Apple Teams With IBM to Woo the Corporations It Once Ignored


ibm-apple

Courtesy of Apple/Paul Sakuma



Apple and IBM have joined forces to sell iPhones and iPads to business customers.


The two companies unveiled their new partnership on Tuesday, and at first blush, it seems like an odd announcement. After all, the iPhone has been around for seven years, and Apple says that its iOS operating system is already used in 92 percent of Fortune 500 companies. But after years of pushing the iPhones and iPads into businesses in rather subtle ways, Apple now wants to redouble its efforts with more public and direct methods, hoping to expand even further into the business world.


When Apple introduced the iPhone in 2007, the company had a sneaky and cunningly effective strategy for selling its hardware to corporate America. It played hard-to-get, ignoring corporate IT departments and letting consumers fall in love with the device. Apple fanatics would be the shock troops in the invasion of corporate America.


The strategy was remarkably effective. Apple’s smartphones and tablets proceeded to take over the business world, with little more than an aloof push from Apple’s marketing team–though the company did actively push devices into the business world in some ways.


But now things have changed. Apple’s growth is slowing. Google’s Android has proven to be a serious competitor, and Apple needs more a friend in a business suit. That friend, it turns out, is IBM—the company that Apple once likened to Big Brother. These days, though, IBM doesn’t sell PCs. It’s become a software and services company, with a sideline in exotic servers. And Apple sees it as a much better partner than anything else.


The deal will give IBM a better way developing software and selling Apple’s tablets and phones to its enterprise customers, and it gives Apple a way to boost hardware sales. “If you were building a puzzle they would fit nicely together with no overlap,” Apple CEO Tim Cook told Re/code. “We do not compete on anything. And when you do that you end up with something better than either of you could produce yourself.”



LeapFrog Takes on Apple With New Hardware Designed for Kids


leap-frog-inline

LeapFrog



LeapFrog has long been a leader in the world of educational technology. But now, it’s making a new leap across the tech landscape, introducing a slew of new devices that pit the 20-year-old company against the giants of industry, including Apple, Samsung, and Microsoft.


The latest is the LeapTV video game console, unveiled on Tuesday. Aimed at three- to eight-year-old kids, the LeapTV is compatible with 100 original, educational LeapFrog games, and it includes motion sensing technology to encourage kids to be active. Later this year, LeapFrog will also roll out the LeapBand—an activity tracker for kids that offers rewards for staying active and teaches healthy habits—and the California company is already on to its third generation tablet, the LeapPad3, announced in early June.


For a company that’s more commonly compared to Mattel than it is to Apple, this is a bold move into the crowded consumer electronics space. After all, parents can already download games for kids on their iPads or pop a kids game into their family’s Nintendo Wii. But according to LeapFrog CEO John Barbour, these are provisional options that don’t truly create an educational or age-appropriate experience for the little ones. What’s more, he says, such games have been getting the big tech companies in trouble. Amazon is now facing an FCC lawsuit for failing to prevent kids from making unauthorized in-app purchases, and Apple recently went through a similar battle.


LeapFrog, by contrast, has two decades of experience making educational products for kids. That, says Barbour, is a priceless advantage. “There are people out there in the broader entertainment space, but I don’t believe there’s anyone out there that does what we do,” he says.


For a company that’s more commonly compared to Mattel than it is to Apple, this is a bold move into the crowded consumer electronics space.


Barbour came out of retirement in 2011 to lead LeapFrog, after serving as president of Toys “R” Us from 2004 to 2006. After joining LeapFrog, he says, it was immediately apparent to him that the company—and in fact most other companies—were missing out on a big opportunity to create devices, not just toys, for kids. “I loved the brand, but I felt it was far too focused on the toy business,” he says. “Kids are growing out of toys at a younger age.”


Barbour and his team decided that they would have to build these devices as much for the parents as they did for the kids. Most educational games today, he says, are either so educational that kids don’t find them fun, or so focused on fun that they offer only the slightest educational value. “We tried to marry both things,” Barbour says.


Meanwhile, LeapFrog also wanted to address the stigma that games rot kids’ brains and keep them inactive. So, with the LeapBand, the company jumped on the activity tracking craze, developing a device that would not just maniacally track children’s steps, but comes loaded with games to get kids moving. LeapFrog also completely redesigned the controller for the LeapTV, specially for tiny hands, and has locked its tablets so that they have restricted access to the internet. Barbour says there are dozens more technologies, traditionally designed for adults, that LeapFrog wants to adapt for kids in the future.


Of course, he’s not the only one. The Nabi tablet, made by a startup called Fuhu, is also a leader in the kids tablet category. Even Samsung makes a Galaxy Tab for kids. And yet, Barbour insists he’s not competing on hardware alone. What really matters is the quality of the games themselves. “The tablet is the purchase, but what really chances the child’s life is the content they play on it,” he says. “If you want to buy another app and keep your kids out of your hair for 30 minutes, it’s no different than sitting your kid in front of some mindless cartoon. That’s not what we do.”



Weird Al’s New Video Teaches Grammar Using Robin Thicke’s ‘Blurred Lines’


Not many artists have 14 studio albums. Oddly enough, Chumbawamba is one of those rare acts, but that’s not what we’re here for today. No, today is about Weird Al Yankovic rolling out his Chumbawamba-matching 14th LP, Mandatory Fun, with an eight-videos-in-eight-days celebration of witty musical repartee.


Yankovic kicked off his week-plus-one extravaganza yesterday with “Tacky”, a ditty using Pharrell Williams’ napalm-like soul clapper “Happy” to riff on people who know not the meaning of shame (sweet Ed Hardy T, bro). It was a fun Yankovician romp, and a solid follow up to 2011′s “Perform This Way”, but today’s video surprise is some classic level Weird steez.


Set to the tune of disgraced crooner Robin Thicke’s “Blurred Lines,” we present you with “Word Crimes,” a takedown of English language abusers everywhere! If you’ve ever been confused about the use cases of who versus whom or the difference between irony and coincidence, Al is here to provide you with a catchy little cheat sheet—and supply some well-deserved shaming in the process. Consider this a kind of addendum to “Conjunction Junction”, a Schoolhouse Rock! installment for the snark age. Our favorite moments from the video include, but are not limited to:


- Dancing punctuation marks

- Yankovic’s ability to fluidly rhyme “nomenclature” with anything

- Use of Doge as an icon for word murdering

- Putting people on blast who say “expresso” (people who, coincidentally, could* probably care less about this song)

- Limiting use of numbers in words to Prince, because no one else has earned the privilege

- Punishment for misuse of the word “literal” in a figurative situation being a crowbar to the head


Thank you, oh Weird One, for using your big dictionary to set us straight.


*It’s couldn’t, for the love of god!



The New Thor Is a Big Deal, But Not Because She’s a Woman


FemaleThor

Marvel



In case you haven’t heard, Thor is now a girl. In an announcement on The View this morning, it was revealed that a woman will soon be wielding the Mjölnir in the Marvel comics. Naturally, people went nuts over the news. It was, to borrow a phrase from Vice President Joe Biden, a big f*cking deal. But as much as the importance of a new female superhero can’t be understated, the way the news traveled and how it spread might be the more game-changing event.


Think of it this way: This news broke on a daytime talk show. Like, the kind your parents/grandparents are probably tuned in to. View host Whoopi Goldberg actually told Middle America, “Thor, the God of Thunder, he messed up. He is no longer worthy to hold that damn hammer of his. And for the first time in history, that hammer is being held by a woman.” Host Jenny McCarthy also chimed in with “she’s got super-powered boobies!” (That last part is not true. Probably.) After the segment aired, Marvel released a statement from editor Wil Moss, heralding the groundbreaking change: “The new Thor continues Marvel’s proud tradition of strong female characters like Captain Marvel, Storm, Black Widow and more. And this new Thor isn’t a temporary female substitute—she’s now the one and only Thor, and she is worthy!” If ever there was a time to point out that the issue of diversity in comics has hit the mainstream, this is it.


In the last few years, there have been quite a few efforts to make comics not quite so monolithically white/male/straight/gender-normative/etc. In 2012, Green Lantern Alan Scott came out as gay. In 2011, it was announced that mixed-race teenager Miles Morales would be putting on the Spider-Man suit. Batwoman Kate Kane came out of the closet and took on “Don’t Ask, Don’t Tell.” Barbara Gordon (aka Batgirl) got a transgender roommate. The new Ms. Marvel is a Muslim teenager. And each time a change like this was announced, it made a blip on the radar, but it mostly circulated on newswires and blogs. Sure, Chris Hayes may herald the news of Batgirl’s transgender friend on MSNBC, but that happened after the fact. This time, message is being announced on The View, and Marvel itself is claiming that Thor “aims to speak directly to an audience that long was not the target for superhero comic books in America: women and girls.”


Of course, the fact that the news was on The View probably has a lot to with the fact that both the ABC network on which the show airs and Marvel are owned by Disney. But it’s hard to imagine this announcement feeling relevant to View viewers, say, five years ago. Let alone 10 years ago. But now even people who don’t read Marvel comics have been exposed to two Thor movies and The Avengers and know that Black Widow is the only heroine they’ve seen in that universe so far. (Whether or not they know that there is actually a Thor Girl is neither here nor there.) Basically, it’s now possible to talk about these issues in comics with a non-comic-book-reading audience without getting a confused stare in response. (It’s telling that Goldberg responded to McCarthy’s “super-powered boobies” comment with “she is actually in better proportion than a lot of the female comic superheroes.”)


So, yes, Thor becoming a female character—the comics hit in October and will be written by Jason Aaron with art from Russell Dauterman—is very cool, and is a very big deal. But you know what’s even cooler? The fact that everyone knows it.



A Clever Plan to Build a Nationwide Network for the Internet of Things


wifi

Getty



The “Internet of Things” can’t reach its true potential, many believe, unless we have better ways of bringing all these clever new devices online.


That’s why Nest and Samsung just introduced a new wireless networking standard called Thread—a radio technology designed specifically for thermostats, fire alarms, and other devices in the home—and it’s why a new startup called Iotera is trying to crowdsource a new nationwide wireless network for devices that operate outside the home. Like many other outfits, Iotera believes we need something more than ordinary Wi-Fi and Bluetooth and cellular networks if we’re going to bring things like keychains and backpacks online, but the company aims to make this happen in a unique way.


If you leave your dog in the car, you could monitor the temperature to make sure it doesn’t get too hot.


This morning, the company released its first product on Kickstarter. Called the Iota, it’s a small device that can act as a location tracker, GPS, temperature sensor, accelerometer, and more. You could put one on your dog’s collar, in your kid’s backpack, in your car, or on your keychain to not only track the location of the device, but monitor its surroundings. If you leave your dog in the car, for example, you could monitor the temperature to make sure it doesn’t get too hot. But the clever part is that Iota is also includes a wireless base station that connects those devices to the internet.


Each station has a range of 3 to 4 miles, and it can communicate with any Iota device within range, including those owned by other people. The base station transmits messages from the devices back to Iotera’s servers, which relay the information to the appropriate users. Three miles is plenty of range for many applications, but eventually, the company hopes to take this a step further. Since every base station can be used by any Iota device, each user is essentially providing coverage for every other user within range. As more users come online, the wider the coverage will be. Eventually, Wild says, he hopes that the company can achieve nationwide coverage.


More Range for the Internet of Things


This isn’t Wild’s first foray into the Internet of Things. In 2006, he co-founded Wirama, a wireless location tracking company that was acquired by security company Checkpoint in 2009. Wirama specialized in RFID—radio-frequency identification—a technology widely used for electronic locks, contactless payments, tracking inventory in retail stores and warehouses, and other short-range wireless applications. After leaving the company, Wild and an early Wirama employee named Rob Barton started thinking what to do next. “RFID was very cheap, but the range was only about 30-40 feet,” says Wild. “So we were thinking about what you could do if you could have a range of a few miles.”


Wild and Barton hit on the idea of using the unlicensed 902 to 920 MHz radio band to transmit small amounts of data, and Iotera was born. Unlike the bands used by Wi-Fi or LTE internet services, this band won’t be useful for heavy internet usage. But Wild says it’s perfect for the Iota, which only needs to send a small amount of data. In order to avoid the need to send frequent data streams, the device will handle much of the monitoring locally. For example, if you use it for temperature monitoring, it will only transmit a message when the temperature rises above a certainly level instead of frequently sending the temperature readings to your computer.


Wild is hoping this approach will help the startup compete with other, more established companies. Wild says that because there’s no monthly fee for using an Iota, it should be cheaper than subscription based services from companies like Tagg and Whistle. And because of the range afforded by Iotera’s technology, he thinks it will be able to compete with the Bluetooth-based Tile, which is less expensive than Iota, but has a maximum range of about 150 feet. Although Tile is also hoping to extend its network by letting its devices piggy back on any nearby smart phone that has Tile running, Wild argues Iotera’s longer range base stations could provide much more coverage area, making it far more likely that a device will come in contact with another user’s signal.


Tennis Courts That Know When They’re Free


Eventually, he wants Iota used for far more than just helping individual people find their keys. “We’d like to see Iota in public places,” he says. “Tennis courts and basketball courts could let you know if they’re available. We’ve thought about pollution sensors that could benefit the community.”


That vision will ultimately rest on selling enough devices to build a full, nationwide network. “It’s plausible,” says Brough Turner, the founder of Boston area wireless internet service netBlazr. “The IoT typically implies low data rates, so a lot of devices can share the same spectrum.” And because Iotera will be able to use digital signal processing to filter out noise, Turner says that the base stations should be able to use unlicensed spectrum, even in the case of heavy interference.


Those are the technical aspects. But the social aspect may prove to be a bigger challenge. Historically, people have balked at sharing their internet service with other people. But unlike a traditional Wi-Fi network, which could be used for everything from streaming Netflix to torrenting illegal content, Iotera’s network will be useful only by Iota devices, which will have a very limited range of uses—at least in the beginning. And fortunately, a single base station at home will suffice for many applications, so the device could be useful even if no one else in your city ever buys one.



Even the Gorillas and Bears in Our Zoos Are Hooked on Prozac



In May 1950 Henry Hoyt and Frank Berger, researchers at a small pharmaceutical company in New Jersey, submitted a patent application for a substance called meprobamate. They were impressed with the way the drug relaxed muscles in mice and calmed their notoriously testy lab monkeys: “We had about 20 rhesus and java monkeys. They’re vicious, and you’ve got to wear thick gloves and a face guard when you handle them. After they were injected with meprobamate though, they became very nice monkeys—friendly and alert. Where they wouldn’t previously eat in the presence of human beings, they now took grapes from your bare hand.”


The drug caused such relaxation in the monkeys that it prompted researchers to wonder if meprobamate, which would soon be called Miltown, might be a productive complement to psychoanalysis in people.


At the same time, a pharmacist at the French company Rhône-Poulenc screened a new drug, called chlorpromazine, for behavioral effects on rats. To reach a platform with food on it, the rats simply had to climb a rope. The drugged rats didn’t climb the rope, even when they learned that a shock was coming.



They seemed totally indifferent: They weren’t concerned with the shock or the food. And it wasn’t because they were sedated or uncoordinated; they were wide awake and physically unimpaired.

At Sainte-Anne Hospital in Paris in the early 1950s, doctors began giving chlorpromazine to patients with delirium, mania, confusion, and psychosis. The drug didn’t sedate these people or put them to sleep as other sedatives had done. Instead, patients on chlorpromazine were aware and, like the rats, indifferent to the outside world but could engage with it when needed.


In 1954 Rhône-Poulenc sold the U.S. chlorpromazine license to Smith Kline, which named the drug Thorazine. The market for the new drug was mind-boggling, generating $75 million in sales in its first year.


Miltown went to market in 1955 and became the fastest-selling drug in U.S. history. By 1957 more than 36 million Miltown prescriptions had been filled and a billion tablets manufactured. Tranquilizers accounted for one-third of all prescriptions in the United States, and the drug was active in redefining the very idea of what anxiety was and who could suffer from it.


The Gorilla Who Got Thorazine in His Coca-Cola


One of the first nonhumans to be given psychopharmaceuticals as a patient (and not as a test subject) was a western lowland gorilla named Willie B., who was famous in Atlanta, Georgia. He was captured in Congo as an infant in the 1960s and sent to Zoo Atlanta, where he lived for 39 years, 27 of them alone in an indoor cage with a tire swing and a television.


According to Mel Richardson, who was working as a veterinarian at Zoo Atlanta at the time, Willie broke a glass window in his enclosure in the winter of 1970–71 and had to be transferred to a much smaller cage for six months while the glass was replaced with heavy metal bars.


“He weighed around 400 pounds, and the cage was way too small for him,” said Mel. “If he stood up and stretched each arm all the way out he could almost touch both sides of the cage at once.”


The vet staff put Thorazine in the Coca-Cola Willie drank in the morning. He responded to the drug as many institutionalized humans do: He shuffled back and forth across his cage with dulled eyes.


The vet staff decided to medicate him so that the six months would be more bearable. They put Thorazine in the Coca-Cola he drank in the morning. According to Mel, Willie responded to the drug as many institutionalized humans do: He shuffled back and forth across his cage with dulled eyes. “It was a little like watching the men in One Flew over the Cuckoo’s Nest,” Mel said.


Dolphins, whales, sea lions, walruses, and other marine creatures in parks like SeaWorld have also been given psychotropic drugs for what their vets see as depression, anxiety, compulsive regurgitation, flank sucking, or other distressing behaviors.


Two marine mammal veterinarians who have spent decades on staff or consulting for American animal-display facilities and the military’s marine mammal program told me that antidepressants and antipsychotics are commonly used but that “no one was going to talk to [me] about it.” Even they wouldn’t speak about the subject on the record.


The Polar Bear on Prozac


But we do know about Gus, one of the polar bears in the Central Park Zoo, who started compulsively swimming figure eights in his pool for up to 12 hours a day, every day, for months. When the zoo paid a behaviorist $25,000 to help him, something of a Gus moment took hold of the city. The bear was on the cover of Newsday, Letterman cracked jokes about him, and the Canadian band The Tragically Hip wrote a song called “What’s Troubling Gus?”


The zoo’s public affairs manager said that Gus’s story was so captivating because “it’s like Woody Allen always being in therapy—the idea that all New Yorkers are neurotic.” In the wake of the news coverage, people called in from around the country to ask how the bear was doing.


Gus lived in a 5,000-square-foot enclosure—less than .00009 percent of what his range in the Arctic would be. He was a major predator who, despite being born in captivity, no doubt still felt predatory impulses.


The answer was complicated. Gus lived in a 5,000-square-foot enclosure—less than .00009 percent of what his range in the Arctic would be. He was also a major predator who, despite being born in captivity, no doubt still felt predatory impulses.


In fact when Gus first arrived from an Ohio zoo in 1988, his favorite game was stalking children from the underwater window in his pool. “He liked to see them scream and run in terror—it was a game,” the zoo’s animal supervisor told a reporter. But the zoo staff didn’t want Gus to scare children or their parents, so they put up barriers to keep visitors farther away from the window. Gus soon started to swim in endless figure eights.


Hoping to curb the neurotic behavior, the zoo hired Tim Desmond, an animal trainer who had trained the orca who played Willy in the film Free Willy. Desmond was able to reduce Gus’s compulsions by giving him new things to do, such as bear food puzzles or snacks that took him longer to eat: mackerel frozen in blocks of ice or chicken wrapped in rawhide.


The zoo redesigned his exhibit and installed a play area stocked with rubber trash cans and traffic cones that Gus could pretend-maul. They also put him on Prozac. I do not know how long he was on the drug, or even if it was as effective as his new exhibit and entertainment schedule, but eventually Gus’s compulsive swimming tapered off, though it never went away entirely.


The Gorillas Who Got Haldol, Valium, Klonopin, Zoloft, Paxil, Xanax, Buspar, Prozac, Ativan, Versed, Mellaril, and Beta-Blockers


Another case involves a whole troop of gorillas at the Franklin Park Zoo in Boston.

In 1998 a 12-year-old male gorilla named Kitombe arrived at the zoo. The first week there, introductions between Kit and the other gorillas went smoothly. But soon Kit became violent. He also quickly impregnated one of the female gorillas, Kiki.


Kit was deeply agitated about the pregnant Kiki and wouldn’t let any of the other gorillas in the exhibit near her. His ire was focused in particular on a 36-year-old female named Gigi, who was the oldest gorilla in the troop.


As Kit chased Gigi around the exhibit, she screamed and shook. He bit her, tried to drown her in the exhibit’s moat, and tore open her scalp from ear to ear. Gigi, an already anxiety-prone gorilla given to repeatedly regurgitating and reingesting her food, eating her own feces, and sometimes slamming it on the glass of the exhibit in front of visitors, became a nervous wreck.


The drugs gave Kit diarrhea and slowed him down a bit, but they didn’t make him less aggressive. The keepers weaned him off the Haldol and Prozac and started him on Zoloft, which didn’t work either.


After two months of this, Dr. Hayley Murphy, the head veterinarian at the time, found her way to Michael Mufson, a psychiatrist and assistant professor at Harvard Medical School.


To treat Kit, Mufson prescribed Prozac and increasing dosages of the antipsychotic Haldol. The drugs gave Kit diarrhea and slowed him down a bit, but they didn’t make him less aggressive. The keepers weaned him off the Haldol and Prozac and started him on Zoloft, which didn’t work either. They tried one last antipsychotic, risperidone, but after a few months with no change in the frequency of his attacks on Gigi, Kit was separated from the troop and put in a cement and steel holding area by himself. Sadly, this isolation period would last more than 10 years.


Mufson was more hopeful about his ability to help Gigi. He prescribed her a beta-blocker, the same drug that concert pianists take for nerves. She was on it for three months without much of an effect. Mufson then decided to try a combination of Xanax and Paxil. Gigi soon seemed slightly less anxious, but Kit still intimidated and bullied her. What actually worked was removing the violent gorilla from the rest of the troop, even if that didn’t help him. In the wake of Kit’s exile, Gigi was weaned off the drugs.


After their experiences at the zoo in Boston, Murphy and Mufson were curious about the use of psychopharmaceuticals in other captive gorillas, so they surveyed all U.S. and Canadian zoos with gorillas in their collections. Nearly half of the 31 institutions that responded had given psychopharmaceutical drugs to their gorillas. The most frequently prescribed were Haldol (haloperidol) and Valium (diazepam), though Klonopin, Zoloft, Paxil, Xanax, Buspar, Prozac, Ativan, Versed, and Mellaril had all been tried.


Mufson keeps photos of the Boston gorilla troop on his desk alongside pictures of his wife and children, and every year, he brings medical students on psychiatry rotations to the zoo to see the apes. Since he first began working with Gigi, Mufson has treated a number of gorillas in other American zoos. He also agitates for changes in their environments and daily routines.


Excerpted from Animal Madness: How Anxious Dogs, Compulsive Parrots, and Elephants in Recovery Help Us Understand Ourselves by Laurel Braitman. Copyright ©2014 by Laurel Braitman. Reprinted by permission of Simon & Schuster, Inc.


Homepage image: Lennart Tange/Flickr



The Man Who’ll Stop at Nothing to Bring Free Internet to the World


world-internet

Getty



The fight to bring the entire planet online has reached new extremes. On one hand, we have Facebook CEO Mark Zuckerberg and Internet.org, the non-profit he founded to bring the developing world online through drone and satellite technology. On the other, we have Google, which is spending millions to acquire its own drone and satellite operations while also working to stream internet access from high-altitude balloons.


And then there’s Kosta Grammatis.


Though far from the most formidable entrant in this race, the young entrepreneur is no less serious about his mission. As founder and CEO of a non-profit called A Human Right, Grammatis has since 2009 been developing a variety of projects to expand internet access around the world. In 2010, he launched BuyThisSatellite.org, which sought funding to purchase a satellite that could beam internet connections to those without them. Two years later, MoveThisCable.org successfully lobbied a telecom company to reroute an underwater fiber optic cable so it could bring the remote South Atlantic island of St. Helena online.


Now Grammatis is on to what may be his most ambitious project yet.


Kosta Grammatis.

Kosta Grammatis. Oluvus



Oluvus, his latest startup, is a new kind of telecom that hopes to make money by giving away—yes, for free—internet access in the US and use any profits to support connectivity projects in the developing world. It plans to use the “freemium” model, where you give away basic services and encourage people to pay for additional stuff. The idea is that this will be successful enough to bootstrap a whole new online universe on the other side of the globe.

It’s a lofty—potentially impossible—goal. But what Grammatis lacks in money and size, he makes up for in good intentions. After all, both Facebook and Google also see massive business opportunities in expanding the internet and, therefore, their own services. Grammatis, on the other hand, is unlikely to get rich from this. His motivation is purely altruistic, stemming from a fundamental belief that access to the internet is, quite simply, a human right. “I’m a strong believer that people are responsible for their own plight in some ways,” he says. “And if you give them the right tools, they can help themselves.”


The Long Road to Oluvus


Grammatis first became interested in connecting the unconnected world while participating in a think tank called Palomar 5. The goal of the think tank was to build technology to address some of the world’s biggest problems. Over time, the group agreed that many of these challenges, from gender inequality to education to freedom of expression, could be improved with greater access to the Internet, and its vast wealth of information. “We realized how people around the world, and I’m talking about in America too, benefit from knowledge and are empowered by information, so they can start to solve those problems, themselves,” he says.


At first, Grammatis, who worked as an engineer for SpaceX before launching A Human Right, wanted to design a satellite system for the developing world, but quickly realized that would be a multi-billion dollar endeavor. It would be cheaper, he believed, to bid on the Terrestar-1 satellite that was auctioned after its parent company went bankrupt. He knew other bankrupt companies had sold their satellites for pennies on the dollar. In the end, however, BuyThisSatellite.org cobbled together just $67,096, a mere sliver of the $1.375 billion Dish Network paid to acquire Terrestar-1.


Still, Grammatis was undeterred. In 2012, he started a project called the Bandwidth Bank, an attempt to get major telecom companies to donate their unused bandwidth to those who could use it. “A little known fact about internet access is there’s plenty of unused connectivity,” he says. “Spectrum’s a public thing. It should be available for people to use if it’s not being used.”


‘I’m a strong believer that people are responsible for their own plight in some ways. And if you give them the right tools, they can help themselves.’


But the project was a failure. “It almost killed me,” Grammatis admits. Telecom companies were largely unreceptive to the idea. And yet, that failure is what led Grammatis to launch Oluvus. “I had worked with so many telecom companies, and it was such a challenge to get anything to happen to make this vision of internet as a public good come to life,” he remembers. “I started thinking: ‘What would my dream telecommunications company look like?’”


Oluvus, he says, is the embodiment of that dream. The startup, still very much in its conceptual phases, is not building its own infrastructure. Instead, Oluvus is essentially buying bandwidth wholesale from an established telecom company (Grammatis can’t publicly announce which one just yet). It will then offer free mobile data plans to people in the US, giving customers the option to pay more for additional services.


Profits will fund connectivity projects that can improve gender equality, education, disaster relief, health, and freedom of expression around the world. The first project will take place in Kenya’s Dadaab Refugee Camp. Grammatis hopes that aligning Oluvus with a cause will help distinguish it from what many believe to be a greedy telecommunications industry. “It’s a provider, but it’s also a cause,” he says. “We think our customers will be excited to be part of a community, not just a customer.”


The Challenges Ahead


According to Ben Goldhirsh, co-founder and CEO of the media company GOOD and an investor in Oluvus, it’s a smart marketing strategy. “If Kosta wasn’t an intention-driven dude and was just a financially motivated business guy, I think he might have arrived at this strategy anyway to cut through the marketing clutter,” he says.


That said, even Goldhirsh admits there are substantial challenges ahead. Even if you don’t own the infrastructure, starting a new telecom company is a huge endeavor. Building consumer awareness about Oluvus, for one, likely will cost millions. So far, the startup raised $250,000 to prove its feasibility, and Grammatis is looking to raise more. Plus, Goldhirsh points out, Oluvus will be highly dependent on whatever telecom it partners with. “Anytime your business stands between another creator and the consumer, it’s exciting because you don’t have to execute a lot of the components yourself,” he says. “But at the same time, there’s a lot to the value proposition that you don’t control.”


That goes without mentioning that Oluvus’s very mission depends on customers opting to pay for the service, rather than get it for free. Even if Oluvus does land paying customers, the most likely scenario is not that it will become the next big telecom juggernaut, but that it will become an example for other players, like Facebook and Google, who have the financial and technological brawn to scale these projects. “If he is able to demonstrate a successful working model, Facebook may say: ‘Instead of us doing all this research, let’s have Kosta help us,’” says Amir Dossal, an Oluvus advisor who spent 25 years at the United Nations before launching the Global Partnerships Forum.


Grammatis, for one, says he’s spoken with both Internet.org and Google and would love to collaborate on a project. He says doesn’t care who ultimately gets credit for bringing the world online. What’s important is that it gets done. “You can give a man a fish, and feed him for a day. Teach a man to fish, and feed him for a lifetime,” Grammatis says. “But give the man the internet, and he can teach himself to fish and anything else he wants to do.”