creation. They have them. Tumblr prides itself as a home for brands. Yahoo is all about brands.”

Tumblr comes to Yahoo. While a lot of the expectation so far has been about how Yahoo may mess up or spiff up or monetize up Tumblr, another theme that emerged during the call was the idea of Tumblr content going out to Yahoo properties — a way of attracting users to Yahoo that may not have gone there before.

“Our strategy is to let Tumblr be Tumblr,” said Mayer. “There are some who will always prefer Tumblr and will never come to Yahoo. [But] as we pull Tumblr content into our news feed and media experiences it will cause them to become that much more interesting and richer and will cause more to come to Yahoo. I imagine engagement will improve as we incorporate that content.”

Flickr. There is a separate news conference today that will likely concentrate on updates to Flickr, but today Mayer appeared to douse out speculation that it will be a move to begin integrating its online photo site with Tumblr in any way: “In terms of how the content of Tumblr evolves it depends on the creators,” Mayer said in answer to a question of what this acquisition will mean for Flickr. “It’s something that we will turn our attention to in the future. It will provide great storage, but we will see how those two cousins should relate to each other.

Image: Tumblr (where else)

Sensopia, a company which actually uncovered a practical application for augmented reality, has raised a $1.2 million Series A round for its floor plan capturing application called “MagicPlan.” The app allows users to hold up their phone and then scan the dimensions of the room around them in order to create an instant floor plan that can be exported to various formats, including DXF, PDF, JPEG and HTML, the latter for viewing the plan on the web.

To perform the scan, the app “sees” the room in the camera’s viewfinder, and then you tap on the screen to label things like corners and doors.

Participating in the new round were Partech International, Tekton Ventures, Normandy Ventures, and other private investors. The company says it will use the funding to accelerate growth and further develop the application, making the software easier to use and allowing for the capture of rooms in three dimensions.

The startup had released an updated version of the MagicPlan app around a year ago, which at the time had introduced an upgraded user interface, a full HD iPad version, and improvements to the “MagicPlan Cloud” service – a web service that allows for data-sharing with partners. Although consumers are, of course, welcome to use the app themselves for free (for non-commercial use), Sensopia’s revenue comes from its subscription plans and enterprise adoption.

The company had previously formed agreements with Seloger (France’s Zillow), RTV (Real Tour Vision – a provider of real estate tours in the U.S.), Moobz (the Century 21 technology provider), and Cocontest (a crowd-sourced platform for interior design).

This March, it rolled out version 3.0 of the MagicPlan software, and announced a key partnership with Home Depot. Through this agreement, users could share their floor plan with Home Depot and make an appointment with an associate who would then use the plan to better assist the customer while in the store.

To reach its preferred market (i.e., paying customers), Sensopia is also releasing its MagicPlan software development kit today, which will allow MagicPlan’s technology to be integrated into other applications. The first customer to launch using this SDK is Symbility, a software company that makes claims processing applications for insurance companies.

Symbility will allow its inspectors to create floor plans while on site, while completing a claims adjustment using their iPad.

“It would not be a stretch to imagine that, in the future, claim management data for smaller cases could be generated by consumers, rather than the adjusters, and sent to the insurance company directly,” says Richard Adair, President and COO of Symbility. ”This would, of course, lead to significant savings in both time and money,” he adds.

Until now, Sensopia had been operating as a bootstrapped company. CEO Pierre Gaubil explains, “we wanted to reach real traction before raising money.” Today, he thinks it’s there. The app now has over 4 million downloads and over 20,000 floor plans created per day, Gaubil also notes – up from a million when version 2.0 was released last April. He declined to provide revenue figures, but says growth is at 20 percent month-over-month.

MagicPlan is available in the App Store here.

Today, thanks to the maturation of the web, digital tech, and smartphones now in seemingly every pocket, startups are finding it easier than ever before to build scalable solutions to finally address the many inefficiencies in our food manufacturing, production and distribution systems.

As interest in food tech balloons, one area in particular appears to already be at the tipping point: Online and mobile food delivery. Over the last few days, we’ve hearing about a merger between two of the largest companies in the space. Rumor has it that “arch rivals” GrubHub and Seamless are in talks which could see them join forces as part of a merger. While our sources tell us that the talks are serious, the terms of the merger are not yet clear and, of course, any potential deal could fall through.

Furthermore, it’s not yet clear what kind of synergies would take place, how management of the new entity would be structured or even what the new business will be called. The two companies would not confirm on the record on any of the above. But as far as the name goes, we’re hoping for Grubless. Or Hubless GrubSeam. But they have a nice ring to them, don’t they?

If these rumors are true, the merger comes at a good time for the arch rivals, who have been seeing mounting competition of late from a laundry list of new startups entering the space, including increasingly popular alternatives like Delivery.com, ChowNow, Munchery (meals from local chefs), Campus Special, eat24 or the bigs of Europe, like Food Hero and Just-Eat.

If the online food-ordering and delivery market is roughly where daily deals were three-plus years ago, then the deal essentially creates the Groupon of food delivery. Like the daily deals market, food ordering has traditionally had a fairly low barrier to entry, which helps explain why we seem to see a new startup pop up every week.

Plus, the business model isn’t particularly complicated, making it replicable. That being said, innovation and tech adoption have been slow to come to the food industry, and, at scale, this model (taking a slice of transactions) has the potential to be able to generate a lot of cash.

This is just one part of why the “food tech” business has been so hot lately. Just ask venture capitalists who collectively poured $350 million into food startups over the last year. (Compare that to 2008, when it was less than $50 million.) Plus, when you get right down to it: People need to eat. And, as it turns out, people are pretty busy. Uh, and lazy.

Of course, for those who remember the spectacular failure of online food companies like Webvan, Kozmo and HomeRuns, this whole “tech in your kitchen” and online ordering jibber-jabber probably sounds familiar — and not in a good way. But this time it’s different. Research from Cornell University recently found, for example, that over 40 percent of adults in the U.S. have ordered food online, and 10 percent of restaurant orders now originate online — and these numbers continue to head north. GrubHub and Seamless have built successful businesses on this very idea.

Both GrubHub and Seamless have been around for some time: The New York City-based Seamless was founded in 1999, while the Chicago-based GrubHub got its start in 2004. And for the most part, the two companies have catered to two different markets geographically. While both now have fairly expansive coverage, GrubHub has naturally developed a firm foothold in the Midwest, while Seamless focused its early attention on NYC, before moving into cities like Los Angeles and San Francisco. From that perspective, a merger would make sense, allowing the new, consolidated entity to gain penetration into markets where they lacked a major presence.

Writ large, the companies, while having some fundamental differences, do seem to have a lot of synergies on paper — at least “nominally,” depending on who you ask — likely why they’ve increasingly become rivals over the years. Both are of fairly comparable size, as GrubHub has more than 18,000 restaurant partners across more than 500 cities, while Seamless has over 12,000 restaurants and serves nearly 5,000 businesses and more than 2 million users. As of February, Reuters reported that Seamless was on track to generate more than $100 million in revenue this year as it expands into new cities and focuses more aggressively on mobile.

The company reportedly generated $85 million in revenue last year, growing its consumer business by 60 percent year-over-year and “will soon be processing $1 billion worth of food orders a year,” Seamless CEO Jonathan Zabusky told Reuters at the time. For the majority of its history, the company focused primarily on New York, but launched a major expansion effort last year, bringing its service to 10 new cities. According to the report, Seamless saw its transaction volume quadruple in Los Angeles during 2012, with transactions tripling in San Francisco.

Another interesting point to note: GrubHub was reported to be considering an IPO last fall. The company denied the rumors at the time, and if this merger is true, then they’ve been given the proper perspective. Certainly, it would seem that this wouldn’t take a potential IPO off the table, instead, likely making an opening price that much higher.

The IPO rumors for GrubHub came at a time when the company was reportedly doing about $60 million in revenue (this was in 2012) — a little less than half that of Seamless. Furthermore, Crain’s reported in December that GrubHub’s revenue has been doubling every year and, as the company reported $30 million in revenue in 2011, that revenue estimate would make sense and put the company on the path to crossing $100 million well before the end of this year.

That is all to say that, although the terms of the potential deal are unclear, these are two sizable businesses that are growing relatively fast, so any potential valuation has got to be fairly high. After all: The two companies were fairly comparably capitalized and staffed, with GrubHub growing to over 250 employees and Seamless over 300, while GrubHub raised about $84 million from a mix of venture and growth equity firms (including Benchmark) and Seamless raised $51 million, $50 million of which came from private equity firm Spectrum Equity.

While both companies have made a couple of acquisitions, this would be the second big M&A deal for Seamless, as the company was acquired by food services giant, ARAMARK, in 2006. Five years later, Spectrum bought a minority stake in Seamless from ARAMARK, and about a year later, the food services company spun-off its remaining interest in Seamless to its shareholders. Free from its corporate ownership, Seamless proceeded to go out and buy MenuPages for $15 million, showing up GrubHub, which MenuPages had initially targeted as its acquirer. When GrubHub and MenuPages couldn’t agree to a deal, and it seems that GrubHub was instead in the process of buying Dotmenu/Allmenus, Seamless swooped in — according to BetaBeat.

So, as you can see, the companies have a long history of jostling. While GrubHub had been out acquiring restaurant partners fast and furiously, Seamless stagnated a bit under ARAMARK, but since becoming an independent company (again) and with a new board/investors, the company seems to have been compounding its growth. Together, that growth could be exponentially higher.

Finally, if this deal is in fact a go, it’s worth looking at this quote from GrubHub co-founder and CEO Matt Maloney from back in 2011. In it, he shares his opinion on GrubHub’s top competitor, a little company called Seamless. He told BetaBeat:

I typically don’t talk this much about Seamless because we don’t view them as incredibly strong competition for what we’re doing … Seamless fundamentally is a corporate catering business. They were founded years and years and years ago to do just that. And they’re still best in the business for corporate. They recently got into the consumer and residential pick-up and delivery. And they do it well in New York, but they really have zero business anywhere else. We don’t even consider them competition anywhere other than Manhattan specifically.

So, there you go. A match potentially made in heaven, and one that’s sure to shake up online and mobile food ordering if it happens.

Find Seamless at home here and GrubHub here.

Twitter co-founder Biz Stone’s new and mysterious startup called Jelly still isn’t saying what it’s up to, but it has announced funding. According to details posted to the official company blog this morning, the team has raised a Series A from a notable lineup of investors in a round led by Spark Capital, with additional investment from SV Angel, and a group of angels that includes Square CEO Jack Dorsey;Reid Hoffman; Bono (what!), Evan Williams and Jason Goldman via Obvious; Al Gore; Emmy-winning director Greg Yaitanes; and Afghan entrepreneur Roya Mahboob.

As a part of the funding, Spark General Partner Bijan Sabet now joins Jelly’s board of directors.

The company explains that it chose the angels for their diversity of experience, something that’s important to Jelly’s team as well as to its product, whatever that may be:

“We chose angels like Al Gore, a Partner at KPCB and Chairman and Co-founder of Generation Investment Management, Greg Yaitanes, a Hollywood director, and Roya Mahboob, an entrepreneur doing amazing work for women in Afghanistan partly because they work in divergent fields. Knowledge diversity is something we prize highly and is also something that will be represented in our product.”

The post also revealed that the Jelly product is only in the early prototyping phases right now, which is one reason why the company has yet to reveal product details to the general public.

The additional funding – no amount was provided – will be used for hiring and development, as is par for the course.

Jelly has already been busy on the hiring front as of late however, having recently hired former Twitter engineering manager and Fluther co-founder Ben Finkel as Jelly’s co-founder and CTO, as well as Kevin Thau, the man responsible for Twitter’s new app, Twitter music.

Though details as to what Jelly is up to are scarce, earlier hints seem to point to some sort of “social good” intention with the service, like perhaps offering a way for users to connect to social causes and show off their contributions. Stone recently explained that “People are basically good—when provided a tool that helps them do good in the world, they prove it.”

Philanthropy and volunteering don’t have many central homes on today’s web, as TechCrunch previously noted in a discussion about Jelly’s possible plans – save for something like Causes, which works on top of Facebook’s open graph, having never taken off as a standalone service of its own. In fact, social media-based activism has been under fire for years as being a poor substitute for real-world action. Liking and sharing and posting and re-tweeting does not necessarily have the desired impact on effecting change, though it may raise awareness.

Today’s announcement from Jelly still gives no hints as to how it plans to help people “do good in the world,” only noting that the proliferation of mobile devices is a big factor in its plans. “As mobile devices have taken an increasingly central role in our lives, humanity has grown more connected than ever—herein lies massive opportunity.”

Wearable computing looks more and more like the inevitable future, so today Stained Glass Labs launches to help entrepreneurs develop apps and businesses around Google Glass and similar devices. The incubator and accelerator will offer mentorship and office space and, one day, maybe funding.

Stained Glass Labs is spearheaded by Redg Snodgrass, who formerly supported innovation and developers at Alcatel-Lucent, and worked at startups Skout and Taploid. The group aims to give entrepreneurs “the tools, the technology, the connections, and the support to take [wearable computing] products to a mainstream market.” Those hoping to join Stained Glass Labs can apply now. It’s looking for both idea-stage companies to incubate, and funded startup with a product in the works to accelerate.

To aid those admitted, Stained Glass Labs will provide office space plus inroads to PR. It has also assembled a team of mentors “who have been successful entrepreneurs from all sides of the industry to be a sounding board and helping hand.” The mentors include Charles Hudson of SoftTech VC, Jacob Mullins of Exitround (and formerly Shasta Ventures), Greg Gopman of AngelHack, Ashwin Navin of BitTorrent, Julie Mossler of Waze, and Andy McLoughlin of Huddle.

Though the organization has no equity investment component, so those admitted don’t have to give up a stake, Stained Glass Labs wouldn’t legally be able to talk about it if they were raising a fund. One interesting quirk is that the incubator has a preference for second-time entrepreneurs rather than rookies.

Stained Glass Labs will operate in a similar space as the better-established powerhouse partnership Glass Collective, which will see Andreessen Horowitz, Kleiner Perkins, and Google Ventures sharing wearable computing startup funding deal flow.

Right now, Stained Glass Labs seems a bit half-baked, but it has a lot of potential. Wearable computing will spawn a huge ecosystem of startups. If Snodgrass and his incubator can forge relationships with these companies early on, they could gain power as the startups grow alongside the wearable wave.

SeedAsia, an equity crowd-funding site based in China, has just launched. The company is offering stakes in selected early-stage startups to people.

“It’s kind of a hybrid between Kickstarter and private investment,” said co-founder Tom Russell. The startups to be listed would have ideally gone through some some sort of incubation program and would have shown promise. They can apply offer between $50,000 and $1.5 million in equity through SeedAsia’s platform.

SeedAsia takes a 5 percent “administration fee” and another 5 percent “distribution fee” from the investor.

Potential investors need to apply and be screened, and SeedAsia has set the minimum investment commitment at $2,000 per member. “It costs about $20,000 to $30,000 at minimum to be an angel investor, so this lowers the entry barrier for people,” he said.

SeedAsia is the first equity crowd-funding site to launch in the region, although the equity funding trend has been taking off in the US, where there are apparently over 200 such sites. One of them, FundersClub, recently cleared US regulators, paving the way for more such sites to flourish.

Hong Kong-headquartered Decision Fuel is the first fund to be listed on SeedAsia. The company offers a mobile platform to deliver short consumer surveys. It had $1.25 million in seed funding in 2011, according to AngelList, and counts clients such as P&G, Nike, Colgate. It has already gathered more than 14 million survey responses for its clients, it said.

Russell said the crowd-funding scene is a lot less developed in Asia than it is in the West. The culture is such that potential investors are still more keen on property than in an online startup, he said. Cultural differences also persist. “The local Chinese developers don’t like being transparent with their ideas and sharing, while Westerners don’t understand why the Chinese aren’t as transparent. The truth is, you have big players like Tencent that can copy you easily, which is why people aren’t as open with sharing here.”

SeedAsia has taken on some advisors to raise investor confidence in its portfolio clients. Inporia and Hive7 founder, Max Skibinsky, is one, and Oscar Ramos has been brought in too. Ramos founded Chinese seed fund, DaD Asia.

Walmart, via its Silicon Valley innovation lab @WalmartLabs, today announced the acquisition of two startups: cloud computing newcomer OneOps and the software development shop Tasty Labs, from Delicious founder Joshua Schachter. Tasty Labs offered two services Jig.com and Human.io – both domains which are now redirecting to Walmart’s acquisition announcement, along with that of their corporate parent.

Walmart declined to disclose deal terms.

OneOps developed a Platform-as-a-Service (PaaS) capability that Walmart explains will enable it to “significantly accelerate” its PaaS and Private Cloud Infrastructure-as-a-Service (IaaS) strategies. The company offered developer tools built from the ground up for those who host their applications on cloud services like Amazon Web Services, for example, as well as Rackspace and HP Cloud. Developers could publish to any cloud and seamlessly port their apps elsewhere as needed, eliminating lock-in.

The company offered a library of predefined building blocks to quickly bootstrap an application, which could be visually assembled in its interface. A variety of categories such as content management (ex. Drupal, WordPress), e-commerce (ex. Magento), enterprise portals (ex. Liferay) and more were available.

OneOps was named one of the 12 Hot Cloud Computing Companies Worth Watching by Network World, and was a finalist at the GigaOM LaunchPad Competition.

“Walmart is looking to create a best-in-class global e-commerce platform to power ‘anytime, anywhere’ shopping for our customers. The Platform team has been working tirelessly to build the tools to help our developers deliver big site changes faster,” explains Walmart Public Relations Director Ravi Jariwala in a statement. “We are innovating on a very large scale, and OneOps brings us tools that will allow us to move even faster toward a global platform.”

Meanwhile, Tasty Labs was founded in 2010 by a team that includes ex-Mozillian Nick Nguyen, HousingMaps creator Paul Rademacher, and Joshua Schachter, who was best known for founding of of “web 2.0″‘s finest: the social bookmarking service Delicious. The company had raised $3 million in Series A funding from Union Square Ventures, Andreessen Horowitz, and other unnamed angel investors.

The startup launched its first product Jig.com in 2011, which was described as a “marketplace for needs” — meaning users would post “I need…” and others would respond to help them. The following year, it debuted Human.io, a micro-task service operating in the same general space. This application targeted businesses with small requests – like wanting to know how many people were in line at a store, for example, or getting people to take short surveys on their phone.

Schachter once described Human.io as a way to “build tiny little microapps and distribute them to a mobile client.” He said it was a combination of things the team loved: “Mobile, Mechanical Turk, MapReduce, and Twilio.”

Going forward, Tasty Labs staff will join Walmart’s Product and Mobile teams, Walmart says, in an effort to build out the company’s e-commerce platform.

Walmart Labs is known for snapping up early-stage startups to test new ideas in e-commerce some of which eventually get folded into the company’s e-commerce site and other online operations. In the past, it has acquired startups like Kosmix, OneRiot, Grabble, Small Society and others. Kosmix’s Social Genome technology was used in an earlier @WalmartLabs creation known as “Shopycat,” a social-gifting platform that debuted just before the 2011 holiday season, and Kosmix later formed the basis of a new search engine named “Polaris,” which now powers Walmart.com.

Rightware, a Finnish startup that sells embedded user interface software and performance benchmarking tools to car makers and consumer electronics companies needing to build graphical user interfaces has announced it has closed a $5.2 million Series B round. Investors in the round include Inventure and Nexit Ventures, along with new investor Finnish Industry Investment.

The startup, which was founded in 2009 has offices in Finland, Germany, China, Taiwan and the U.S., and counts Audi AG among the customers for its Kanzi UI creation tool, has raised a total of  €7 million ($9 million) to date, according to CEO Jonas Geust.

He said the Kanzi tool is designed to “close the gap” between the UI designer and the UI engineer, with both being able to work together using the same tool. Kanzi also includes a WYSYWYG feature to help cut development times. “As the design work is proceeding you can see on your target hardware exactly how it’s going to look as the work goes ahead,” he added.

Geust said the new investment will be used to expand Rightware’s global sales, and also to continue developing the tool itself. Rightware is not currently breaking out customer numbers but says it’s seeing “big growth” in uptake of its Kanzi UI — with traction in the automotive sector and consumer electronics companies in Europe, US and Asia.

“We are seeing that we have an explosive growth in the Kanzi UI business unit. We saw already during first quarter of this year… 100% growth and that seems to be continuing month-over-month,” said Geust.

“We are using [the new funding] partly to further develop the Kanzi tool and technology — that’s more an R&D investment — and then the other side of that is to build an even stronger market presence — basically opening sales and technical support offices closer to the customers.”

Geust told TechCrunch that the company believes there will be increasing demand for its tools, thanks to the rise of higher resolution screens. “The underlying theme that we are seeing is first of all that the demand for more advanced graphical or we could call that photo-realistic user interfaces is increasing, as the high definition screens become more of a commodity in different industries. It becomes the default use case that you actually have a very good-looking screen,” he said.

“That also puts higher requirements on the user interface — that it is actually living up to the standard that the hardware can deliver, and that is where we are expecting to see explosive growth in demand for the tool that can actually deliver on that demand.”

Rightware said its Q1 2013 UI business revenues were more than double compared Q1 2012. It expects growth to further accelerate towards the end of the year.

Commenting on the funding round in a statement, Jussi Hattula, Director, Team leader of Growth Capital at Finnish Industry Investment Ltd said: “Rightware leads the embedded UI industry with its innovative technology and market penetration.  The company promotes next-generation applications where integrated 2D & 3D graphics deliver better and faster user experiences. We are excited to be part of this round and to work with the company to fulfill its vision.”

As a fourth generation venture investor, Adam Draper was pretty much predestined to work with startups. The son of Tim Draper, the founder of global VC firm Draper Fisher Jurveston, Adam has made it his mission to do everything in his power to help entrepreneurs bring their ideas to life — without relying on his family name to do so. After taking the plunge as an entrepreneur himself, co-founding a capital raising and trading platform and an equity crowdfunding portal, the 26-year-old again finds himself back in the Draper wheelhouse: Early-stage finance.

In the summer of 2012, Draper launched his third venture, Boost.vc, a San Mateo-based accelerator that offers housing (in an on-site hotel), office space, mentorship and seed funding as part of its 12-week incubation program. But by today’s standards, considering the glut of startup accelerators that have emerged over the last two years, what was once an attractive model now almost sounds run-of-the-mill. I’d argue, and Draper would agree, that accelerators can provide more value for startups over the long-run by focusing on a particular vertical.

Today, Boost.vc is taking its first (experimental) step in that direction by focusing on one of the hottest verticals in the tech industry: Bitcoin. About three months ago, the decentralized, ungoverned currency became “an obsession,” Draper says, and since then, it’s been the focus of his blog, meetings and now, in part, his accelerator. Boost.vc will be dedicating half of its second batch (seven startups total) to companies building products and technologies around the Bitcoin ecosystem.

When it comes to Bitcoin, Draper unabashedly wears rose-colored glasses, calling Bitcoin “one of the most exciting innovations happening in the world today.” While the kind of endorsement might give some pause, Draper isn’t alone. Last month, Lightspeed Venture Partners’ Jeremy Liew penned a post for TechCrunch explaining why VCs “love the Bitcoin market.” Liew himself has been a champion of Bitcoin and its incarnations, having recently backed OpenCoin, the developer of open source payment protocol, Ripple, for example.

Now Liew and other VCs are ready to ante up and continue to put their money where their mouths are by helping to establish the “Boost Bitcoin Fund.” The Fund, Draper exaplins, is a follow-on or “start” fund for all Bitcoin companies that graduate from the accelerator program. Each of the fifteen companies in Boost’s cohorts receives $15K in seed capital (in exchange for a 5 percent equity stake), but with the new fund, Bitcoin startups will receive an additional $50K investment upon completing the program.

The fund is anchored by Lightspeed, Rothenberg Ventures, The Bitcoin Opportunity Fund and Beluga founder Ben Davenport, all of which have begun to invest more aggressively in Bitcoin startups. Draper says that the team began to toy with the idea of a follow-on fund when the founders decided to accept seven Bitcoin startups into its summer session.

In floating the idea for a Bitcoin Start Fund to the investment community, the team was surprised by the warm reception that followed. In fact, Draper says, the capital came together in a week. With the Bitcoin movement continuing to gain steam, both entrepreneurs and investors are eagerly jumping into the space and testing new ideas in hopes of finding business models that will stick.

True to form, Draper says that the Boost.vc team is fully “committed to pushing Bitcoin toward becoming the next digital frontier.” Even if, as part of that experiment, the eight startups not focused on Bitcoin have to look on with envy as the other half of their cohort pockets an additional $50K at the end of the program.

Not only that, but as part of moving to commit (half of) itself to the vertical, Boost.vc will be bringing in “a number of Bitcoin-focused mentors,” including Davenport, who has recently dedicated himself to the space, along with additional speakers, experts and investors.

As a testament to the growing interest in the Bitcoin market, the digital currency now has its own conference, Bitcoin 2013, which is scheduled to take place this weekend in San Jose. Naturally, the conference will also play host to a Bitcoin-focused hackathon, and Draper tells us that Boost.vc plans to pick one of the seven startups that will participate in its program from the field.

As to the program: Applications for Boost.vc’s second cohort are being accepted on a rolling basis, with a final deadline of June 1st. The program will kick off June 24th, concluding in a demo day in the middle of September (the date has yet to be set). Those interested in applying can do so here.

With the proliferation of smartphones, we’re now able to use these mobile, mini computers to do just about everything we would do on our desktop while on the go. Yet, in spite of this evolution, mobile payments seems to be lagging behind. We use our phones to capture pictures and video, and share them instantaneously, but the average smartphone carrier is less comfortable with the idea of paying for a meal by swiping their phone. People want a mobile wallet, and it seems only a matter of time before someone gets it right, even if a winner has yet to emerge.

Part of the reason for the slower rate of adoption is the perception that mobile payments are insecure, rife with hidden fees and are the very opposite of seamless — or cross-platform. Akimbo launched its eponymous card in March to take on the increasing number of players in the mobile payments space each taking a slightly different tack, from Green Dot and NetSpend to LevelUp and Dwolla. In contrast, the Akimbo Card is designed to be an alternative to your walled-in virtual bank account, with a social and mobile spin.

Like LevelUp, Akimbo wants to stand out from the pack by offering a fee-free platform through which users can send and request money to any email address, Facebook friend or mobile phone. Simply put, it’s PayPal meets a Visa pre-paid card. In other words, Akimbo allows users to access transferred funds from ATMs and any location that accepts Visa debit cards. In an effort to target the some 10 million young people who use prepaid credit cards, Akimbo enables users to link and load the card with their bank accounts with cash or via direct deposit.

This means that the startup’s proprietary platform not only allows cardholders to send money via email, Facebook post or SMS, but to reserve sent funds to be added to future card accounts, meaning all sent funds are guaranteed to the recipient. Once the funds are collected, the recipient receives the money, along with a depository account and payment tool to access the funds. The Akimbo founders believe that it is the first and only Visa payment product to offer this capacity.

By building a cardholder network, Akimbo believes that it can establish a more defensive position and benefit from some barriers to entry (and competition). Currently, almost 40 percent of cardholders use their Akimbo account to share money — a number Akimbo will look to increase as it moves forward to give it some protection from the growing number of competitors in this space.

Going forward, the founders want to turn Akimbo into the first prepaid card product with an account management portal based in HTML5, and the team is currently working to release a new website (and account management tools) that “auto-optimize” to all devices, be they mobile phones, tablets, TVs or desktops. With young people increasingly accessing the Web primarily from their smartphones, the founders see this mobile accessibility (and flexibility) as critical to the mobile payment user experience, overall, and to getting a step ahead of the competition.

Going forward, the startup also plans to integrate with PayPal and Amazon, along with adding credit and debit card-loading and card-linked discounts and deals. Akimbo sees the “prepaid industry” as one that’s been slow to innovate and has thus found it difficult to capture new audiences. So, by adding capabilities that enhance prepaid as not only a payment tool but as a budgeting tool as well, Akimbo sees the potential to create a prepaid card that’s actually valuable — something you’re not embarrassed to be carrying around with you.

To move forward with its planned integrations, discounts and HTML5 development, Akimbo is announcing today that it has secured $850,000 in angel funding. The investment was led by Rackspace Chairman and co-founder, Graham Weston, former CEO and Chairman Emeritus of Cullen/Frost Bankers and Akimbo co-founder Tom O. Turner.

The round adds to the $500K in seed capital that Akimbo raised around its founding back in 2010, bringing its total to $1.35 million. The startup spent the next two years building out its technology, officially launching its social and mobile bank account alternative in March. Since then, Akimbo attracted 50K users, as the company has grown to over 15 employees, and, if growth continues at the current rate, the founders say they hope to hit profitability in early 2014.

For more, find Akimbo at home here.

Lucky Sort, a Portland, Oregon-based startup behind a visualization and navigation engine called TopicWatch that helped to discover patterns in live data streams, has been acquired by Twitter. Terms of the deal were not immediately available, but the company has announced via its website that it will be shuttering its service in the coming months, and several members of the team will now be relocating to Twitter’s San Francisco offices to join the company’s “revenue engineering department.”

The startup had operated somewhat stealthily until early 2012, when word came out that it has raised a half-million seed round from Neu Venture Capital, Invite Investments (founders of Invite Media) and several angel investors, including Adam Riggs (Shutterstock.com), BankSimple co-founder Alex Payne, plus chaos theory physicist, quantitative trading pioneer, and roulette wheel hacker Norman Packard, Ph.D., who became the Chief Science Officer at the firm.

Packard is not joining Twitter, but CEO Noah Pepper, Jesse Smith, and Daniel Fennelly, are moving to San Francisco.

With the company’s first product, TopicWatch, users could sift through social media, government filings, news and commentary in real time to find, summarize and analyze any text-based content. It was more than a “social listening” or “sentiment analysis” firm – those were only subsets of its overall capabilities.

Analysis of Twitter data was also only part of what this platform could accomplish, as well.

In effect, Lucky Sort was a big data play – it used NLP (natural language processing) techniques to discover information from huge, unstructured data sets. What made it unique was its ability to derive structure without having to first define a database of nouns, verbs, etc. as traditionally would be the case with NLP. Instead, Lucky Sort was moved towards data mining through statistics rather than input ontologies.

Last November, the engine was put to practical use through a partnership with the social network for traders, StockTwits. The relationship offered the entire historical database of StockTwits (everything that had been tweeted or shared within the community), as well as a real-time feed coming into its service. These data sets were made available in Lucky Sort’s analysis interface, allowing investors to come in and examine how chatter in the StockTwits community has correlated with price action.

This could produce visualizations (like the one below), which could be operated via touch – including on the iPad.

Today, Lucky Sort says that three of its team members are headed to Twitter, and a plan to transition customers off of its platform is underway. Asked what he meant by Twitter’s “revenue engineering department,” Pepper would only say, “it’s where we’ll be shoveling coal into the money printing machine.”

However he did say that as far as he knew, Twitter is not interested in getting into the finance vertical itself. “They wanted our technology and expertise for other things,” he says.

Lucky Sort had raised a total of $600,000 before the acquisition, with $100,000 coming from Howard Lindzon, StockTwits CEO and co-founder.

The startup joins other recent Twitter acquisitions, including another previously data-focused service called Ubalo, as well as others like We Are Hunted (which led to Twitter Music), Vine, Crashlytics, Bluefin Labs, and more.

The company’s official announcement is below:

Lucky Sort acquired by Twitter!

Two years ago I started Lucky Sort with several friends. Our goal was to make huge document sets easier to analyze, summarize and visualize by building elegant and user friendly tools for text analysis.

Today I’m very excited to announce that our journey has entered a new phase: Lucky Sort has been acquired by Twitter!

Several of us will be moving to San Francisco to join Twitter’s revenue engineering department, so if you’re in the neighborhood and want to talk about text mining or data visualization give us a shout.

We’ll be helping current customers transition off our system in the coming months such that we can focus fully on our future at Twitter.

In building Lucky Sort we had an enormous amount of support from friends, employees, advisors and investors. It has been uplifting to have so many people help us and it highlighted just how much business is a social endeavour.

Best,

Noah Pepper
Chief Executive Officer
Lucky Sort

This story is developing….

Correction: An earlier version of this post said Packard was joining Twitter. He is not. 

Q: Why does a to do list application need $3.5 million in funding? A: Because it’s becoming more than a simple to do app. Today, Any.DO one of the more popular to do list applications for web and mobile, announced a seed round of funding led by existing investor Genesis Partners, with participation from both current and new investors Innovation Endeavors (Eric Schmidt’s fund), Joe Lonsdale, Blumberg Capital, Joe Greenstein and others.

The company had previously announced $1 million in angel funding in late 2011 from Innovation Endeavors, Blumberg Capital, Genesis Partners, Palantir (Joe Lonsdale), Felicis Ventures (Aydin Senkut) and Brian Koo.

For those unfamiliar, Any.DO got its start on the Android platform after the success of the team’s first app, Taskos, which proved the market was ripe for such a concept. That app had grown to 1.3 million users by the time Any.DO arrived in November 2011, and today has more than doubled its install base.

Any.DO, however, has since surpassed it. The company says its flagship application now has more than 5 million users across iOS, Android and web. Referencing data from Onavo Insights, Any.DO claims to be the market leader in the to do list app space. (Its nearest competitor, Wunderlist, announced earlier this month having more than 4 million users.)

Unlike many apps, Any.DO has more Android users than iOS, having initially taken advantage of that platform’s popularity, its need for well-built apps, and the potential built-in install base coming from Taskos, who were encouraged to switch over to Any.DO when it first debuted.

Any.DO is beautifully designed, which has the side effect of making the app appear deceptively simple. But in reality, there’s some heavy lifting going on under the hood.

“We believe the tools you have on your homescreen are going to be smarter and smarter over time,” explains Any.DO founder and CEO Omer Perchik. “In terms of the to do list…it will help you accomplish the things you have on your list, and we’ve developed a semantic engine that extracts intents and tries to find the relevant action,” he says. “And on the other hand, it’s basically predicting what you’ll be interested in doing.”

So for example, if you tell the app today that you want to plan a trip or workout at the gym more often, it will recommend other applications that will help you complete those tasks, including things like Kayak, TripAdvisor, MyFitnessPal, and many others. Also, if you tell the app you need to do something like “pay taxes,” it’s smart enough to start reminding you about that task in advance of tax day, even though you never provided an exact date or time.

In some cases, Any.DO has affiliate relationships with the dozens of apps it points users to, but in other cases it does not. Perchik says that conversion rates are high – more than three times above the market average of 1 to 5 percent, in general.

Asked whether or not the company had the intention of using the funding to further develop Any.DO or to expand its lineup by launching more apps in the personal productivity space, Perchik says “possibly both.” However, the company isn’t heading into other spaces like email or calendaring just yet, he adds.

That being said, Perchik did cite the recent trend in startups developing alternatives to the core applications on users’ homescreens – things like email (Mailbox, Triage, e.g.), calendaring (Sunrise, Tempo, e.g.), and messaging, etc. “There’s a lot of things in the day-to-day personal productivity space that are relevant [to us], but we’re less working towards building something like Google Docs or Office for mobile – we’re focusing more on the individual,” he says, defining Any.DO’s interests.

The company will have some announcements around what its future plans may be in about a month’s time, Perchik also notes.

In the meantime, the 12-person startup is using the funding to staff its new San Francisco-based office where Perchik now works. The R&D and product team remains in Israel, but the new office will hire those on the marketing and business development side of things.

In addition, an update to the Android version of Any.DO is rolling out now which will allow Astrid app users (one of Yahoo’s many recent acquisitions) to import their data in advance of the app’s shutdown.

A number of startups have been trying their hand at subscription-based children’s books services, or something like a “Netflix for kids’ books,” so to speak. Today, another entry called Zoobean joins the flock, with the debut of its own handpicked catalog which parents can either subscribe to, or choose to just shop online like a standard e-commerce website.

The company was co-founded by Jordan Lloyd Bookey, Google’s head of K-12 Education Outreach, and her husband Felix Brandon Lloyd, who is a former Washington, D.C., Teacher of the Year. Like the founders of similar services in this space, including the recently launched Sproutkin and The Little Book Club, for example, Bookey and Lloyd are also parents.

“About a year ago, when our daughter was born, we were looking for a book for our son that would help him understand what it would mean to be a big brother. And in this particular case – we’re a multi-racial family – we were looking for something that might have kids that more resembled our family,” explains Lloyd.

That challenge proved harder than they thought.

The parents wanted a way to find a recommended book that matched their interests, but one they knew was also quality reading. So they built Zoobean to address this problem.

The site, at launch, has nearly 1,500 books for sale, all of which are parent-recommended, curated by a team of parents, teachers, librarians and others, and which are cataloged more extensively with topics, characters’ backgrounds, recommended ages, keyword tags and more. That way, when a parent is looking for a specific book on a topic, they can click to see all those that address that topic – like “self-esteem,” “anger and frustration,” or “growing up,” for example, as well as find books that match their own family structure and characteristics (e.g. “brother & sister,” “mother & child,” “black,” “Chinese Americans,” etc.)

The site will directly sell five featured items per month centered around a theme, and one of these will be available through an optional subscription. Subscribers pay $14.95 for the featured book of the month, a high-quality, hardcover. However, the majority of the cataloged books on Zoobean are being sold through affiliates like Amazon. Zoobean also offers a weekly reading guide for parents detailing the books in its featured collection along with activities parent and child can do together to learn more about the topic.

Though when the founders were speaking of their site’s uniqueness, their focus was on the curation aspects and the way the books were cataloged in more detail. But one of the more interesting things about this service with respect to its competitors is the diversity its selection reflects. There are books about many different ethnicities and subjects, and even harder-to-find books that cover transgender issues or bullying, for example.

“Any kid, parent or loved one who’s coming to find the right book can find one that the child can see him or herself in,” explains Bookey of the Zoobean collection.

The company has raised $500,000 in a seed round led by Kapor Capital, along with other private angels, friends and family. The plan is to raise another $250,000 on top of that.

Until today, Zoobean was in private, invite-only beta with some 200 testers. Now, it’s opening its doors to all parents or anyone else in the market for kids’ books. Users can sign up or browse the collection here.

Japanese carrier NTT DoCoMo has announced it plans to invest around $50 million into Japanese digital entertainment company Pioneer Corporation, which makes in-car electronics, to acquire approximately seven per cent of the company. The pair described the investment as “a business and capital alliance” in a press release today. The news was spotted earlier by ZDNet.

Specifically, DoCoMo said it intends to “integrate Pioneer’s in-car navigation telematics technologies and related peripheral development capabilities with [its own] mobile cloud expertise to make a full-scale entry into the field of intelligent transport systems (ITS)”. The pair have previously partnered for the integration of car electronics and information services, including the “Docomo Drive NetTM” navigation service, which incorporates DoCoMo’s smartphones placed in dashboard-mounted cradles, but this latest move pushes DoCoMo deeper into the transport systems space.

The pair said they will jointly develop an ITS, for launch later this year, which will comprise of a platform plus services for consumers and businesses, and also in-car hardware.

Here’s how they describe the plans:

The envisioned in-car ITS system will use probe data gathered from Pioneer’s car-mounted navigation system and DOCOMO smartphones in moving vehicles to process detailed traffic information in Pioneer’s ITS cloud platform. ITS services that integrate this information with various other services will be jointly developed and launched for individual and corporate customers this year.

In addition to developing such services and constructing ITS-related cloud infrastructure, the two companies will develop and sell compatible car-mounted communication devices.

DoCoMo said it will make the investment of about five billion yen (approx. $50 million) through a third-party allocation of new shares to acquire approx. 7% stake in Pioneer this coming June 28.

Rocket Internet, the German-based e-commerce startup incubator from the Samwer brothers, is today announcing another round of funding for its strategy to build out its footprint into emerging markets. Today it’s the turn of Middle-East-based fashion commerce site Namshi, which is getting $13 million from Summit Partners. This is the second time Summit, a Rocket regular, has invested in Namshi, after a $1 million injection in January. To date, Dubai-based Namshi appears to have raised some $34 million, if you also count the reported $20 million from JP Morgan and Blakeney Management in September 2012. A Rocket Internet spokesperson would not confirm any of the sums apart from the most recent one, except to note that previous funding totals a “high double-digit amount.”

Namshi has been around since 2012 and currently sells products in six places — United Arab Emirates, Saudi Arabia, Qatar, Kuwait, Oman and Bahrain. As with Amazon-owned Zappos, Namshi sells shoes and other fashion — some 550 brands in all, including well-known labels like Nike, Lacoste, Polo Ralph Lauren and Puma.

The official release from Rocket Internet notes that this will be used to “sustain its accelerated growth target,” although what that target is does not get specified. Namshi also notes that this will be used to improve the company’s fulfilment operations, moving stock to a new centralized Namshi warehouse and distribution center, away from the shared space with Aramex it currently uses.

“We see our partners’ growing support as an encouragement for us to continue serving our customers with world-class products and services,” said Hosam Arab, co-founder and Managing Director of Namshi, in a statement. “Our customers made the company what it is today. Therefore, they will be the ones to see the main benefits coming from this investment. We will further focus on providing a shopping experience like no other in the region.”

Part of Rocket’s pressure to expand comes from other competition on the ground from companies like Souq, another Dubai-based e-commerce operation. Like Namshi, Souq is riding a wave of fast internet growth in emerging markets at a time when more mature/developed regions like the U.S. are slowing down due to saturation.

It also comes at a time when Amazon itself appears to be getting more international in its ambitions for both its own brand and those that it owns, also tapping into these emerging market trends. One recent example: Amazon apparently staffing up for a bigger push into Russia with its Kindle services, which comes alongside resources also being put into a Russian expansion for fashion portal Shopbop.

International expansion makes sense for Amazon, which sells products at narrow margins and makes up for that with economies of scale. Given Rocket’s exit track record — selling portfolio companies to the likes of Groupon and eBay to aid in those giants’ international growth plans — it looks like one idea is for these startups to position themselves as acquisition targets for their U.S. counterparts. But, at the same time, Rocket is also building out businesses that follow that model and grow in their own right. Rocket Internet often rolls out multiple startups in the same region, and the idea is for these to use the same back-end systems, fulfillment operations, customer support and sales, and more to achieve their own economies of scale.

Developing markets have been a big target for Rocket Internet, with operations in Africa, Asia and Latin America in fact outnumbering those in Europe. And Summit has been no stranger to helping fund a number of these, including a recent $26 million for Lazada in Asia; $26.5 million in Linio (the “Amazon of South America”, which is funny since the Amazon runs through South America already); and $26 million in Jumia, another Amazon clone, this time in Africa.

“Namshi and its management team have done an exceptional job of growing the company, and we are happy to support the company’s continued expansion,” said Scott Collins, an MD and head of the Summit Partners London office, in a statement.

Facebook is not the only company to invest in development of products that take better advantage of the Android homescreen. South Korean messaging app KakaoTalk also recently announced its intentions to release a rival Android launcher. And now,  Highland Capital, Andreessen Horowitz and others have invested $1.8 million into Aviate, an ex-Googler backed intelligent homescreen for Android devices.

The round also included participation from Freestyle Capital, Draper Associates, and other angels, most notably Dan Rose, Facebook VP of Business Development and Monetization, and Keval Desai. The company actually closed on the funding in December, but is only announcing now. The funds will be used to grow the team quickly, and further develop the product.

The company behind Aviate, Palo Alto-based ThumbsUp Labs, was founded in November 2011 by a team with backgrounds in computer science, search and OS development. Co-founder Mark Daiss majored in Cognitive Science at the University of California, and previously founded Pupil, an image based Q&A app, where he also focused on the problem of bringing relevant information to smartphone users when it was most useful.

Meanwhile, Stanford grad Will Choi worked for Google on its front-end search team; and Paul Montoy-Wilson, also a Stanford grad, worked as a Product Manager for the Android Marketplace (now Google Play), and had previously co-founded customer feedback app HaveASec.

Each founder had his own take on how to make mobile phones more effective – Daiss having seen the app discovery and engagement challenges firsthand; Montoy-Wilson with insight into the Android ecosystem itself; and Choi coming at the problem from the search perspective – he wanted to rebuild mobile search from the ground up.

What Aviate Does

With the Aviate, the goal is to help mobile users de-clutter their Android homescreens, and instead view relevant information adapted to their surroundings, rather than a grid of apps. Where Facebook Home has taken over the Android environment as something of an “apperating system,” to use the term coined by Wired (referring to something in between an app and operating system), the team at Aviate believes there’s more that can be done with such technology, beyond simply optimizing your social networking experiences.

Users today have a number of mobile applications on their devices which they access regularly, and that serve a wide variety of functions. It may not make much sense to give over complete control to just one, such as is the case with Facebook Home. (Early adopters of Facebook Home seem to agree, ranking and reviewing the new app poorly.)

Other means to view app information comes in the form of push notifications and homescreen widgets – neither of which tend to be personalized or contextually aware, outside of location-aware weather widgets, perhaps. In addition, app notifications these days are borderline spam, as developers feel increased pressure to get their app’s users to return and re-engage.

How It Will Work

Aviate wants to be different by working with your favorite applications to pull in information and surface it when you need it. (The app is not yet available for testing, so we can only speak of the company’s intentions here, rather than the real-world results.)

What we do know – and the team is being cagey so far – is that the app will be downloadable from Google Play, and after installation, it will integrate deeply with the phone to upgrade the overall experience. Like Facebook Home, it’s more than an Android launcher. Aviate will organize all your applications for you, and then based on context (time, location, etc.), it will begin to adapt to you individually as it learns what apps you need, when and where.

For example, Aviate will know that when you’re at work, you may need one subset of apps, but when you’re at the gym, you might use another. It also learns what information you need at your fingertips, and surfaces that more proactively, and in a more personalized manner over time. Details on that aspect are still sparse.

Frankly, it sounds a lot like the Google Now concept, but applied to the broader world of mobile applications. Already, it seems like something Google would want to snap up for itself, but it remains to be seen how well it all really works. The company is in the process of filing several patents around the technology now, however, and if granted, those could make the company more valuable in time.

Though obviously Android is where such innovation can take place, Aviate says it has plans for an iOS version in the future.

The app will launch into private beta in the next couple of months. Users can join the waiting list here.

The writing’s on the wall. Mobile is the future, and it requires different skills than the web. Entrepreneurship is more fetishized than ever, making standard hiring tough. The result is days like today where Yahoo, Twitter, Salesforce, and Box all bought startups, and Facebook and Microsoft were reported to be in talks for major acquisitions. Big is a scary thing to be right now.

The tech giant story goes something like this. You start as a visionary founder with a crazy dream. You recruit your friends to give it a shot. Suddenly there’s a breakthrough or some traction, and everyone wants to work for you. You’re small and nimble. Employees are trusted to make quick decisions, and the whole company can pivot on a dime to pursue a new opportunity.

But to beat competitors to the punch with the muscle to accomplish your dreams, you have to get bigger. Bureaucracy sets in and decisions take longer. You have too much momentum to shift directions. Allocating resources to chase a hunch gets tougher. You’re no longer the startup; you’re the giant. Despite your perks and hefty paychecks, no one wants to work for the giant. They want an adventure. The adventure you already had.

Then some punk kids come out of nowhere with the company you would have founded if you started five years later. You could try to build it now, but that’s too slow and they’re already winning. Or you could try to partner with them or someone else, but that’s messy and unreliable. You end up with a choice: They either eat your lunch or you buy their lunch. They disrupt you, or you acquire them.

So you buy them. Then you either keep their product running and reap the benefits while knowing they’re not a real danger to you anymore like Facebook did with Instagram. Or you fold their team and technology in to keep your core products relevant and evolving, like Box did today buying Adobe Acrobat-killer Crocodoc.

This same story has played out over and over again throughout the lifespan of Silicon Valley. But there are new factors putting even more pressure on the big guys to swallow up the little guys.

Mobile Design

On the web, you threw everything at the wall, and anything that stuck even a little got left in the product. With plenty of screen real estate and instant rollouts of changes, you could afford to do too much. But mobile is minimalist. People want one app to nail one use case. It has to work in bite-size sessions. Bloat is painfully apparent.

You need not just mobile designers, or even mobile-first designers. You need mobile-best designers. The advent of the web happened slowly, and several generations of startups were built on it. A star product lead from a few years ago could work magic again. But mobile came on fast. Not necessarily in the advances in technology, but in adoption. Even just a year ago, mobile was thought of as an option. Now some giants like Facebook have more users on mobile than the web. You either “get” mobile, or you’re doomed. If you can’t build it, and you can’t hire it, you’re pretty much forced to buy it. Yahoo didn’t buy GoPollGo to concentrate on polling. It did it because the startup was mobile in its heart.

Sexed-Up Startups

Blame it on the finance sector’s collapse, the seed funding explosion, Y Combinator, Instagram, and tech blogs like us. Chalk it up to an entitled generation where everyone wants to be their own boss, not a loyal soldier. Or say it’s mobile and the cloud’s fault for making it so easy to get a business to market. But whatever the cause, great tech talent is fragmenting. People are willing to gamble on the chance of having a huge impact on the world and getting rich at the same time. The people you want to hire aren’t applying and interviewing, they’re running their own companies.

Meanwhile for VCs, everyone wants to be the toast of the town by being the seed investor in a hot startup. That means anyone with a good idea, or some combination of an okay idea and a good track record/connections/academic pedigree can raise money and take a swing. And why not? Best-case scenario: You change the world, grow into one of the new power-players of Silicon Valley, and maybe sell or IPO for a boat-load of money. Worst-case scenario: You fail and lose (mostly) someone else’s money. You end up with a fundamental learning experience that will build character, maybe make you a better person, and quiet your professional wanderlust forever.

Plus now, thanks to the old giants’ scrambling to stay young, there’s a mediocre-case scenario: You sell while you’re still small, take a cushy job at a big company, work on something making a difference, and learn skills while you bide your time for your “next adventure.”

A Comfy Bed To Dream In

You could argue that all these acquisitions and acqui-hires are kneecapping innovation. That they’re preventing potential giants from ever hitting their stride. But few people are fighting for the abstract cause of “Innnovation” with a capital I.

Thanks to disruption insurance through acquisitions, it could be hard to truly kill Yahoo — a company many thought was marked for death years ago. Mark Zuckerberg disrupted Myspace in a blink of the Internet’s eye. But if he keeps buying talented teams and phenonema like Instagram rather than letting them mature into real threats, it could take a lot longer to displace Facebook.

Giants want to keep their dreams alive. Founders want to chase them. Acquisitions make both less likely to wake up to a nightmare.

Yahoo has just acquired frequent flier search startup MileWise, whose team will move to New York to join the recently acquired Stamped team on Yahoo’s mobile squad. I hear MileWise’s investors made a small return, and MileWise’s entire five-person team is joining Yahoo. The startup has shut down its flight search.

MileWise specialized in helping serious travelers choose the cheapest flights, not just based on price, but also with frequent flyer mile discounts factored in. The Google ITA-data powered search engine could also let you see how many miles you could earn by buying certain flights. While it never reached the fame of sites like Kayak, it was a powerful resource for people who fly often.

Yahoo tells us, “Today Milewise and GoPollGo joined the Yahoo! mobile team. GoPollGo created a cool social polling app and the team has joined our mobile org in Sunnyvale. Milewise created a great app to make travel planning easier and personalized. They have joined our New York mobile team.” You’ll notice that Yahoo forgot the MileWise camel case in its own confirmation email.

For more info on the GoPollGo acquisition, read our story by Ingrid Lunden. We got tipped off that the MileWise acquisition was in the works last Monday, but heard it could still go either way so we didn’t publish. PandoDaily later reported the deal might go through.

The four-year-old MileWise had raised $1.5 million from Atlas Venture, Founder Collective, General Catalyst Partners, High Line Venture Partners, iNovia Capital, David Cohen, Geoff Judge, Mitch Kapor, Keith Rabois, Naval Ravikant, David Tisch, Kal Vepuri and several other angels. They all apparently made a modest return on their investment.

The startup could bring know-how for helping Yahoo differentiate its travel.yahoo.com site from competitors as it focuses on the small screen. While MileWise itself has shut down and its search engine can no longer be accessed, its functionality could certainly end up in a Yahoo travel app. In the meantime, MileWise users will receive an email with instructions for exporting their data.

MileWise co-founders Nicholas Meyer and Vinay Pulim previously founded Reble.fm and later sold it to Playlist.com. Along with third co-founder Sanjay Kothari, these flexible, seasoned entrepreneurs are just the kind of talent Marissa Mayer is looking for. She wants to focus on user experience, and these guys know how to deliver something simple and easy but that adds unique value.

Here’s the full note from the MileWise team:

We’re proud to announce we’ve been acquired by Yahoo!

MileWise began almost four years ago with the goal of creating a simple, powerful product to help people and providers get the most value out of their rewards.

Along the way, we’ve been lucky to connect with an incredible community of fellow travelers, without whom we wouldn’t have made it this far. To everyone who took MileWise for a spin: THANK YOU! You shared our vision of what MileWise could become, and generously donated your time and passion towards making it a reality.

As part of the transition, the MileWise service will be shutting down. It’s tough to say goodbye to something we’ve dedicated so much to. But, we’ve tried to make it easy to take your data with you. We’ll be sending everyone an email with instructions on exporting your data, and if you have any questions don’t hesitate to email us.

The MileWise team will be joining Yahoo! in NYC’s Bryant Park office. We’re thrilled to be joining such a talented group of inventors, and can’t wait to get working on the next big thing coming out of Yahoo.

Again, we’d like to thank everyone who supported us along the way: our investors, our employees, our partners, and most importantly, our fellow travelers.

The MileWise Team

YCharts, a Chicago and New York-based startup that calls itself a financial terminal for the web, today announced that it has raised $3.875 million in its third funding round. The round was led by Morningstar and Reed Elsevier Ventures, with participation from all of the company’s earlier investors, including Hyde Park Angels, I2A and Amicus. This round brings YCharts’ total funding to $8.625 million.

Last year, our own Rip Empson called the service “a better Yahoo finance,” but the company’s goal is now quite a bit broader than that. YCharts says it computes more than 2,000 metrics for every listed stock in its database and also tracks over 350,000 economic indicators from around the world. The service gets these data points from public sources, as well as through deals with other firms, including data from its investor Morningstar. YCharts also offers an Excel plug-in that allows users to easily pull YCharts data into spreadsheets and financial models.

As the company’s CEO and co-founder Shawn Carpenter told me, YCharts’ pro product is performing well ahead of expectations. Given that the company is seeing larger deals than it expected, the team decided to raise this new funding round to be able to “scale things up more aggressively.” The new funding will be invested in engineering, but also in expanding the company’s sales force.

In a statement today, Carpenter says YCharts currently has more than 1 million monthly users “and we’re increasingly the choice of professionals seeking sophisticated financial information. This latest funding round – led by two globally prominent information companies, each with great strategic relevance to YCharts – will enable us to be even more aggressive in growing our institutional business.”

YCharts currently offers two paid plans for financial pros: one for $49/month and, for users who need data export, the Excel plug-in and data verification, which is a $199/month option. You can also sign up for a limited free plan.

Since launching in 2010, HealthTap has been on a mission to bring the proverbial “house call” back to healthcare — virtually speaking, of course. With more than 80 percent of people turning to online resources (and to Dr. Google) for health-related information — from insurance to basic diagnostics — HealthTap set out to give people a better alternative to using Google or WebMD for their health queries.

Capitalizing the increasing ubiquity of mobile devices, HealthTap created an interactive mobile health network and Q&A platform to allow everyday people to connect with one of its 38K licensed physicians in realtime, via their smartphone or the Web. Over the last year, the startup has proven that there’s ample demand for a “Quora for doctors”-type service, with the founder telling us last month that the site is now serving over 7.5 million unique visitors every month, and more than 10 million questions have been answered on its platform to date.

In turn, HealthTap has served over 581 million answers to those seeking health device and, as of March, Gutman said, over 3K people had sent thank-you notes to HealthTap, saying that these doctor answers had saved their lives. While this may sound a little too saccharine to be true, doctors and hypochondriacs aren’t the only ones drinking the Kool-Aid.

Based on its recent traction, along with the growing potential of virtual health information networks, the startup announced this morning that it has secured $24 million in series B financing. The majority of the capital, the founder told us this week, came from its new lead investor, Khosla Ventures and, specifically, was led by its newest partner: Keith Rabois, the former COO of Square and early exec at Slide, LinkedIn and PayPal, among others.

The round marks Rabois’ first investment since joining Khosla Ventures in February and sees the new partner taking a seat on HealthTap’s board of directors. As further testament to the firm’s interest in its latest investment, Khosla Ventures founder Vinod Khosla, who has become an active HealthTech investor over the past few years, will be officially joining HealthTap as a member of its advisory board.

With contributions from HealthTap’s existing investors, like The Mayfield Fund and Mohr Davidow Ventures, the new round brings the company’s total funding to $37.9 million, which Gutman says the company will use to hire “top talent”, expand its web and mobile offerings, and accelerate growth.

The new capital will also allow HealthTap to begin taking steps to open the significant amount of health data the platform has collected over the past two years to third-parties — be they startups looking to build new tools and applications around healthcare, or healthcare players themselves. The startup has also yet to begin monetizing in any significant way, and Gutman sees these potential partnerships and integrations as the best way to begin generating revenue.

“The real question we want to answer going forward,” the founder says, “is how do we best tackle healthcare and health data in a post-Obamacare world?” With healthcare, insurance, brokers and all manners of health information moving online, the system is going to be hard pressed to handle the increase in demand. The goal is to put HealthTap in a position to be the de facto triaging system once Obamacare really kicks in, Gutman continued.

Over the last few months, the startup has been steadily moving in that direction. HealthTap’s platform provides health information primarily through its Q&A functionality which now connects users to a network of more than 38,000 registered doctors, offering a potentially more efficient and cheaper alternative to seeing a doctor face-to-face.

For doctors who join HealthTap, the platform provides tools to build an online and real-world reputation — the usual draw for those contributing to a Q&A site — and the potential to attract new patients while also improving the quality of health information online, which is noble in itself.

HealthTap claims that the new financing represents “one of the most substantial series B investments to date in the digital health industry”, and that the company has grown “rapidly over the past year, nearly quadrupling the number of doctors in its network, and serving tens of millions of people worldwide via its web and mobile apps.”

Testimony to this, the founder told us in March that doctors are now spending an average of over one hour per session (61.2 minutes to be precise) each time they log in — not only to answer questions, but to engage in peer reviews of other doctors’ answers, to build referral networks and vote on one another’s expertise.

Of course, HealthTap is far from being the first to go after these concepts — something that Doximity, QuantiaMD and a growing number of health startups will be quick to remind you. For the moment, HealthTap seems to have taken the lead, at least as far as investors are concerned; however, there’s a long way to go and much flux to come with Obamacare looming on the horizon.