New Search and Forensics Capabilities Complement Rapid7’s Existing Intruder Analytics Offerings for Incident Detection and Response
Rapid7, Inc. (NASDAQ: RPD), a leading provider of security data and analytics solutions, today announced it has acquired RevelOps, Inc. d/b/a Logentries (Logentries), a leading provider of machine data search technology. With the addition of Logentries’ world class, cloud-based log management and search, Rapid7 will enable information security teams to solve a full range of security challenges, deeply investigate incidents, and more efficiently achieve their compliance requirements. Rapid7 acquired Logentries for an aggregate purchase price of approximately $68 million, consisting of approximately $36 million in cash and $32 million in Rapid7 equity.
“We’re thrilled to add Logentries’ technology and team to Rapid7. The disruptive combination of Rapid7’s industry-leading data collection and security analytics and Logentries’ compelling machine data search technology, enables customers to better understand and quickly respond to risk in their IT environment,” said Corey Thomas, president and chief executive officer of Rapid7. “This is a natural progression of our security data and analytics platform, complementing our value proposition and accelerating our time to market.”
Customers need solutions that can quickly cut through the noise to deliver valuable information about activity in their IT environment. Today, Rapid7 offers one of the broadest and deepest collections of data, from the endpoint to the cloud. With this robust data collection and packaged analytics, Rapid7 enables security teams to quickly and accurately assess and act to reduce risk, identify and respond to threat actors on the network, and consistently improve their security posture.
Logentries’ innovative technology provides a powerful cloud-based solution for searching, visualising, and analysing machine data and logs. Built-in tagging, alerting, and reporting make it easy for customers to maintain a proactive view of their environment and identify anomalous events. Logentries’ scalable, cost-effective architecture enables users to store and search structured, semi-structured, and unstructured data in real time – in some cases five-to-ten times faster than competing solutions – and at a lower cost.
The acquisition of Logentries accelerates Rapid7’s product roadmap, adding machine data search, forensics, and compliance capabilities that complement and build upon Rapid7’s core technology leadership and market strengths around threat exposure management, and incident detection, investigation, and analytics.
Andrew Burton, chief executive officer of Logentries commented, “Rapid7’s leading position in the security data and analytics market gives us the opportunity to reach an evolving and expanding market that is looking for lower cost access to machine data, along with advanced security data collection and analytics.”
Logentries is headquartered in Boston, Massachusetts, with a talented research and development team based in Dublin, Ireland. Logentries serves more than 3,000 customers in over 65 countries across a diverse set of industries. Logentries has approximately 70 employees, nearly all of whom joined Rapid7, including all of the engineering and development professionals in Dublin. Rapid7 will continue to build this team and invest in its presence in Ireland.
Acquisition Details and Financial Impact
The acquisition of Logentries was completed on October 13, 2015 for an aggregate purchase price of approximately $68 million, consisting of approximately $36 million in cash from Rapid7’s balance sheet, the issuance of approximately 1.3 million unregistered shares of Rapid7 common stock, and the assumption of vested options, which became exercisable for approximately 0.2 million shares of Rapid7 common stock.
“In addition to the strong technology and business fit between Logentries and Rapid7, we’re excited to add their unique technology and drive new offerings that are expected to be accretive to Rapid7’s growth rate,” said Steven Gatoff, chief financial officer of Rapid7. “We anticipate the acquisition of Logentries driving an incremental $10-12 million in billings in 2016. Importantly, we do not expect the acquisition to have a material impact on the overall timing of our attainment of positive operating cash flow or on non-GAAP profitability breakeven.”
Rapid7 expects the acquisition of Logentries to be neutral to operating cash flow in the second half of 2016 and to be accretive to operating cash flow, non-GAAP operating income and non-GAAP earnings per share in 2017 and beyond.
For 2016, Rapid7 expects the acquisition to contribute approximately $4 million to $5 million in revenue, be dilutive to non-GAAP operating loss and non-GAAP loss per share by approximately $4 million to $5 million and $0.07 to $0.09, respectively.
For the fourth quarter of 2015, Rapid7 expects the acquisition to contribute approximately $1.5 million in incremental billings and approximately $0.5 million in revenue and to be dilutive to non-GAAP operating loss and non-GAAP loss per share by approximately $2.5 million to $3 million and $0.06 to $0.07, respectively.
In order to induce Logentries’ employees to join and to retain and incentivize them going forward, Rapid7 has granted 910,812 shares of restricted common stock to 39 individuals who became employees of Rapid7 or one of its subsidiaries upon the closing of the acquisition. These awards were approved by the compensation committee of Rapid7’s board of directors, and were issued on October 13, 2015 under and pursuant to the terms of Rapid7’s 2015 Equity Incentive Plan, as amended (the “Plan”).
As required by NASDAQ Marketplace Rule 5635(c)(4), Rapid7 has today announced these new employee inducement grants, which were made under a separate share reserve under the Plan designated for awards to be made to new employees of Rapid7 as an inducement material to such persons entering into employment with Rapid7 that was not approved by Rapid7’s stockholders. The inducement awards described above vest over a one to three year period, with the first vesting date occurring on the six month anniversary of the closing of the acquisition and quarterly thereafter. Certain of these awards are subject to possible accelerated vesting under certain circumstances.
Rapid7 is a leading provider of security data and analytics solutions that enable organisations to implement an active, analytics-driven approach to cyber security. We combine our extensive experience in security data and analytics and deep insight into attacker behaviours and techniques to make sense of the wealth of data available to organisations about their IT environments and users. Our solutions empower organisations to prevent attacks by providing visibility into vulnerabilities and to rapidly detect compromises, respond to breaches, and correct the underlying causes of attacks. Rapid7 is trusted by more than 4,150 organisations across 90 countries, including 34% of the Fortune 1000. To learn more about Rapid7 or get involved in our threat research, visit www.rapid7.com.
Logentries provides a powerful cloud-based solution for collecting, searching, visualising, and analysing machine data and logs. The scalable and cost-effective architecture enables users to store and search structured, semi-structured, and unstructured data in real time – in some cases five to ten times faster than competing solutions. Logentries’ unique approach is very efficient for customers, and the user interface makes it easy to learn and use. Logentries serves more than 3,000 customers in over 65 countries across a diverse set of industries.
Non-GAAP Financial Measures
Rapid7 believes that the use of prospective non-GAAP operating loss and non-GAAP loss per share is helpful to our investors. Non-GAAP financial measures should not be considered in isolation from, or as a substitute for, financial information presented in compliance with U.S. GAAP, and non-GAAP financial measures as used by us may not be comparable to similarly titled amounts used by other companies. Quantitative reconciliations of the prospective non-GAAP measures included herein to the most directly comparable U.S. GAAP financial measures have not been provided. Not all of the information necessary for quantitative reconciliations is available to Rapid7 at this time without unreasonable efforts.
Cautionary Language Concerning Forward-Looking Statements
This press release includes forward-looking statements. All statements contained in this press release other than statements of historical facts, including, without limitation, statements regarding the anticipated benefits of the acquisition of Logentries and the future performance of the combined business, the expected billings, revenue and cost contributions of the acquired business, our future financial and business performance for the fourth quarter and full-year 2015, technical innovations, market opportunity and plans and objectives for future operations, are forward-looking statements. The words “anticipate,” believe,” “continue,” “estimate,” “expect,” “intend,” “may,” “will” and similar expressions are intended to identify forward-looking statements. We have based these forward-looking statements largely on our current expectations and projections about future events and financial trends that we believe may affect our financial condition, results of operations, business strategy, short-term and long-term business operations and objectives and financial needs. These forward-looking statements are subject to a number of risks and uncertainties, including, without limitation, risks related to our rapid growth and ability to sustain our revenue growth rate, the ability of our products and professional services to correctly detect vulnerabilities, competition in the markets in which we operate, market growth, our ability to innovate and manage our growth, our ability to operate in compliance with applicable laws and the risks and uncertainties set forth in the “Risk Factors” section of our Quarterly Report on Form 10-Q filed with the Securities and Exchange Commission for the quarterly period ended June 30, 2015, and subsequent reports that we file with the Securities and Exchange Commission. Moreover, we operate in a very competitive and rapidly changing environment. New risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements we may make. In light of these risks, uncertainties and assumptions, we cannot guarantee future results, levels of activity, performance, achievements or events and circumstances reflected in the forward-looking statements will occur. We are under no duty to update any of these forward-looking statements after the date of this press release to conform these statements to actual results or revised expectations, except as required by law. You should, therefore, not rely on these forward-looking statements as representing our views as of any date subsequent to the date of this press release.
The importance of app-based commerce to hospitality in the new normal
By Jeremy Nicholds CEO, Judopay
As society adapts to the rapidly changing “new normal” of working and socialising, many businesses are working tirelessly to ensure that they have all the necessary safety precautions in place to keep trading. One such sector is hospitality, but the way it typically operates now looks very different to what we were used to seeing prior to the pandemic.
Many pubs, restaurants and other hospitality establishments have now been open for a few months since lockdown, providing much relief and enjoyment to many consumers, as well as getting many employees back into work. However, a core component for businesses to maintain trading in these times is to ensure the crucial safety of staff and customers.
Payments are playing an important role in this and we’re seeing payment technology being implemented in new and unique ways to help make the hospitality sector as safe as possible. One such technology is app-based commerce, which allows businesses to interact with customers in ways that minimises physical contact whilst crucially still enabling engagement.
With table service now mandatory and Test and Trace measures continuing, we’re likely to see this technology being increasingly adopted in the months and years ahead. So, let’s take a look at what its use means for the hospitality industry and beyond and how it lines up with the government’s latest advice for businesses within the sector.
Understanding government guidance
Guidance issued from the UK government expands upon advice already offered by the Prime Minister to the hospitality sector, at the point of reopening back in July. It has been stated that all indoor hospitality is limited to table-service, interaction between staff and customers should be minimised as much as possible, masks are being enforced for indoor hospitality staff and the rule around groups of 6 continues.
At the same time, businesses now have a clear duty to support NHS Test and Trace by collecting names and contact details from customers so they can be reached if a customer/worker tests positive. This is a recent mandatory move having previously been guidance.
What’s more, it’s recognised that payments are a practical tool to help companies adhere to these guidelines. Throughout the pandemic it has emphasised that contactless payments are useful for reducing human interaction and touch points – such as PIN pads.
Early on, we saw the payment industry increase the authentication limit for contactless spending limit from £30 to £45 to help reduce cash purchases, cash machines and PIN pad usage. The Government are strongly encouraging the use of contactless payments in the hospitality sector, however, there’s a big part of the solution that they may have overlooked that can help hospitality businesses meet these guidelines with even greater ease – app-based commerce.
Why use apps?
Apps provide a whole host of benefits and are the perfect tool for not only minimising contact, but also ensuring customers are contactable at a later date, if needs be.
While contactless payments eliminate the need for customers to pay using cash, or touch PIN pads, apps can remove physical human interaction at the point of sale altogether. This is because they enable customers to pay ahead or at the table, meaning they don’t need to leave their seats or regularly interact with staff. And done well they can even be a boost for business, enabling more convenient transactions and higher levels of repeat purchase.
When it comes to ensuring that customers are contactable, apps and e-wallets have a real advantage over traditional card-based transactions and anonymous cash payments. They allow companies to retain details about who has attended an establishment at a given time, enabling them to know whether a customer was present while a person known to be carrying the virus was in the vicinity. The communication advantages of apps also allow establishments to manage their footfall and customer flow.
The role of app-based commerce in the new normal
Apps will become more and more important for all types of businesses, as consumers shift their behaviour towards digital. They represent a new ‘real estate’ for retail and other businesses to manage – to present their brand in the right way, to engage customers and drive transactions.
Recently, we’ve seen Apple support this move towards app-based commerce with the launch of App Clips, further bolstering its use as we emerge from lockdown and encouraging safer and hygienic ways to pay.
App Clips are a great way for consumers to quickly access and experience what an app has to offer. They are fast and lightweight so a user can open them quickly and start and finish an experience from an app in seconds. And when they’re done, the business can offer the opportunity to download the full app from the App Store.
We are also seeing a number of hospitality businesses warming towards the use of app-based commerce and doing a great job of implementing it. The technology has already become central to the safe trading operations of big names in the industry such as Caffè Nero and The Young’s Pub, which are great examples of how to make apps work for your business.
As the industry steadily navigates its way through a new normal of operating, we expect that app-based commerce will skyrocket. In fact, we’ve already seen a great number of businesses throughout different industries expressing interest in the payment method, suggesting that it will play a pivotal role in moving forward. It certainly is a great way for businesses to keep staff and customers safe.
Why the FemTech sector might be the sustainability saviour we have been waiting for
By Kristy Chong, CEO & Founder Modibodi ®
Taking single use plastics out of circulation is no easy feat, but the answer might lie closer than we think
FemTech: The Beginnings
The term FemTech was initially coined to describe the powerful offering from tech start-ups as they ventured into developing revolutionary products centred around women’s health needs. Whilst the beginnings were humble, we have seen a whole host of innovations enter the market which have changed the game for women and business leaders around the globe.
Fast forward to 2020, FemTech is an industry predicted to be worth $50 billion by 2025 and a powerhouse that is not just tackling women’s health issues but also helping to solve major environmental and sustainability crisis that we face today.
The fearless female entrepreneurs have founded and grown businesses that are continuing to help women across the globe deal with issues such as fertility, periods, sexual wellness, pregnancy and many others. And the best is yet to come.
It is a Man’s World
Traditionally, both technology and medical sectors have been very slow in tackling women’s issues and notoriously lagged in developing products and tools that address issues predominantly affecting women. Whilst figures show that women spend 29% more on healthcare than men, only 4% of overall R&D funding goes towards developing products for the women’s sector therefore the market is ripe for disruption.
As a woman, a mother and entrepreneur I knew that like many others I had to take matters into my own hands.
Following an incident with incontinence whilst training for a marathon in 2011 after the birth of my second child, I recognised the need to innovate apparel that offered a dignified, supportive and sustainable solution for women to manage leaks from periods, incontinence and everything in between. After two years of product development and over 1000 scientific tests, I founded Modibodi in 2013 with a long term view of breaking taboos, opening minds and offering a reusable, sustainable option for sanitary products that’s not just for women – but for the benefit of all bodies on this planet and the environment too. Now, we’ve expanded on that notion to support all people, including men who suffer incontinence, sweating and chafing, providing them with a reusable, sustainable option with our Modibodi Men range.
As you can imagine, this was far from simple not just due to tech and business sectors being notoriously dominated by men, with figures showing that 98% of VC funding goes towards male founded products but also because we were not just selling a new brand of lipstick or gym-wear, we had created a whole new product category based on talking about things that made people and retailers uncomfortable.
As a social advocate for women’s health issues and rights I knew that I needed to persevere because the amalgamation between technology and feminism is a major force of social change and one that can have wide scale impact on our world.
The Sustainability Story
The sustainability agenda has really taken off in the last couple of years, especially in our war against single use plastic. But it occurred to me very early on that we are not doing enough and there are still areas that need urgent review.
Very early on in the development stage of Modibodi I knew that sustainable sanitary products could be a game changer in eliminating single use plastics from circulation and whilst the world and respective governments were focusing on plastic straws, I felt the change needed to come from numerous angles and streams of consumerism.
The proof of concept was starring us right in the face, the average woman uses an average of 11,000 disposable feminine hygiene products in her lifetime and these convenient products come with an inconvenient environmental cost. They take 500 to 800 years to biodegrade, which means the first ever tampon and pad is still in landfill. Even more alarmingly, 8% of all waste that enters water treatment works comes from period waste, including non-flushable items such as pantyliners.
This is why I believe that the revolutionary innovations that are born out of the FemTech sector have capabilities to be one of the key drivers of the sustainability agenda. There is something remarkably special about a group of purpose driven businesses that can connect with consumers through a collective set of values to drive change and be a force for good.
As most purpose driven business leaders will tell you, the fight never stops as the world evolves and continues to change. The sheer growth in the FemTech sector and the capabilities developed to date have changed millions of lives around the globe.
As an industry and a movement, we’ve also managed to play our part in driving the sustainability agenda and I will argue that actually the wide scale change and unity needed to continue making strides in eradicating single use plastic from our circulation will come from within the powerhouse that is FemTech.
The sheer capacity for change can be easily demonstrated if we look at the granular data and its potential for growth. If just 100,000 young girls use Modibodi alone from the start of their menstrual cycle, this would prevent 1.1 billion disposable hygiene products from ending up in landfill or 1.5 million garbage bags of waste. As of May 2020, our global base of 500,000 customers alone have prevented an estimated 2.5 million garbage bags of disposable hygiene waste from ending up in landfill or flushed into the ocean.
With the FemTech industry growing at a racing speed, I have no doubt that we are at the tipping point of pioneering wave of inventions that will take the agenda further and have the capacity and means to lead the movement. It is up to the trade organisations and world leaders to recognise the potential that such businesses and brands carry in order help to facilitate its growth trajectory.
Limitless possibilities: Delivering disruption with IoT
By Nick Earle, CEO of Eseye
In the past decade, digital companies like Amazon and Netflix have used data to reinvent products and services in ways no-one imagined possible. Shopping and films were not new concepts, but these companies and many others built hugely successful businesses by disrupting existing industries through connected, personalised, data-driven services.
We are on the brink of a similarly disruptive revolution, as the Internet of Things (IoT) starts doing the same for ‘physical’ businesses – from tennis rackets to coffee machines and industrial machinery – allowing them to offer connected, data-driven, differentiated experiences. This is sometimes referred to as the ‘next Internet’ and IDC predicts that in total there will be 41.6 billion connected IoT devices or “things” by 2025.
Access to this incredibly detailed data on every aspect of how the physical world works will create endless disruptive innovations – from both new and existing companies. This presents limitless opportunities, but also severe threats to companies that wait too long.
A decade ago, many predicted this revolution, but it has taken longer than expected. Despite pockets of innovation, many have struggled to deliver successful IoT projects. We have yet to see the IoT equivalent of Netflix.
There are some obvious reasons for this. Many companies with a long heritage in the physical world find digitisation hard to navigate. Moving from selling units via a capex model to managing a continuously connected, data-driven relationship via an opex model is a big shift – involving new technologies, business processes, skills and management metrics. Concerns about how to do this can cause management paralysis where the outcome is often ‘do nothing and wait’. Arguably a worse approach than trying and failing.
It’s also a culture issue. We don’t like change, it’s difficult and we only do it when we have to. The problem is that when you are the market leader your existing financial metrics often disguise the change that your competitors are implementing in the market. A large installed base of customers will keep generating revenue for a long time and it’s often hard, if not impossible, to recognise the new disruptive business models that are winning the next generation of customers. But as the old saying goes, you overtake on the corners not the straights, and the COVID-19 pandemic has accelerated many digital initiatives not slowed them down. Your business model is being disrupted whether you can see it or not and it’s almost certainly accelerated during 2020.
Another reason is much more basic. Due to the fragmented nature of the Mobile Network industry, where multiple players compete with each other with their proprietary SIMs, the holy grail of ubiquitous global cellular connectivity for each and every device via a single embedded eSIM has not been possible. The reality is no network SIM, even from the largest Tier 1 operators, can deliver more than 90% global coverage, even with extensive roaming arrangements. You don’t want a connected lawn mower which is invisible in 10% of cases, or a connected health monitoring device that misses 10% of emergencies. And to fill that connectivity gap you don’t want to have to use a different operator’s SIM – that just adds complexity, cost and kills the business case. If this connectivity barrier can be removed, then the savings in manufacturing and supply chain costs that can be delivered from moving to single global product SKUs will more than justify the investment in IoT pilots and new product rollouts. This is the problem that Eseye solves and we are currently doing it for more than 2,000 customers worldwide.
I’ve spoken exclusively to IoT industry leaders from Microsoft Azure, EY, Thales, Relayr, and The Chasm Group, to understand the opportunities that IoT offers for companies to create disruptive products and services, and the lessons they’ve learnt delivering digital transformation and disruption through connected devices.
Dr Miroslaw Ryba, Global IoT Leader at EY, explained that: “Disruptive IoT is about taking the sum of thousands of IoT sensors – say in a factory – and combining data to deliver transformational insights. And that the next, exciting phase, will be a new data economy.
“There is [already] an agreement that the user gives up their data in return for a service. Imagine what will happen once that data expands to real-world activities. It will allow the development of whole new classes of products and services aligned to customer needs.”
Tony Shakib, Global IoT Business Acceleration Leader, at Microsoft Azure believes that we’re at an inflection point where some companies are taking investment in IoT infrastructure seriously, allowing them to capture meaningful data, and integrate it into their workflow management systems. Here they can start delivering, and acting on, real-time insights.
He said: “Gradually we’re crossing from the experimental phase to mass adoption” he explains. “Once we get there, we’ll see real change. Once you start connecting devices and using data intelligently, the amount of innovation you can do becomes exponential.”
When moving from incremental advances to big disruptive IoT-driven transformation, Shakib believes the key is cultural change.
He explained: “Tech is not the bottleneck – devices, security, connectivity, and cloud platforms are all there if you know where to look. The problem is people struggling to understand the art of the possible.”
VP of IoT at Thales, Andreas Haegele, unpacks the points of consideration including, security, connectivity and process when trying to maximise the benefits of IoT.
“Most business models of the past – and many today – are ‘sell and forget’. IoT connects your products, which changes what you offer. It creates an ongoing connection between you and the customer allowing you to deliver ongoing services and collect data which provides valuable insights.
“However, there are other factors to consider, namely around process and security. Eseye, for example, offers out-of-the-box connectivity which you can embed in an IoT device and it just works, there is no need for setting up new networks, security protocols, certification with mobile network operators (MNOs), etc. IoT needs security to be embedded from the start as security is very hard to retrofit. There must be a unique identity for every device so they can be managed during their lifetime. And you need to make sure software updates can only be accepted by trusted sources.
“Also, built-in connectivity is central to IoT. Each device needs to consider the right type for them, but I expect most will use cellular eventually, since it removes many roadblocks to uptake. If devices over-complicated connectivity, that’s a major turn off for customers who expect seamless, convenient experiences.”
While Peter Van der Fluit, Principal at Chasm Group, said: “Any company that currently makes or operates a physical product needs to be thinking about IoT. If you don’t connect your product to create a differentiated offer, someone else will.
“To be successful in embracing IoT, or any disruptive technology, companies should divide their business into four ‘Zones’ – an approach established by Geoffrey Moore in his book Zone to Win. Two of these Zones focus on innovation, and two on the core business. Each needs a different leadership style, culture, financing and governance.”
With so much disruption and change thrust upon companies, business models are inevitably going to evolve. Josef Brunner, CEO at Relayr, explained to me how IoT is disrupting business models, forever.
Josef said: “IoT is creating whole new ways of thinking for those who manufacture products, enabling them to change how they sell in a way that works better for them and their customers. This is often talked about as moving from selling products to selling services. We’d go further and say that at its best, IoT is about selling outcomes. Rather than charging an hourly or monthly subscription, the manufacturer can sell the value that is delivered.”
But there are pitfalls to be avoided when switching to a model that sells outcomes. Josef explains: “The main mistake companies make is to think of IoT as a technology project, looking at what tech is available and working out where to deploy it. Instead, they should start with the business problem.
Start by looking at what assets you have, and how they could be used to deliver a better experience for customers. Put the customer need at the centre of that offer. Then look at how tech can enable it.”
The inventors of the internet could never have predicted Uber and Netflix. Likewise, we can only guess at what IoT entrepreneurs will come up with once they have access to data from trillions of devices capturing rich data on every aspect of our lives and businesses. But it’s likely to be an even bigger wave of innovation than the first version of the internet unleashed. There really are no limits.
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