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goronbjorn

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blog.box.com 11y ago

Box Acquires MedXT (YC W13)

goronbjorn
6pts0
m.fastcompany.com 11y ago

How to Know If Your Dumb Idea Will Change the World

goronbjorn
2pts0
nedbatchelder.com 11y ago

Exploding comments (2005)

goronbjorn
2pts0
techcrunch.com 11y ago

Uber Gets Down To Business With New Travel Expense Tools And Concur Integration

goronbjorn
1pts0
recode.net 11y ago

Apple to Buy Radio App Swell for $30M

goronbjorn
5pts0
techcrunch.com 12y ago

Dropbox Adds More Sharing Features And Search For Enterprises

goronbjorn
2pts1
blog.box.com 12y ago

Box Acquiring Streem (YC S12)

goronbjorn
98pts34
www.fastcolabs.com 12y ago

Head Of iOS At Box Gives Us His Take On Apple's New Swift Language

goronbjorn
1pts0
mobile.nytimes.com 12y ago

America’s ‘It’ School? Look West, Harvard

goronbjorn
2pts0
daslee.me 12y ago

Inflection Point

goronbjorn
1pts0
medium.com 12y ago

Coding Principles Every Engineer Should Know

goronbjorn
2pts0
bits.blogs.nytimes.com 12y ago

Marc Andreessen on the Future of Silicon Valley(s), and the Next Big Technology

goronbjorn
6pts0
qz.com 12y ago

The internet’s biggest companies are breaking themselves into small pieces

goronbjorn
2pts0
blog.box.com 12y ago

An Open Microsoft

goronbjorn
1pts0
startupljackson.com 12y ago

HTML-first

goronbjorn
2pts0
qz.com 12y ago

Amazon and Google are in an epic battle to dominate the cloud

goronbjorn
2pts0
www.businessinsider.com 12y ago

How A 21-Year-Old Stanford Kid Got $30 Million, Then Everything Blew Up

goronbjorn
69pts19
cdixon.org 12y ago

Software eats software development

goronbjorn
147pts130
blogs.wsj.com 12y ago

Andreessen: Beware Non-Silicon Valley Investors Bearing High Valuations

goronbjorn
79pts49
www.cdixon.org 12y ago

The Decline of the Mobile Web

goronbjorn
266pts202
blog.box.com 12y ago

Padmasree Warrior Joining the Board of Box

goronbjorn
1pts0
techcrunch.com 12y ago

Predicting The Next IPO Wave: The Era Of The Enterprise

goronbjorn
1pts0
www.meteor.com 12y ago

Why Meteor doesn't use session cookies

goronbjorn
2pts0
sketchdeck.com 12y ago

Sketchdeck: Turns Sketches into Presentations

goronbjorn
1pts0
www.theverge.com 12y ago

Google slashes Google Drive storage pricing, offers 1TB for $9.99

goronbjorn
7pts0
status.github.com 12y ago

Github is Down

goronbjorn
20pts7
hunterwalk.com 12y ago

Midstage Startups Are Your Best First Job in Tech

goronbjorn
11pts0
blog.pmarca.com 12y ago

Carl Icahn 2014 Explains How Carl Icahn 2011 Has Terrible Business Ethics

goronbjorn
1pts0
qz.com 12y ago

There is no gender gap in tech salaries

goronbjorn
162pts124
www.apple.com 12y ago

Apple Rolls Out CarPlay

goronbjorn
2pts0

Got it:

Snapchat Fetches $10 Billion Valuation

Kleiner Perkins Investment Gives the Messaging Services a Shot in the Arm

Kleiner Perkins Caufield & Byers has agreed to invest in Snapchat Inc., an ephemeral messaging service, at close to a $10 billion valuation, people with knowledge of the matter said.

Snapchat, which has talked to several potential investors in recent months, is in the process of raising a large investment round that would make it one of the most valuable private, tech startups despite virtually no revenue.

The venture-capital firm committed to invest up to $20 million in May, one person added.

At least one strategic investor has also committed to invest in the round, which isn't yet closed, two of the people said.

A spokeswoman for Kleiner Perkins wasn't immediately available for comment. A Snapchat spokeswoman said: "The valuation of our business and our capital requirements are the least exciting aspects of supporting the Snapchat community. We have no further comment at this time."

Snapchat's valuation, at about $2 billion last year, has soared even as the startup lacks a clear business model. Investors see potential to make money from the millions of teenagers and college students on the three-year-old app, a group that is highly coveted by advertisers and increasingly difficult to reach through traditional media like television and magazines.

New capital could help Snapchat gear up for its first foray into advertising, expected later this year. The company has held talks with media companies and advertisers in recent weeks about a new content service called Snapchat Discovery, a person familiar with the matter told The Wall Street Journal earlier this month. The service that would let users read daily editions of publications, video clips and ads by holding down a finger on the screen, like they do with photos and other messages on the app before disappearing.

The implications of this are pretty interesting. People will only use software that solves actual problems they have. Software development is now more accessible to more people because of all these frameworks and tools. It only follows that the people most familiar with actual problems will be able to create the most used software, and those people aren't necessarily going to be software engineers by trade. The question "How long before we have a billion-dollar acquisition offer for a one-engineer startup?" is crazy, but likely not too far in the future, but even more interestingly, "How long before we have a billion-dollar acquisition offer for a zero-engineer startup?" might not be that far off either.

The New York-based startup is competing in the same space as expense report software such as Concur and Expensify. Abacus founders Omar Qari, Ted Power, and Joshua Halickman say their service differentiates by making it easy for managers approve expenses in real-time through its app, instead of in batches at their desks.

This just isn't true. You can approve expenses through Concur's app: https://www.concur.com/en-us/mobile

Amazon Prime Air 13 years ago

What merit is there in rooting for failure for failure's sake?

You must be new to Hacker News…

Their service is trivial, and can't scale.

Google in 1998: "Their service is trivial, and can't scale."

Linkedin in 2003: "Their service is trivial, and can't scale."

Facebook in 2004: "Their service is trivial, and can't scale."

Twitter in 2007: "Their service is trivial, and can't scale."

Bigger companies get criticized all of the time for not being innovative or trying risky things.

When they actually do try something risky and it doesn't work out (e.g. Twitter Music), they get crucified for shutting it down, even though in all likelihood it's the right thing to do.

Can't win, it seems.