1871 http://www.1871.com Where digital startups get their start Wed, 27 Apr 2016 17:36:47 +0000 en-US hourly 1 Tullman: Don’t Get Down–Get Busy http://www.1871.com/tullman-dont-get-down-get-busy/ http://www.1871.com/tullman-dont-get-down-get-busy/#comments Wed, 27 Apr 2016 17:36:47 +0000 http://www.1871.com/?p=14532 By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/dont-get-down-get-busy.html

The bond between the best entrepreneurs and ... » Continue]]> By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/dont-get-down-get-busy.html

The bond between the best entrepreneurs and their businesses is often so tight and all-encompassing that they can make the easy mistake of confusing who they are as people with what they do for a living. They lose sight of some of the more important things that distinguish earning a living from having a life. And because they take the ups and downs of business so personally, there’s virtually no separation between work and what little time is left for the rest of their life (not to mention family and friends). Everything suffers as a result.

If their business takes a hit, which startups do on a regular basis, they feel like they’re failing personally and that they must be fundamentally worthless. If that sounds overly dramatic or overwrought–come live in my world for a few weeks and you’ll change your mind in no time. The external stresses of business creation are nothing compared to the mental beatings and recriminations we administer to ourselves. It’s not healthy, it’s not smart, but it’s a fact of the life we’ve chosen.

Having said that, I want to be clear that I believe that there’s no such thing as “just business” and that it’s essential to take your business personally if you want to have any chance of real success and of building something that matters and makes a difference.  But, at the same time, I don’t think that you can let your identity and your sense of self-worth be entirely subsumed by the day-to-day crises and fire drills and the many temporary (we hope) setbacks that we all deal with. The ups and the occasional wins are nice; but it’s the downs and learning how to deal with them that makes all the difference in the long run. The highs may be high, but the lows are a lot deeper.

We all get depressed from time to time because –and I hope this doesn’t come as a complete surprise to anyone – life isn’t fair. Even the nicest people get knocked in the head from time to time.  The very best of intentions are scant protection from the vagaries of the startup world. And especially in this startup world, not everything ever works out the way you’ve planned. Sadly, and far too often, it turns out that being in the right time and place, or just catching some other lucky break, say like Bill Gates did, beats out a lot of better ideas, a bunch of long hours and hard work, and even much better technology and solutions. That’s just how it goes. But where things go after that, and where your business ends up, is up to you and how you handle the bruises and blisters that are all an essential part of growing any business.

I’ve watched hundreds of entrepreneurs handle every kind of adversity, and lived through more near-death experiences myself than I care to recall, and I’ve concluded that there’s a right way to proceed and a lot of ways that are wastes of time, leading you nowhere. Some of these approaches are just common sense ideas, but it’s easy to look past them when you’re feeling down and troubled. That’s when you need a friend and a helping hand. So here goes.

What Won’t Work

Playing the Blame Game

There’s always someone or something to blame. Usually it’s the people not in the room or the circumstances beyond your control or the weather that we can’t do a thing about. It doesn’t help to whine and worse, by putting your fate in the hands of circumstances or third parties, you give up your own power to change things. Sitting back and feeling sorry for yourself isn’t ever a viable solution.

Settling for A Situation that Sucks

Nothing I know gets better by itself. If you want a better outcome or result, you have to take control of the situation and make things better. Standing still means you’re sliding back while others are racing ahead. When you settle for less than you deserve or for less than your best, it’s a very slippery slope and, as often as not, you end up with even less than you settled for.

Trying to Ignore the Problem

If you don’t want to believe or accept something, no amount of evidence will change your mind. But, if you ignore a serious problem long enough, you’ll have a crisis on your hands eventually and then you’ll have no choice but to take action. It makes much more sense to be proactive and get on the problem now and get started on a solution before things get out of control and you end up just reacting to the latest fire. Ignoring the unhappy facts doesn’t make them go away; they just fester.

Trying to Be Superman

Nothing much gets done by one-man armies or super heroes – your business’s important problems are complex and require a competent team to address and resolve them.  You can’t solve these things all by yourself regardless of how many all-nighters you pull. Putting a team together distributes the burdens and some of the stress and makes for a much better result.

Trying to Distract Yourself

You may think that you can focus on other more trivial things– see a show or a movie, take a run or work out, have a few drinks–and magically stop worrying about the elephant in the room, but that’s not the way your entrepreneurial brain works. It never shuts down completely. Convincing yourself that you don’t care isn’t as easy as you might imagine– regardless of what a great sales person you may think you are. And even if you get your head momentarily out of the game; your stomach will still be keeping score.

What Will Work

Doing Something Now to Fix the Problem

Nothing beats now. You may still not get it totally right, but you won’t get anywhere at all if you don’t get started.  Better to be doing something constructive and moving the ball forward than to be sitting in a pile of pity feeling sorry for yourself. The people who work hard and still can’t find the right answers or circumstances don’t come to a screeching halt– they bend the world to their needs and desires– and they create their own solutions and make the conditions and circumstances that they need to succeed.

Raising Your Sights and Expectations for Next Time

At 1871, one of our favorite mottos is: “It’s Only a ‘No’ for Now.” The most critical skill of any successful entrepreneur is perseverance. Get knocked down, get back up, try again harder. But also, while you’re at it, aim a little higher the next time because selling yourself short or settling for half a loaf is stupid–regardless of all the people who are more than happy to tell you why things can’t be done. When you shoot for the stars, you’ll be amazed at just how far you can go. There’s always a best seat in the house; your job is to go for it.

Focusing on What is Working and Build from There

I call this “eating the elephant one bite at a time.” Not every problem can be solved at once and you can’t generally get across the chasm in a single leap, but you can build off the foundation formed by the accomplishments and successes that you’ve had to date and then break the remaining barriers down into manageable and bite-sized challenges; and then take these tasks on one at a time. It may require a little more time, but eventually a lot of small steps, pushes and the occasional shove– as well as a little bit of patience– will get you there.

Acknowledging that Things Could Be a Lot Worse

Serial entrepreneurs will tell you that it’s never as bad or as good as it looks. People who aren’t living this life think that all entrepreneurs are cock-eyed optimists who view everything through rose-colored glasses and believe that trees grow to the sky. But we know better. Whatever brave and excited face you have to put on every day and show the world (and your team as well), deep down inside, it pays to be paranoid. But it’s also essential, in the privacy of your own mind, to be proud. Proud of what you set out to do; proud of how far you’ve come when so many others never could; and proud of what you’ve built so far and of all the people you’ve benefited along the way. There are a lot of much worse ways you could be spending your time and your life.  Admit it and get on with it.

Remembering Why You’re Doing This in the First Place

We didn’t come this far to quit or to only come this far. We didn’t come to play; we came to win. And we wouldn’t be doing this at all if it wasn’t important and likely to make a difference to a lot of people in addition to ourselves.  That’s why we come to work; put our noses to the grindstone; and try to get better every single day. If it was easy, anyone could do it. It’s not.

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Last Week on Instagram http://www.1871.com/last-week-on-instagram-5/ http://www.1871.com/last-week-on-instagram-5/#comments Mon, 25 Apr 2016 16:45:16 +0000 http://www.1871.com/?p=14530 » Continue]]>

Shout out to the most recent graduates of @startupinstitute – Go forth and conquer!

A photo posted by @1871chicago on

An amazing installation of #Flyboy by #Chicago artist @hebrubrantley in our new 3.0 space!

A photo posted by @1871chicago on

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Guest Blog: Motivate your career with Daymond John, Star of ‘Shark Tank’ http://www.1871.com/guest-blog-motivate-your-career-with-daymond-john-star-of-shark-tank/ http://www.1871.com/guest-blog-motivate-your-career-with-daymond-john-star-of-shark-tank/#comments Fri, 22 Apr 2016 16:05:02 +0000 http://www.1871.com/?p=14498 Our partners at Sage are gearing up for their annual Sage Summit, the largest gathering of small and medium-sized business ... » Continue]]> Our partners at Sage are gearing up for their annual Sage Summit, the largest gathering of small and medium-sized business in the world. The 1871 community can attend Sage Summit at a special rate using code 1871PROMO here. Ahead of the event, Sage has contributed a guest blog to the 1871 site, highlighting Sage Summit speaker Daymond John’s entrepreneurial journey. Learn more below:


 

All entrepreneurship begins with faith, trust and a dash of optimism. Daymond John, investor extraordinaire and star of Shark Tank, took all of these elements to create the extraordinary career he has today.

Daymond John is a world-famous entrepreneur and fashion industry pioneer who can now be seen each Friday night on ABC’s Emmy Award winning series, Shark Tank. In addition to his work on TV, Daymond is a New York Times Bestselling Author and a Presidential Ambassador for Global Entrepreneurship as a result of the massive commercial and financial success. In his 25-year career, he’s developed more than 25 brands and doesn’t plan on stopping anytime soon.

Raised in hip-hop incubator Hollis, Queens, Daymond was inspired by area’s culture and music to start his own clothing brand. Daymond founded FUBU, For Us By Us, made popular by LL Cool J throughout the 1990s into the early 2000s. As his business prowess grew, Daymond found himself as one of the original “Sharks” on ABC’s “Shark Tank,” while continuing his duties as CEO of Shark Branding and traveling the world as a motivational speaker. Today, Daymond is proud to inspire thousands of small-business owners throughout the world.

Daymond has received the NAACP Entrepreneurs of the Year award, AdAge Marketing 1000 for Outstanding Campaign award, Essence award, Crain’s Business 40 under 40, Ernst and Young’s New York Entrepreneur of the Year award, Details 50 Most Influential Men, and is also a recipient of the Congressional Achievement award. He has worked with countless famous celebrities such as Mary J. Blige, Janet Jackson, Busta Rhymes, Magic Johnson, Whitney Houston and more.

Daymond John is known for his entrepreneurial spirit, wild success and dedication to family throughout his career. Today, he wishes to inspire thousands to follow in his footsteps with his new book ‘The Power of Broke’ and a positive spirit in all endeavors.

Come to Chicago to ignite your passion at the Sage Summit, July 25-28! Imagine how much you could learn in three full days of networking with peers, hearing from and interacting with renowned business leaders, seeing the latest technology from over 150 vendors and going to a really cool concert on the beach!

Register today for Sage Summit, the largest gathering dedicated to small and medium businesses in the world. It’s only $99 when you register by June 30, 2016 using promo code 1871PROMO.

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Tullman: Leaders Learn Best by Listening http://www.1871.com/tullman-leaders-learn-best-by-listening/ http://www.1871.com/tullman-leaders-learn-best-by-listening/#comments Wed, 20 Apr 2016 19:55:20 +0000 http://www.1871.com/?p=14496 By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/leaders-learn-best-by-listening.html.

We’re constantly rushing from one thing to ... » Continue]]> By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/leaders-learn-best-by-listening.html.

We’re constantly rushing from one thing to the next. All of us, all of the time. The days are ever longer and the nights are even worse. I call it a life of “playing the entire game in overtime.” You might be kidding yourself and calling it masterful multi-tasking, but I’d say it’s mostly just a mess. We’re constantly trying to make time for everything and we’re discovering that not only is this an impossible dream, but we end up spending too much of our time on the urgent, rather than the important. We lose sight of what really matters in our lives and businesses. Our inboxes (calls, emails and especially texts) are driving us instead of the other way around. You’ll never get into the flow if you’re fighting non-stop fires all day long.

It’s abundantly clear that, as the speed of our days increases, we’re losing the one-on-one time necessary to connect with the people in our lives and in our companies whose thoughtful input we need to make smart decisions and right choices for the future. I’m talking both about accessing crucial company data as well as not cutting off the far more critical access to the personal and emotional feedback we all need from those we work with in order to succeed. Sadly, with the rate of change constantly accelerating, I don’t see things getting better for us any time soon– unless we start to take back some control, have a little patience, and slow the entire process down.

It starts with making time to listen. People will tell you the truth– which only hurts when it ought to– but only if you make it clear that you’re interested and paying attention when they try to talk. Entrepreneurs pride themselves on being great talkers with the “gift of gab,” but it’s much harder to sit still and listen. Even better, no one’s ears ever got them into hot water.

Taking on and trying to do too many things at once makes for an unendingly stressful life not to mention mediocre results across the board for your business. It never pays to be a mile wide and an inch deep in anything. It might be worth the pain and the sacrifices if the bottom line results were there, but the evidence is to the contrary. Trying to be all things to all people or please all of the people even part of the time is as impossible as trying to be in two places at one time. No one expects this of you (except maybe you) and–if you give them a chance– they’ll tell you that and they can even help you get over some of the hardest spots. It’s never smart to try to do everything. It’s not remotely practical to try to do it all by yourself. And, in the end, it’s a losing proposition for everyone because you inevitably find yourself trying to do a bunch of things poorly or cheaply that you shouldn’t be doing at all.

“Hurry sickness” is definitely an occupational disease of entrepreneurs, but it’s not incurable. Slow down, catch your breath, ask for some advice and help, and let your people do the talking. Wisdom and smart decisions are the rewards you get for listening when you would have much preferred to be talking.

There are two main reasons (apart from a continual lack of enough time and a constant lack of enough money) for the persistence of this particular problem and both can be addressed–maybe not entirely eliminated–if we just keep a couple of simple ideas in mind.

The first reason for the constant frenzy is that no one wants to slow down and be run over by their competitors and/or be left behind by their customers. Fast followers are lurking behind every bush just waiting to go to school on your example, create a faster, easier or cheaper solution, and quickly try to take your place. Customers’ expectations are perpetually progressive and their demands will only continue to increase and ratchet up over time. You’ve got to be rapid and responsive, but not rabid.

It still pays to be paranoid and to try to keep constantly moving your products and services ahead (and iterating all the while), but speed alone isn’t all that helpful if you’re headed in the wrong direction. Not all movement (however frantic) is progress or even forward motion and too much trying can sap precious energy, waste critical and scarce resources, and take your eyes off the main chance. There’s a right way to handle and prioritize these things, but a successful approach rarely starts with acting in the moment or reacting to the surrounding circumstances. It starts with listening and taking stock.

Looking for effective solutions without taking the time to carefully listen to your customers’ problems is like working in the dark without a flashlight. A lot of coding and other activity may make your engineers feel better (it’s a somewhat effective antidote for anxiety), but it’s not likely to be moving the ball up the field or leading your business to a better result for your clients unless it’s informed by actual and timely customer input. Making the time and taking the time to listen closely is not only smart business; it’s the safest way to proceed because no one ever listened themselves out of a job.

The second reason that drives a lot of entrepreneurial excess has more to do with managing people’s imagined perceptions rather than reality except that — in the intense context of a startup — perceptions and impressions are often long lasting and can quickly harden into unpleasant realities.

I’m a major advocate of leading by example and modeling the behavior that you expect from your team, but many entrepreneurs take this idea too literally and push it too far. They believe that, if you’re too calm, too collected, or too unconcerned with today’s crisis, your team members will think that you don’t care or that you’re not all-in. Ya gotta let them see you sweat so they’ll know you’ve got some skin in the game right alongside theirs. And, to prove the point, they think they need to run around like crazy people all day long, too. They worry that, if they slow down or sit down, people will be suspicious of their commitment.

But the truth is that these are the very people trying to get your attention and also to get a word in edgewise. They’d line the floors with flypaper if they thought that would slow you down for a few seconds. They want to be heard and they want to be helpful and it’s all up to you. Listening is the highest form of courtesy.

So give yourself a break, take some more time to listen, and–when you’re drowning in a hundred contradictory suggestions and ideas–remember the cardinal rule: most of the time, it’s far more important to listen to people’s advice than it is to heed it.

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1871 Officially Opens 3.0 Expansion http://www.1871.com/1871-officially-opens-3-0-expansion/ http://www.1871.com/1871-officially-opens-3-0-expansion/#comments Tue, 19 Apr 2016 16:41:59 +0000 http://www.1871.com/?p=14482 FOR IMMEDIATE RELEASE
APRIL 19, 2016

CONTACT
1871
Melissa Wooten
press@1871.com

 

» Continue]]> FOR IMMEDIATE RELEASE
APRIL 19, 2016

CONTACT
1871
Melissa Wooten
press@1871.com

 

1871 OFFICIALLY OPENS ITS 3.0 EXPANSION

1871 Opens Second Expansion Since Founding; Remains One Of The World’s Largest Technology Incubators

CHICAGO (APRIL 19, 2016) – 1871 today proudly opened its new 41,000 square foot expansion. The two-floor technology center and ecosystem is more than 115,000 square feet on the 12th and 13th floors of The Merchandise Mart and has over 1000 members. The expansion marks the latest phase of 1871’s remarkable growth, which has seen it develop from a 50,000 square foot experiment launched in 2012 to a thriving community with over 400 member companies, 1000 events a year, thousands of hours of educational opportunities, and tens of thousands of visitors annually.

“We are excited to unveil the newest expansion to the 1871 space, which has allowed us to dramatically expand the depth and breadth of the resources 1871 provides to its community,” said 1871 CEO Howard A. Tullman. “By providing larger spaces to grow with our most successful companies, as well as new spaces for new tenants, we are able to serve more members, offer more educational programs, facilitate new opportunities for incubators and accelerators, and ultimately welcome more individuals and organizations to the innovation economy.”

The new space is on the 13th floor of The Merchandise Mart, directly above 1871’s 12th floor footprint. It is connected by an internal stairway, allowing the entirety of 1871 to function as a single entity. The expansion includes suites for some of 1871’s largest and most successful member companies as well as spaces for tenants, classrooms, conference rooms, and incubators.

“The addition of this new space for 1871 means new opportunities for countless Chicagoans,” said Mayor Rahm Emanuel. “Since its founding, 1871 has helped make the city of Chicago a hub for innovation as well as a top destination for attracting diverse businesses and tech talent. From education to healthcare to finance to technology, today’s ideas are shaping the jobs of tomorrow right here in our own backyard. When we support our entrepreneurs, we support more jobs and resources in our communities and tap into the true potential of Chicago.”

Tenants of the 13th floor include:

  • MATH Venture Partners
  • Hyde Park Angels
  • Impact Engine
  • Chicago Ventures
  • Accenture Operations
  • DESIGNATION Labs
  • Collective Shift
  • Options Away
  • Learnmetrics
  • DeVry Education Group’s DV X Labs
  • Windy City Lab
  • Illinois Hispanic Chamber of Commerce (which is working with 1871 on an incubator for Hispanic entrepreneurs)
  • Pivotal Labs

See more information about each of the tenants below.

In addition to the private suites, the 13th floor of 1871 also contains conference rooms for general use and the Bucksbaum Innovation Showcase, a retail technology space with a visual collaborative workspace, powered by Comcast Business and presented by Haworth – Bluescape. The expansion space also includes a display of artwork from bitforms gallery, which represents established, mid-career, and emerging artists critically engaged with new technologies.

“This third expansion in four years will deepen 1871’s impact on Chicago’s entire entrepreneurial community,” said J.B. Pritzker, managing partner of Pritzker Group and 1871 founder. “1871 is now the flagship entrepreneurial center for the entire nation and a global leader in technology and innovation. I look forward with excitement as to what the future holds for our city’s entrepreneurs.”

“Since its inception, Chicagoland Entrepreneurial Center has been committed to supporting entrepreneurs by offering the resources and opportunities that help fledgling businesses succeed,” said Jim O’Connor Jr., chairman of the board of CEC. “These activities have a profound effect on Chicagoland, and we’re thrilled to support 1871 as they continue to move the needle forward for the city’s entrepreneurial community.”

Although 1871’s prior construction and initial expansion was funded in part by grants from the State of Illinois, which have already resulted in the creation of thousands of new technology-related jobs, 1871’s 3.0 expansion was financed entirely by 1871 with no government assistance. Silicon Valley Bank partnered with 1871 on the financing for the new space.

“1871 has been incredibly supportive of Impact Engine,” said Jessica Droste Yagan, Partner and CEO of Impact Engine. “We can’t imagine a better place from which to do our work empowering entrepreneurs, mentors, and investors to make a positive impact on society.”

The 13th Floor expansion was designed and developed by the same team that created the 2.0 expansion; including Gensler as Interior Architects, Skender Construction as Contractors, and Barbara S. Pollack & Associates as Owner’s Representative/Designer and Project Manager.

About 1871

1871 is the home of more than 400 early-stage, high-growth digital startups. Located in The Merchandise Mart, this 120,000 square foot facility is also the headquarters of nationally recognized accelerators Techstars Chicago and the Good Food Business Accelerator; impact investing fund Impact Engine; half a dozen industry-specific incubators in key areas such as real estate, education technology, food and financial technology; several emerging tech talent schools (Fullstack Academy, Anyone Can Learn to Code, Future Founders, Designation and the Startup Institute), and the state’s leading technology advocate, the Illinois Science and Technology Coalition. It is the second home to Chicago-based VCs, Pritzker Group Venture Capital, MATH Venture Partners, Hyde Park Angels, OCA Ventures, OurCrowd and Chicago Ventures, as well as satellite offices for Northwestern University, University of Illinois, University of Chicago, Loyola University Chicago, Illinois Institute of Technology, and DeVry. 1871 has fast become recognized as the hub for the city’s entrepreneurial/technology ecosystem and has been featured in Inc. Magazine, TechCrunch, The Wall Street Journal, The New York Times, Chicago Tribune and Crain’s Chicago Business among other top media. 1871 is the flagship project of the Chicagoland Entrepreneurial Center.

About MATH Venture Partners

MATH Venture Partners is an early to growth-stage fund managed by a seasoned team of hands-on investors and operators. We look for entrepreneurial teams that have customer acquisition as part of their core DNA. It is this maniacal focus, deep appreciation for process and exceptional talent that makes them stand out. MATH forms deep and personal partnerships with entrepreneurs. We have built and scaled many large companies to successful exits. Both of our Managing Directors are serial entrepreneurs and teachers at heart. We love to partner with coachable founding teams that strive to constantly improve. Let’s build something great together.

About Hyde Park Angels

Hyde Park Angels is transforming early-stage investing by taking a people first approach. The organization is the largest and most active angel group in the Midwest. With a membership of over 100 successful entrepreneurs, executives, and venture capitalists, the group provides critical strategic expertise to entrepreneurs and the entrepreneurial community. Nearly 40% of our members have founded a company, 88% are CEO’s, top executives or corporate board members, and 100% invest in startups. By leveraging the members’ deep and broad knowledge of multiple industries and financial capital, Hyde Park Angels has driven multiple exits and invested millions of dollars in over 40 portfolio companies that have created over hundreds of jobs in the Midwest since 2006.

About Impact Engine

Impact Engine is an investment fund that empowers entrepreneurs, mentors, and investors to make a positive impact on society. Through financial and human capital, we help for-profit businesses address the world’s greatest social and environmental challenges.

About Chicago Ventures

Chicago Ventures is an early-stage venture capital fund. We invest in exceptional entrepreneurs and their innovative technology companies that are disrupting a large market opportunity. We primarily invest in Chicago and the Central region of the country, providing engaged support through our operating experience, advisors, and network to help our portfolio companies build great businesses.

About Accenture Operations

Accenture Operations combines technology that digitizes and automates business processes, unlocks actionable insights, and delivers everything-as-a-service with our team’s deep industry, functional and technical expertise so you can confidently chart your course to consuming your core business services on demand, accelerate innovation and speed to market. Welcome to the “as-a-service” business revolution.

About DESIGNATION Labs

DESIGNATION is a design bootcamp that trains people of all experience levels to be UX/UI designers and front-end developers over 12 weeks in Chicago. The program is a fast-paced, high-intensity experience that immerses students in a creative, collaborative environment in order to produce extraordinary results in a relatively short timeframe. Participants learn a full-stack approach to design that gives them the versatility to tackle a wide range of problems, while encouraging them to specialize in the portion of the curriculum they’re most passionate about.

About Collective Shift

Collective Shift, a new initiative from the MacArthur Foundation, is dedicated to redesigning social systems for the connected age. Collective Shift’s first endeavor is LRNG. LRNG is a social enterprise that works collaboratively with schools, businesses, cities, and community institutions, such as libraries and museums, to redesign learning for the 21st century so all youth have the opportunity to succeed.

About Options Away

Options Away® leverages the concepts and technologies of the financial markets and applies them to the travel industry, allowing consumers to lock-in the price of an airline ticket while finalizing their travel plans. By engaging with intent driven customers while their flight is on hold, Options Away generates value not only through option fees, but also through cross-selling opportunities and big data. Options Away focuses on the B2B2C space by offering its solutions via APIs to leading travel brands. We are a 20-strong team of engineers, data scientists, and product specialists from both the financial and travel industries, who are passionate about perfecting the most innovative product to hit the travel industry in decades.

About Learnmetrics

Learnmetrics replaces the need for districts/schools to build their own data systems, manage from excel, or cobble together workfows through a maze of misfit products. With Learnmetrics, every school or district leader can remix their data, systems, and operations into a next-gen operating system for learning.

About DeVry Education Group’s DV X Labs

DV X Labs is DeVry Education Group’s edtech incubator. Our goal is to attract the nation’s smartest entrepreneurs and experiment with cutting-edge technology-enabled educational approaches that can improve student outcomes, lower education costs, and increase student access. Startups accepted into DV X Labs receive proprietary access to educational leaders across DeVry Education Group’s institutions, which include American University of the Caribbean School of Medicine, Becker Professional Education; Carrington College; Chamberlain College of Nursing; DeVry Brasil; DeVry University; Ross University School of Medicine and Ross University School of Veterinary Medicine. Together, they prototype new technologies across a range of academic needs. In addition, startups that join DV X Labs receive mentorship, coaching and feedback to help improve their products and the opportunity to become long-term DeVry Group partners.

About Windy City Lab

Windy City Lab (WCL) is an 1871 member company that exists to build smart “connected” products. You’ll see some of their creations around the city and you’ll know they have been built by WCL when they update with real-time information, or wirelessly communicate with your phone via bluetooth. Their space on the 13th floor of 1871 includes a digital lab, which 1871 members will access for resources such as 3D printing, laser cutting, and digital electronics workstations. WCL also offers workshops on digital electronics, firmware design and all things IoT. 

About Illinois Hispanic Chamber of Commerce

The Illinois Hispanic Chamber of Commerce (IHCC) is the leading Hispanic business, networking, advocacy and development organization in the state of Illinois. IHCC works with business owners, providing unique and strategic one-on-one services designed to help businesses thrive and grow, while also regularly hosting networking and public policy events.

About Pivotal Labs

Pivotal’s Cloud Native platform drives software innovation for many of the world’s most admired brands. With millions of developers in communities around the world, Pivotal technology touches billions of users every day. After shaping the software development culture of Silicon Valley’s most valuable companies for over a decade, today Pivotal leads a global technology movement transforming how the world builds software.


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Last Week on Instagram http://www.1871.com/last-week-on-instagram-4/ http://www.1871.com/last-week-on-instagram-4/#comments Mon, 18 Apr 2016 20:33:53 +0000 http://www.1871.com/?p=14474 » Continue]]>

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1871 Member Company MyChild to Pitch at 2016 Google Demo Day http://www.1871.com/1871-member-company-mychild-to-pitch-at-2016-google-demo-day/ http://www.1871.com/1871-member-company-mychild-to-pitch-at-2016-google-demo-day/#comments Tue, 12 Apr 2016 16:43:38 +0000 http://www.1871.com/?p=14446

FOR IMMEDIATE RELEASE
April 12, 2016 

CONTACT
1871
Melissa Wooten
press@1871.com

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FOR IMMEDIATE RELEASE
April 12, 2016 

CONTACT
1871
Melissa Wooten
press@1871.com

1871 MEMBER COMPANY MYCHILD TO PITCH AT 2016 GOOGLE DEMO DAY

1871 Member Company MyChild Will Be the Fourth 1871 Company to Compete; Third Annual Demo Day For Google For Entrepreneurs North American Tech Hub Network

CHICAGO (April 12, 2016) — Google for Entrepreneurs (GFE) announced today that MyChild, an 1871 member company that helps early childhood education centers create paperless daily reports for parents, will compete in the 2016 Google for Entrepreneurs North American Tech Hub Network Demo Day. MyChild and other companies selected from across the network will travel to Google Headquarters in May to pitch their businesses to top investors.

“Google for Entrepreneurs has been an amazing partner, and their North American Tech Hub Network continues to provide unique opportunities to 1871’s member companies,” said 1871 CEO Howard A. Tullman. “Being a part of the GFE network has truly been a distinguishing factor for 1871 and its members. MyChild is a great 1871 company with an incredibly diverse and passionate team, and we wish them the best of luck as they make their pitch at this year’s Demo Day.”

Google for Entrepreneurs selected technology startups from across North America to compete in their third annual Demo Day. These startups will travel to California from May 2 – 5, where they will pitch their businesses to venture capitalists and other leaders in the technology industry. During their time in California, founders will also receive mentoring, feedback, and support from Googlers and Silicon Valley veterans at an exclusive series of talks and workshops. Each of the competing startups is required to be headquartered in the United States and actively raising a Series A between one million and four million dollars. In past years, 1871 member companies inRentive, MarkITx and WeDeliver each won $100,000 investments from Steve Case following their pitches.

“MyChild is committed to improving early childhood education and parental engagement through technology,” said Hugo Augusto, founder and CEO of MyChild. “We are excited to have the opportunity to pitch our business at this year’s Google for Entrepreneurs Demo Day, and we look forward to highlighting 1871 and Chicago’s innovative startup ecosystem as we showcase our platform.”

MyChild is a SaaS platform that helps early childhood education centers to create paperless daily reports for parents. MyChild is unique because it allows centers to attach multiple photos to a custom report and connects those photos to each state’s Early Learning Standards. This is critical for parents to understand their children’s learning and development. MyChild sends more than 150,000 reports and 80,000 photos to parents every month across 40 U.S. states. 1871 COO Tom Alexander regularly receives MyChild reports – his children’s daycare is a client.

Google for Entrepreneurs enables tech hubs by providing them with technical content, business tools, and infrastructure upgrades so that they can support increasing demand from developers and startups. In addition to 1871 in Chicago, GFE tech hubs are located in Minneapolis, MN; Waterloo, Ontario; Nashville, TN; Durham, NC; Denver, CO; Detroit, MI; Montreal, Quebec; San Francisco, CA; Mexico City, Mexico; and Austin, TX.

Google for Entrepreneurs provides a range of programming, events, and support to each of its North American Tech Hubs, as well as a number of special opportunities to startups within the hubs. GFE partners with CODE2040 to facilitate an Entrepreneur in Residence program to support diversity initiatives at each of the tech hubs. Tech hub members also have the opportunity to participate in the GFE Blackbox Connect programs that occur throughout the year, as well as Google Exchange programs that occur around the world.

Google Demo Day takes place from 12:00pm – 2:00pm CT on May 4, 2016. The event will be livestreamed through the Google For Entrepreneurs YouTube channel. Learn more at googledemoday.com.

About 1871

1871 is the home of more than 400 early-stage, high-growth digital startups. Located in The Merchandise Mart, this 120,000 square foot facility is also the headquarters of nationally recognized accelerators Techstars Chicago and the Good Food Business Accelerator; impact investing fund Impact Engine; half a dozen industry-specific incubators in key areas such as real estate, education technology, food and financial technology; several emerging tech talent schools (Fullstack Academy, Anyone Can Learn to Code, Future Founders, Designation and the Startup Institute), and the state’s leading technology advocate, the Illinois Science and Technology Coalition. It is the second home to Chicago-based VCs, Pritzker Group Venture Capital, MATH Venture Partners, Hyde Park Angels, OCA Ventures, OurCrowd and Chicago Ventures, as well as satellite offices for Northwestern University, University of Illinois, University of Chicago, Loyola University Chicago, Illinois Institute of Technology, and DeVry. 1871 has fast become recognized as the hub for the city’s entrepreneurial/technology ecosystem and has been featured in Inc. Magazine, TechCrunch, The Wall Street Journal, The New York Times, Chicago Tribune and Crain’s Chicago Business among other top media. 1871 is the flagship project of the Chicagoland Entrepreneurial Center.

 

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Tullman: Facebook’s Fabulous Future http://www.1871.com/tullman-facebooks-fabulous-future/ http://www.1871.com/tullman-facebooks-fabulous-future/#comments Tue, 12 Apr 2016 16:27:09 +0000 http://www.1871.com/?p=14449 By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/facebooks-fabulous-future.html.

For the last year or two, it’s ... » Continue]]> By 1871 CEO Howard A. Tullman. To view the original post, visit http://www.inc.com/howard-tullman/facebooks-fabulous-future.html.

For the last year or two, it’s been fairly easy for the naysayers to continually predict the imminent demise of Facebook. The latest rants focus on the alleged slippage in the sharing by FB users of their “personal” news and details. For me, even if true, this falls somewhere between “who really cares anyway?” and “TMI” to begin with. There’s plenty of this kind of crap to go around and we should all actually be grateful to hear that the over-sharing is abating even if Kayne and the Kardashians are still killing us with just their shameless alliteration alone.

As far as I can see in terms of actual metrics, the FB juggernaut continues forward, notwithstanding some bumps and a few false starts (to wit: even with 1.5 billion requests a day, search on Facebook continues to be, at best, a work in progress). Given the aggressive, but forgiving, culture that Zuck and Sheryl have built, the setbacks are treated not as catastrophes or career-enders as they might be at Amazon, but simply as the likely results and costs of the typical trials and tribulations of building any new business.

After a dozen years, Facebook isn’t exactly new, but it has managed, to an amazing extent given its rapid growth, to preserve an everyday culture of constant innovation and experimentation that’s virtually non-existent in companies its size. If we all knew in advance how these kinds of constant tests and experiments were going to turn out, we wouldn’t need to try them in the first place. But at FB, the code is never set in concrete and it’s ever-changing. There’s no such thing as business as usual. And while it clearly helps to be brilliant; it’s far more important to be fearless.

And, in terms of the stock market, the bears and the shorts haven’t really been any more successful in laying a glove on the continued, consistent rise in the company’s stock price. Downticks in FB’s stock for Q1 were almost non-existent. All this talk about Facebook being a voracious vampire that needs a stake through its heart before it ruins all of our lives and poisons the minds of our children is just junk. The professional pundits are finding that attacking Facebook is just about as hard and as sloppy as trying to nail JELL-O to a tree.

The reasons that we’re regularly offered for the impending FB disaster come in three flavors:

(1) The kids no longer think FB is cool and are rapidly moving in large numbers to the hottest new app or service-;whatever that might be. Well, that simply isn’t happening because, apart from Snapchat (to a degree) there’s really not a lot of other places to go for all the functionality of Facebook. And God forbid, your friends might not even follow you there. New sharing services continue to come and go and their numbers never remotely resemble the reality of Facebook’s size and scale. As an example, and to almost no one’s surprise (except maybe Marissa Mayer’s), Tumblr isn’t that destination although not too very long ago it was being touted as the next big thing, so the morons at Yahoo quickly paid a bundle for a bunch of ad-free nothing.

(2) Facebook is fast becoming a “business” (Surprise!) and that can’t be good for its model because it’s not hip to be perceived as trying to make money as opposed to being mainly mission-driven. This is just another version of the “kids will be kids” BS. The people who matter have always known that, social aside, Facebook has been in the performance marketing business since the start and is now demonstrably the absolute best in that business– bar none. Google’s grasp, on the other hand, continues to slip as more and more of the action on the web has less and less to do with websites and everything to do with apps. If you can’t see into the silos, you can’t show me where to sell my stuff. And don’t even get me started on the growing threat of ad-blocking apps that are impressively effective against browser-based ad targeting and virtually useless to date against ads served within apps.

(3) Facebook played a nasty trick on us–we all helped to build its massive social sandbox– and now Zuck and Co. closed the gates and want to charge us for playing (read: marketing and advertising) there. Grow up, people, this shouldn’t be news to anyone who’s been watching this movie for a while. It’s never been a question of “if”, but a matter of “when” Facebook would start charging for effective access. While Twitter continues to wander in the wilderness looking for a monetization model, FB has been focused on the bottom line for years. I’m not exactly sure when the idea of “paying to play” fell out of favor, especially for emerging media companies like FB. And it’s clearly becoming the base case just about everywhere you look as publishers try to hurriedly re-erect pay walls and resuscitate their subscriptions systems without completely strangling the golden goose. One important difference is that the publishers know that, in reducing free and easy access to their content, they are acting at their own peril whereas this is simply a logical extension of Facebook’s plan from the get-go. Honestly, a lot of this particular flavor of whining just seems like sour grapes from folks who didn’t get there first.

Overall, many of these conversations feel like wishful thinking mixed with a little dose of schadenfreude being foisted on anyone willing to listen by tech talkers and media mavens who missed the boat and who are now sitting on the sidelines watching their futures sail away. Others are spurious spews by negative know-nothings, failed competitors, or also-rans whose own launches went nowhere or whose paper sailboats are getting steadily soggier and slowly sinking as the sun sets on the old ways that the MSM used to do business.

Having mastered the people part of the platform business, we’re seeing Facebook turn its attention increasingly to the publishing part of the process and the fact is that today all the major platforms (Apple, Google, Amazon and maybe Microsoft) are also trying to successfully manage the same migration. As platforms continue to grow into publishers, the main difference is that Facebook alone among them doesn’t seem the slightest bit interested in creating its own content. Maybe that decision was informed by watching some of the others stumble along the way (See “3 Lessons From YouTube’s Programming Disaster.”) or maybe FB just prefers managing and distributing the milk to owning the cow.

For decades, traditional media was either owned (newspapers and radio and TV); paid (marketers and advertisers); or earned (news, celebrity and notoriety — good or bad). All of these channels had a single end in mind (apart from selling us something) and that was to help generate word of mouth (WOM) which, in the best of cases, was what I used to call “Triple A”: active, affirmative and authentic. WOM is basically what we hear directly and honestly from friends, family and co-workers. It has always been the prime driver and the most effective and consistent influencer of consumer behavior. We knew that strong, positive WOM was critical to the ultimate success of any product or service, but managing and growing it was always much more of an art than a science. You paid your money and you kept your fingers crossed and hoped for the best. A lot of what was paid (and it’s still the case today) was wasted (like vitamins), but we never really knew or could accurately determine what worked.

Facebook came along in 2004, completely changed the game by making the web personal so we actually knew who we were talking to, and made the WOM process scientific because word of mouth became social sharing and sharing in Facebook’s world is a science. Make me care and make me share became the mantra and social sharing became the fourth leg of the media biz. (See “Make Me Care and Then I’ll Share.”) Social sharing was simpler than owning and operating the presses; cheaper than paying for the privilege of getting your story out there; and much easier than having to earn the world’s attention by doing something special, important or otherwise noteworthy. Social sharing quickly became WOM on steroids.

And the real “secret sauce” for Facebook was that virtually all of the content creation and all the heavy lifting was being done by the users. This continues to be the basic FB economic model today and also the central reason for the impressive margins that FB manages to maintain. It’s also the reason that Facebook poses such an existential threat to traditional publishers and media makers.

Owning four of the fingers in the fist out of five ain’t bad and that’s always been Facebook’s plan. The initial two digits in the platform strategy were (i) curation and (ii) distribution and these have essentially been in place since the beginning. Facebook and the other platform players simply seized control of the distribution of the publishers’ products and never looked back. Today, massive distribution platforms like Facebook are the primary ways in which the world gets its news and information. We’re fundamentally lazy people and creatures of habit. We spend 50% of our mobile time using a single social app and we’re basically gonna keep going where we’ve been going– only more so–as the noise, clutter and confusion continues to mount. Decision fatigue is a drag for all of us. We’re more coasters today than explorers.

Publishers may still be feeders (if they make their news “fit” the new formats), but Facebook is the force and the power in the new equation, and frankly, the publishers don’t really even know where their stuff is being sent or seen these days. They basically have to take Facebook’s word for it. And yet, publishers today can no longer afford to try to go it alone– it’s all about aggregation. And if your content isn’t front and center somewhere, your business will be nowhere soon enough – you’ll be breathing in the other guys’ exhaust.

Most of the math that I’ve seen suggests very clearly that the publishers who are riding on FB’s coattails are doing much better than the guys still trying to do anything themselves. The audience is huge and the traffic they’re seeing is a multiple of what they were pulling previously to their own destinations. We can expect more and more of the remaining outliers to throw in the towel and join the crowd pretty soon. If you don’t make dust, you eat dust. And the dust never really settles because Facebook never stops building.

The next two steps in the roadmap to global domination are about (iii) hosting and (iv) monetization; and this, of course, is precisely what Instant Articles is all about. Instant Articles delivers control to Facebook of every part of the media publication process except the costliest and most challenging component– the actual creation of the content. This is also why Instant Articles is both a tremendous attraction and an enormous threat to the very publishers and media companies who are already racing to be a part of the new program. The old-line players are simply turning over the keys to the kingdom to Facebook and hoping for the best. And you can expect precisely the same kind of frenzy around the relatively new Facebook Live feature– live streaming video generated directly and instantly by the users. Massive amounts of new content at little or no incremental cost to Facebook and complete control of curation, distribution, hosting and monetization.

We’re seeing the fingers of Facebook closing around the necks of the last standing, old-line publishers and media companies and telling them basically to stand aside while Facebook robs the train and then everyone can talk politely about splitting up the loot. “Trust me,” Facebook is saying, we’ll talk soon. Here’s how that talk will go: what’s mine is mine and what used to be yours, we can talk about.

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Last Week on Instagram http://www.1871.com/last-week-on-instagram-3/ http://www.1871.com/last-week-on-instagram-3/#comments Mon, 11 Apr 2016 21:26:26 +0000 http://www.1871.com/?p=14443 » Continue]]>

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Best Fit Analytics Workshop Launches at 1871 http://www.1871.com/best-fit-analytics-workshop-launches-at-1871/ http://www.1871.com/best-fit-analytics-workshop-launches-at-1871/#comments Fri, 08 Apr 2016 16:43:06 +0000 http://www.1871.com/?p=14437

 

FOR IMMEDIATE RELEASE
April 8, 2016

CONTACT
Best Fit Analytics
Scott Albrecht
» Continue]]> Screen Shot 2016-04-08 at 10.42.31 AM

 

FOR IMMEDIATE RELEASE
April 8, 2016

CONTACT
Best Fit Analytics
Scott Albrecht
bestfitanalytics@gmail.com

1871
Melissa Wooten
press@1871.com

 

BEST FIT ANALYTICS WORKSHOP LAUNCHES AT 1871
New Program to Provide Night and Weekend Courses in Data Science; First Course to Begin at 1871 in April

CHICAGO (April 8, 2016) – 1871 joined Best Fit Analytics Workshop today to launch the new Best Fit Analytics workshop series at 1871. Best Fit Analytics Workshop educates students on analytical methodologies and technologies to obtain insights from data, and will operate at 1871 throughout the year during evenings and weekends.

“We are constantly working to provide our members and the Chicago tech community with access to the best educational programs,” said 1871 CEO Howard A. Tullman. “By partnering with Best Fit Analytics Workshop to bring their data analytics courses to our space, 1871 is adding yet another opportunity for students to develop professional skills that lead to successful, growing careers in the technology economy. Data analytics is a growing and exciting field that is full of opportunities, and Chicago is poised to be a global leader in this space.”

Best Fit Analytics Workshop offers weekend and evening courses for adults interested in learning more about data science. The organization introduces students to data science in a beginner-friendly, classroom setting that teaches a working knowledge of introductory data science skills. In addition, Best Fit Analytics Workshop works to build a community of knowledgeable instructors and engaged students who are committed to sharing knowledge, best practices and opportunities.

“We at Best Fit Analytics Workshop are excited to partner with 1871 to work towards achieving our mission of educating the Chicago community in analytics and data science,” said Scott Albrecht, co-founder of Best Fit Analytics. “1871 is well known and respected in the technology space, providing an ideal audience and setting for us to share our knowledge about data science while becoming a part of their community. It is truly the best fit for us and we look forward to working together.”

1871 hosts a number of educational programs around coding, design, business development, data analytics, and cybersecurity for the benefit of its member companies and the wider Chicago community. The education of individuals from outside of the technology community and their subsequent placement into stable jobs in growing fields is a key component of 1871’s ongoing work to increase inclusiveness and access to its community. To see a full list of the courses offered at 1871, please visit http://www.1871.com/edu.

The first Best Fit Analytics Workshop covers the data science industry, R basics, linear and logistic regression, and classification trees. This course will take place at 1871 on Saturday, April 16 and Sunday, April 17 from 9:00am to 5:00pm. For more information and to register, visit http://www.bestfitanalyticsworkshop.com.

About 1871

1871 is the home of more than 350 early-stage, high-growth digital startups. Located in The Merchandise Mart, this 120,000 square foot facility is also the headquarters of nationally recognized accelerators Techstars Chicago and the Good Food Business Accelerator; impact investing fund Impact Engine; half a dozen industry-specific incubators in key areas such as real estate, education technology, food and financial technology; several emerging tech talent schools (Flatiron, The Fullbridge Program, Future Founders, Designation and the Startup Institute), and the state’s leading technology advocate, the Illinois Science and Technology Coalition. It is the second home to Chicago-based VCs, Pritzker Group Venture Capital, MATH Venture Partners, Hyde Park Angels, OCA Ventures, OurCrowd and Chicago Ventures, as well as satellite offices for Northwestern University, University of Illinois, University of Chicago, Loyola University Chicago, Illinois Institute of Technology, and DeVry. 1871 has fast become recognized as the hub for the city’s entrepreneurial/technology ecosystem and has been featured in Inc. Magazine, TechCrunch, The Wall Street Journal, The New York Times, Chicago Tribune and Crain’s Chicago Business among other top media. 1871 is the flagship project of the Chicagoland Entrepreneurial Center.

 

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