Scottsdale, AZ, United States
Scottsdale, AZ, United States

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Grant
Agency: European Commission | Branch: FP7 | Program: CP-TP | Phase: KBBE.2011.1.2-02 | Award Amount: 4.04M | Year: 2011

FERTIPLUS will identify urban and farm organic wastes that can be used to recycle nutrients into agriculture as biochar, compost or combinations of them. Urban and farm organic residues are a large source of nutrients and today not used to its full potential. FERTIPLUS will assess and use this potential and contribute to sustainable crop production and soil productivity and quality across regions in Europe. It will demonstrate effective innovative processing and application of biochar and compost while ensuring safety for soil organisms, the environment and human health throughout the food chain as far as potential mineral and organic contaminants are concerned. FERTIPLUS will assess scenarios on amount and quality of organic wastes available within the EU in the near future to identify and map their potential for recycling nutrients to soil and plants in biochar or compost. Production processes for compost and biochar are reviewed and new technologies will be designed to obtain high quality biochar with functionalities related to site-specific targets of sustainable soil management. Compost and biochar amendments will be compared in lab and field trials for agronomical and environmental impacts (crop production, disease suppression, soil C sequestration, prevention of GHG emissions and leaching losses) and biofuel and energy balance. Results will be used to complete a Life Cycle Analysis and define the best application practices for an effective and safe use of the final products in agriculture in an economically viable way. The consortium combines the expertise needed for these goals and involve 6 SMEs to guarantee rapid implementation of results and innovations in line with future regulatory projects (e.g. End of Waste criteria for bio-wastes, revision of Fertilisers Regulation) . Focused dissemination and communication actions include a website, brochures and meetings on innovations targeted to stakeholders and extension services.


Patent
Integrate | Date: 2015-11-27

A method for forming a waferless interposer comprises the following steps. A transparent carrier is provided. A buffer layer is formed on the transparent carrier. First pads are formed on the buffer layer, and interconnections are formed on the first pads. A non-conductive layer is formed on the buffer layer and filled between adjacent the interconnections, wherein the upper surfaces of the interconnections are exposed on the non-conductive layer. A first redistribution procedure is performed to form a first conductive pattern on the non-conductive layer for connecting with the interconnections. A passivation layer is formed on the first conductive pattern, and is defined to form first contact holes thereon. Second pads are formed on the passivation layer to connect with the first conductive pattern through the first contact holes. After, a laser below the transparent carrier irradiates laser beam on the buffer layer to dissociate it for separating the interposer from the transparent carrier.


News Article | May 20, 2013
Site: www.wired.com

Building a company is difficult in itself. Building a company away from the Mecca of its respective industry only compounds entrepreneurial challenges. Try starting a finance business anywhere but New York for instance…or a fashion brand away from Paris. Better yet, take on the task of growing a tech startup outside of Silicon Valley. The obstacles may seem insurmountable. Yet, these challenges often mask unnoticed or undervalued advantages. It’s rare for startups to scale without substantial funding, which is difficult to secure when launching a technology company removed from Silicon Valley. In fact, somewhere around a third of all venture capital in the U.S. is invested within this small technology hub. The process of finding investors relies heavily on networking, and making meaningful connections is problematic when you’re geographically detached from the network. Even after working tirelessly to secure a meeting with a potential investor, they’ll inevitably have concerns about the startup’s ability to recruit talented employees and close valuable clients from a remote location. Their concerns around attracting industry talent are legitimate. Despite having three major universities located within a three-hour drive of Integrate’s Scottsdale headquarters, finding applicants with adequate education and relevant experience remains a challenge. The Phoenix Metropolitan area is known for its transitory nature and quality graduates seem to depart the moment their diplomas are in hand. Without the luxury of an experienced talent pool, remote startups are required to search for younger employees that have a desired skillset and can be taught industry best practices. Hiring employees who are relatively new to the workforce requires an extensive focus on aptitude testing during both the application and interview processes. Corporate training programs must include a heavy foundation of basic industry knowledge and instill an entire vocabulary that is typically second nature to the Bay Area workforce. Much like ascertaining quality talent, courting potential clients mandates an intensive approach. While modern technology makes communication possible regardless of location, there’s no substitute for in-person meetings. In a sales-driven environment, face-to-face connections are vital to building lasting relationships. When you’re outside the valley hub, hosting quick, impromptu meetings is nearly impossible and perennial travel is a necessity. During Integrate’s first two years, we were on the road eighty percent of the time, providing platform demos and identifying the needs of prospective clients. Moreover, building outside of Silicon Valley can lend the impression of being behind the curve with regard to new trends and developments. Consequently, obtaining important industry credibility is a challenging endeavor. Technology solutions must be more sophisticated, sales and account staff better informed, marketing collateral of superior design and thought leadership actually based on innovative ideas. Efforts to keep these elements in the industry eye must be precise and persistent. Fortunately, where most people are blinded by obstacles, successful entrepreneurs see opportunities. Many startups fail due to their inability to generate profit before exhausting capital. The capability to keep overhead in check during growth is crucial for success. Operational costs are certainly disproportionate in the Bay area compared to other locales. Depending on where entrepreneurs choose to hang their hats, their location can definitely help their companies survive the first years with lower real estate costs, salaries and taxes. The daunting task of identifying, training and developing valuable employees is largely offset by the greater ability to retain talent. Remote startups are far less affected by the company-hopping culture endemic within the valley, leading to greater operational efficiency, company morale and productivity. In addition, by recruiting staff not yet jaded from years of experience with other organizations, it is easy to foster an environment of motivation and innovation. Operating outside the pack mentality engendered by Silicon Valley has helped Integrate advance creatively and technologically. Undistracted by industry fads and intrigues, remote startups can focus their efforts on advancing technology and creating new sources of revenue. This atmosphere of innovation and creativity has been pivotal to Integrate’s success—and it’s something that wouldn’t have been possible had we launched in Silicon Valley. We would certainly have gotten lost among the thousands of me-too tech providers scrambling for their market share.


News Article | December 18, 2014
Site: www.xconomy.com

A lot of entrepreneurs have circuitous career paths before becoming a first-time CEO. Few have the Olympics or the National Football League on their resumes. But that’s the case for Jeremy Bloom, co-founder and CEO of Integrate, a venture-backed marketing software company. Bloom has been in the top spot for about eight months as the company tries to scale, improve its go-to-market strategy, and find the perfect market fit after a challenging year. Understanding how to successfully navigate those challenges comes only with experience, and Bloom said he’s learning on the job. “The thing about being a CEO is, it’s sink or swim, and you’re thrown in, and you have no choice but to swim,” he said. Although he spent a year in a special entrepreneurship program at the University of Pennsylvania’s Wharton School of Business, he said the best training might have come from his years in sports. He was a world champion freestyle skier and competed in the 2002 and 2006 Winter Olympics, where he finished sixth in the freestyle moguls competition in 2006. He also spent parts of two seasons as a wide receiver and kick returner with the Philadelphia Eagles and the Pittsburgh Steelers. Prior to the Olympics and NFL, Bloom was a collegiate All-American with the University of Colorado’s football team. It’s been several years since Bloom’s athletic glory days—his football career ended when the Steelers cut him before the 2008 season, and he last competed as a skier in 2009—but the lessons are lasting. “Day to day, I find so many similarities with my experience as a professional athlete. Building a team, building a culture, trying to accomplish these lofty goals, I think there are a lot of similarities,” he said. Now Bloom is in charge of Integrate, which he co-founded in 2010. The Scottsdale, AZ-based company, which has offices in Denver, San Francisco, and Boston, announced last week it has a new $5 million venture loan from Trinity Capital Investment, a firm that specializes in venture debt financing for expanding startups. The mezzanine financing brings the total raised by the company to $40 million. Of that, $22.5 million comes from equity investments by Comcast Ventures, Liberty Global Ventures, and the Boulder, CO-based Foundry Group. The remainder is a debt facility from Silicon Valley Bank. Integrate makes marketing software, an area that’s been hot in recent years. But unlike Marketo and Eloqua, which do marketing automation, or adtech companies focused on programmatic advertising, Integrate focuses on what Bloom said is the piece that’s in between. That’s demand generation—the process of finding potential costumers, building brand awareness, and starting the work of converting leads to sales. “There’s such a big collision right now between adtech and marketing tech, and Integrate sits between the two,” he said. Bloom said that’s a $30 billion per year industry, but it is part of the advertising and marketing process “that’s still very, very old school.” “The way marketers are buying that media and getting that lead data into their systems looks like … Next Page »


News Article | July 2, 2015
Site: www.fastcompany.com

Why do people start a business? For many, it’s the simple pursuit of being their own boss—calling all the shots, all the time. For others, it’s the entrepreneurial journey of launching a company, while creating a product or service they are truly passionate about. Yet, some are in it for the financial gain. Considering my background in professional athletics, I didn’t take the most traditional path in becoming an entrepreneur. I once spent my days on the ski slopes and the football field. Now I run customer acquisitions at a startup. Regardless of their journey to CEO, company founders tend to be passionate about solving problems they encounter in their career. This is the reason I left my customer acquisition job to start a company to solve my biggest pain point: the arduous and manual demand-generation process. Our time and resources were wasted, creating a problem not only for me, but also for the rest of the marketing community with no existing solution. I took this challenge on personally, founding a company Integrate to help marketers automate their demand-generation efforts. We are making excellent progress five years later. I'd like to share four key lessons I learned along the way. Entrepreneurs taking on disruptive challenges, take note: One of our five main cultural pillars at Integrate includes an entrepreneurial spirit. I subscribe to the notion of surrounding yourself with people who aren’t afraid to take big risks. A startup is like jumping out of a plane and assembling the parachute on the way down. It’s like the famous Facebook quote: "Done is better than perfect." If you haven’t developed pattern recognition, then it’s best to join a company prior to starting your own. When I was in the NFL, I took part in a program that allowed me to take classes at the University of Pennsylvania's Wharton School of Business. At the time, I wanted to start a vacation rental website—think Kayak meets Vacation Rental By Owners (VRBO). My real estate professor, Peter Linneman, gave me great advice: "Jeremy, before you start your own company, go lose someone else’s money first." What he meant was that I had spent my entire life focused on becoming a better athlete. I needed to develop my business acumen at a company prior to starting my own. Instead of starting my website, I decided to join a startup called MDinfo where I first gained exposure to customer-generation marketing. This role allowed me to start a business based on a challenge that I experienced, not something that sounded like a good idea. A common mistake I see founders make is they start a company with their close friend because they like the idea of building a company together. You want to find a cofounder that complements your blind spots as an operator. In my case, I found a tech savvy cofounder. While I was out in the market getting feedback on our product, he was in the office making sure it was properly built. It’s also important to put more weight on culture than competency while building your team. Although a great culture won’t ensure a great business, it will help your team fight above its weight class. Hard work beats talent when talent doesn’t work hard. Seek out people who have a founder’s mentality. It is critical to build a team that's dedicated like you are to changing an industry. As much as entrepreneurs—myself included—would like to maintain the company’s original mission, it’s rarely realistic. Market needs shift, industry trends come and go, and the focus of a company will change. It’s important to have an open mind. Maintain true to your core values, but don’t be afraid to be flexible with your vision and evolve it. The most successful businesses are able to foresee market needs, and determine how to shift focus accordingly to best serve customers. We hear the term corporate culture a lot. It’s not just a buzzword; it’s more than casual dress code and a couple of fun work outings. Write down four or five cultural traits that you respect the most and inject them into your DNA from day one. My days in the NFL taught me the culture you instill in the locker room is sometimes the difference between losing in the first round of the playoffs and going on to win the Super Bowl. The same is true for a company. An atmosphere of unity with shared core values contributes to a happy, cohesive, and successful workforce. This is something I wish I had focused on earlier when launching the business. I have learned it’s easy to surround yourself with like-minded people, and this creates a level of comfort. However, working with people with differing viewpoints and ideas makes for a more stimulating corporate culture. I like to keep an open mind to new ideas and welcome them. The most effective collaboration comes from working with smart people from various backgrounds. Jeremy Bloom is the CEO and cofounder of marketing software company Integrate.


News Article | June 19, 2014
Site: www.feld.com

Recently, I wrote a post titled After Your First Big Success, What’s Next? The comment thread was powerful and fascinating, as was the direct email feedback I got, including the following note: Having failed at a lot of things, I’m completely comfortable tackling this. But let me establish my bonafides first. My first company, Martingale Software, failed (we returned $7,000 of the $10,000 we raised.) My second company, DataVision Technologies failed. I didn’t have success until my third company, Feld Technologies. While my first angel investment was a success, I resigned as the chairman after the VCs came in and left the board after the CEO was replaced. In the late 1990s, what looked like my biggest success at the time, went public, peaked at an almost $3 billion market cap, and then went bankrupt three years after the IPO. And the second VC fund I was part of, which raised $660 million in 1999, was a complete disaster. As the cliche goes, I learned a lot from these failures. I’ve had many more. I remember firing my first employee, which I viewed as a failure on my part, not hers. I remember the first CEO I fired and staying up all night prior to doing it because I was so nervous and miserable about the decision I’d made to back him. I remember the first company I funded as a VC that failed and struggling to figure out how to shut it down after everyone else fled from the scene. I remember the first time someone threatened to sue me for doing a bad job for them (they didn’t.) I remember the first time I was sued for something I didn’t do (I eventually won.) I can keep going, but you get the idea. What’s next is simple. It’s whatever you do next. In some cases this will be easy – you’ll already be on to the next thing before the previous thing you were working on failed. In many cases it won’t be easy – you’ll be wallowing in the quicksand of the failure well after the other bodies have been sucked below the surface. How you deal with your own emotions, and perspectives, is an entirely different matter. I love the approach of Jeremy Bloom, the CEO of Integrate (we are investors) who I have immense respect and adoration for. In 2006 at the Winter Olympics, he was the best freestyle mogul skier in the world. On his last run, he was expected to take gold. Halfway down he missed a turn and placed sixth. As Jeremy told me, he gave himself 24 hours to be angry, depressed, upset, furious, frustrated, confused, and despondent. I imagine him in his room in the Olympic Village systematically destroying all the furniture. One minute after 24 hours, he was on to the next thing, with the failure solidly in his rear view mirror. Now, 24 hours is a short amount of time. I’ve often carried my failures around for longer, but never much longer than a couple of days. I separate how I feel from failure from how I feel about life and what I’m doing. Interestingly, for me, failure isn’t the thing that gets me depressed, it’s boredom combined with exhaustion. But that took me a long time to figure out. I’ve found that talking to people about my failures is helpful. Rather than hold them inside, I talk to Amy (my beloved) about them. I talk to my partners about them. I talk to my close friends about them. I don’t ignore the failure or try to bottle it up somewhere. Rather, I set it free, as quickly as I can. In our book Do More Faster, we have a chapter on the the wonderful story of the failure of EventVue. After it failed, some of Rob and Josh’s friends from the Boulder Startup Community had a wake for EventVue. We celebrated its life, buried it, and moved on. I loved this idea and have done it a few other times for failed companies. It’s important to remember that even in death you can celebrate the wonderful things that happened during life. But ultimately, you have to know yourself. There is no right answer or magic salve for getting past failure. If you are going to be an entrepreneur, you are going to experience it a lot. It’s just part of the gig. Start by understanding that, and asking yourself what you are really afraid of. And, after you fail at something, let yourself experience whatever you want to experience, remembering that it’s just another small part of the journey through life. And then go on to whatever is next, in whatever time you are ready for it.


News Article | June 16, 2015
Site: www.bloomberg.com

GM’s Camaro and Colorado Wins Car and Truck of the Year General Motors global product development executive vice president Mark Reuss discusses the company’s growth with Matt Miller on “Bloomberg Markets.” (Source: Bloomberg)


News Article | June 20, 2014
Site: www.vccircle.com

While one group of VCs, who do not want to waste much of their time, quickly responds with a 'no', there are others who simply don't respond till you follow up. Recently, I wrote a post titled After Your First Big Success, What’s Next? The comment thread was powerful and fascinating, as was the direct email feedback I got, including the following note: “I think it would be interesting to hear your perspective on how an entrepreneur should approach “what’s next” after coming off a failed business. How should one manage their own emotions and their own perspectives post failure? It’s easy to play the blame game and it’s easy to be extremely hard on ourselves. There has to be constructive ways to move forward rather than destructive ways that could lead to lack of confidence, or depression.” Having failed at a lot of things, I’m completely comfortable tackling this. But let me establish my bonafides first. My first company, Martingale Software, failed (we returned $7,000 of the $10,000 we raised.) My second company, DataVision Technologies failed. I didn’t have success until my third company, Feld Technologies. While my first angel investment was a success, I resigned as the chairman after the VCs came in and left the board after the CEO was replaced. In the late 1990s, what looked like my biggest success at the time, went public, peaked at an almost $3 billion market cap, and then went bankrupt three years after the IPO. And the second VC fund I was part of, which raised $660 million in 1999, was a complete disaster. As the cliche goes, I learned a lot from these failures. I’ve had many more. I remember firing my first employee, which I viewed as a failure on my part, not hers. I remember the first CEO I fired and staying up all night prior to doing it because I was so nervous and miserable about the decision I’d made to back him. I remember the first company I funded as a VC that failed and struggling to figure out how to shut it down after everyone else fled from the scene. I remember the first time someone threatened to sue me for doing a bad job for them (they didn’t.) I remember the first time I was sued for something I didn’t do (I eventually won.) I can keep going, but you get the idea. What’s next is simple. It’s whatever you do next. In some cases this will be easy – you’ll already be on to the next thing before the previous thing you were working on failed. In many cases it won’t be easy – you’ll be wallowing in the quicksand of the failure well after the other bodies have been sucked below the surface. How you deal with your own emotions, and perspectives, is an entirely different matter. I love the approach of Jeremy Bloom, the CEO of Integrate (we are investors) who I have immense respect and adoration for. In 2006 at the Winter Olympics, he was the best freestyle mogul skier in the world. On his last run, he was expected to take gold. Halfway down he missed a turn and placed sixth. As Jeremy told me, he gave himself 24 hours to be angry, depressed, upset, furious, frustrated, confused, and despondent. I imagine him in his room in the Olympic Village systematically destroying all the furniture. One minute after 24 hours, he was on to the next thing, with the failure solidly in his rear view mirror. Now, 24 hours is a short amount of time. I’ve often carried my failures around for longer, but never much longer than a couple of days. I separate how I feel from failure from how I feel about life and what I’m doing. Interestingly, for me, failure isn’t the thing that gets me depressed, it’s boredom combined with exhaustion. But that took me a long time to figure out. I’ve found that talking to people about my failures is helpful. Rather than hold them inside, I talk to Amy (my beloved) about them. I talk to my partners about them. I talk to my close friends about them. I don’t ignore the failure or try to bottle it up somewhere. Rather, I set it free, as quickly as I can. In our book Do More Faster, we have a chapter on the the wonderful story of the failure of EventVue. After it failed, some of Rob and Josh’s friends from the Boulder Startup Community had a wake for EventVue. We celebrated its life, buried it, and moved on. I loved this idea and have done it a few other times for failed companies. It’s important to remember that even in death you can celebrate the wonderful things that happened during life. But ultimately, you have to know yourself. There is no right answer or magic salve for getting past failure. If you are going to be an entrepreneur, you are going to experience it a lot. It’s just part of the gig. Start by understanding that, and asking yourself what you are really afraid of. And, after you fail at something, let yourself experience whatever you want to experience, remembering that it’s just another small part of the journey through life. And then go on to whatever is next, in whatever time you are ready for it. (Brad Feld is the founder and managing director of the Foundry Group, an early stage venture capital firm, located in Boulder, Colorado).


News Article | October 24, 2014
Site: www.feld.com

In a recent board meeting, at a particularly challenging part of the conversation, I did a retrospective of the past five years as a lead up to making a point. I prefaced it by saying “I need you to take a leader approach, not a victim approach.” I realized no one knew that I meant by this, so I told a quick story, which I first heard from Jeremy Bloom, the CEO of Integrate, retired pro-football player, retired Olympic skier, and someone I adore. “I’ve learned that there are two types of people: leaders and victims. Leaders are those who see a complex problem and figure out a way either individually or collectively to solve it. These are the people who build successful businesses, become C-Level execs and start their own companies. Victims look at problems and instantly blame everyone else when they can’t solve it. They are the finger-pointers and can rarely admit when they make mistakes. I’ve seen firsthand in football and business how victims can bring down the morale of an entire team. It’s impossible to build anything with a victim mentality.” In the longer version of the story, he talked about his experience on the Philadelphia Eagles (amazing talent, victim mentality) and the Pittsburgh Steelers (mediocre talent, leader mentality.) He also has a great cross-over line from his experience in athletics to being an entrepreneur: “My journey in athletics provided me with numerous lessons I apply every day in business. In athletics, for every gold medal that I won I failed 1000 more times. I became conditioned to handle the emotional swings. Possessing the mental ability to stay even keeled during the highs and lows is one of the most important skills one can possess to increase the likelihood of long term success. Any entrepreneur will tell you that there are days when they are 100% confident that they are going to change the world and other days when they aren’t sure if the company will be around in a few months. Managing the emotional swings in business comes easier to me because of my experience in athletics.” The retrospective with the company was powerful. The company is a real company with significant revenue and over 100 employees. They’ve had numerous challenges along the way, including many disappointments with larger partners who have behaved in ways that could easily cause anyone to be cynical and take a victim approach to the world, as in “we are a victim of the capriciousness and bad behavior of our much larger strategic partner.” The core of the company is strong. The team, especially the leadership team, is dynamite. The customer base is incredible. The technology and products are very deep. The optimistic view (the leader view) of their prospects is strong. The pessimistic view (the victim view) is one of fatigue and frustration, especially of broken promises of others. I led with the punchline. The business was profitable in Q3. It was cash flow positive after debt service. The Q4 pipeline is solid. The new product family looks great and is off to a strong start, even though it’s early in the cycle. The broad market for their new product line is exploding. The leadership team is dynamite and very, very tight knit. The employees are smart, committed, and a good mix of long-timers and relatively new folks. We talked for a while. One of my comments was “Fuck your historical big company partners – you know how they are wired and what their behavior is going to be. Don’t depend on them and don’t worry about them. Work with them in a collaborative, friendly way, but don’t count on them. Be a leader and create your destiny, rather than be a victim to whatever their whims are.” As I was going through my emails this morning catching up after a long day, I was pondering the tone of entrepreneurs I work closely with, most of whom behave like leaders almost all the time. This is in comparison to a lot of other entrepreneurs I interact with but don’t work with, some who behave like leaders but a surprising numbers who behave like victims. And then I pondered this in the context of my interactions with VCs and co-investors, where again I realized that there is a lot of victim mentality in the mix. Are you a leader or a victim?


News Article | December 8, 2016
Site: www.prnewswire.com

SEATTLE, Dec. 8, 2016 /PRNewswire/ -- Milliman, Inc., a premier global consulting and actuarial firm, today announced that it has been selected by Risk.net as the best tech vendor for actuarial modelling. For the second time in three years, Milliman is being recognized for its software...

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