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Electronics, software help cars cruise design crossroads

Future automobile designs announced at the Detroit Auto Show combine the technology of different platforms with futuristic design features to create a new driving experience
Anna Allen, Staff Editor

Detroit, MI--The future has arrived. Thanks to the efforts of design teams from General Motors (GM), Daimler-Chrysler, and Ford, concept cars are exploring new roads. SUVs, minivans, sports cars, coupes, and sedans are crossing paths, creating a new entry of vehicles, a metamorphosis if you will.

Among the concept introductions at the North American International Auto Show:

Visual interest. General Motors (GM) introduced five cars at the show, they include the Pontiac Aztek, Buick Cielo, Oldsmobile Recon, Cadillac Evoq, and Chevrolet Nomad. To design these cars, engineers are using Alias software's 2D digital sketching, paintbox, 3D digital modeling, and 3D visualization tools.

Each brand has its own design center that houses exhibits to inspire new automobile concepts. Kate Zak, a developer of brand center characters, comments that GM wants its engineers to know what the focus is, what it feels like.

Such exhibits include Speedforms, a generic sculpture of the individual brands' shape that helps engineers maintain the concept's focus and the model's theme. A glass case houses the brightest, boldest products, such as the latest Nike sneaker, which influence car design and keep engineers aware of consumer wants and needs.

Tom Peters, one member of the Pontiac Aztek design team, recalls going shopping with his kids and being captivated by a yellow/gray jacket. Products such as this gear, says Peters, stimulate a visual interest and incorporate materials to attract the consumers. He comments that sports bikes are another eye-catcher, especially those that feature exposed structural elements.

It's products and designs such as these that the design teams adopted for Pontiac Aztek, which combines the basic elements of an SUV, sedan, and van into one automobile. The Aztek, says design team member Phil Kuchera, is "in the hunk look, with a dual-port exhaust. Its profile is most dominant, a whole new animal, not a Clint Eastwood but rather an Arnold Schwarzenegger."

This four-door hatchback seats four passengers and features a 3.4l V6 200-hp engine with 225 lb ft of torque mated to a four-speed automatic transmission. This combination makes it possible to tow up to 3,500 lb--enough power to trailer not one, but two SeaDoo personal watercraft.

The car offers front-wheel drive with traction control and rack-and-pinion steering. Other features include MacPherson fully independent front struts, open-section twist-axles with integral stabilizer bar, and gas shocks with coil springs in the rear.

Inside, the titanium and textured-leather instrument panel features a fully exposed floating-instrument cluster pod with round analog gauges peer out of a titanium face plate.

The pod features Delphi Delco Electronic System's Ultra-Lite technology that uses a thin sheet of acrylic to efficiently channel light to the yellow primary display graphics. At night, the display takes on a 3D look.

The panel also features a driver information center with built-in heads-up display and multifunction LCD. The LCD screen delivers driver information center messages, time and radio-station readouts, and navigational information.

The main monitor also controls Pioneer's premium visual audio system. This system features a radio with CD changer control, two LCD displays, DVD, six-disc multi-CD changer, cordless remote control, and 10 speakers. The door speakers feature Pioneer's low-profile Kevlar(R) cone and neodynium-magnet circuit technology for loud, clear sound.

The Pontiac Aztec is is just one example of how GM is moving design. Another is a new spin on today's convertible.

"A no-compromise vehicle." That's how the Buick Cielo's design team described this concept, which they say provides the comfort of a sedan with the with the open-air enjoyment of a convertible.

This concept is designed from a primarily math-based process that involves extensive use of computers, 3D modeling, computer sketches, rendering, and production of a foam, not clay, model. This four-door convertible seats five and features a 3.8 liter supercharged V6 engine with four-speed auto transmission.

The Cielo features wide-opening doors, a dual head-up display, voice-activated systems (such as a retractable roof that is either voice or button operated), air bags (mounted in the roof rails), and a shift-by-wire roof (a sunroof that opens to varying degrees). The ignition is keyless.

Cielo's two roof rails run between the front of the passenger compartment and the rear end, strengthening the overall body and allowing use of three hard roof panels that slide into the trunk when the driver wants the top down. When the convertible top is up, the roof rails provide increased body stiffness and reduce noise and wind intrusion.

The four doors are power-operated and hinged at the front and rear pillars, opening at the center pillar. Articulating hinge mechanisms allow the doors to open wide. Recessed rockers and door sills Boost access to the car. And, the rear seat folds down.

A hybrid hybrid. At Daimler-Chrysler, designer's are using Visio and CATIA to create their futuristic concoctions. And once again, commercial products are driving some of the design considerations.

Chrysler's concept cars also address the need to increase fuel efficiency or look at alternative operating methods. The Citadel blends a sport sedan with an SUV and mixes in a futuristic performance powertrain.

"The Citadel is a hybrid-hybrid, a new breed of crossover vehicle. It provides the driving passion of the Chrysler 300M with ample cargo room," says Neil Walling, vice president of advanced design and exterior large-car, small car, and minivan. While Citadel is a hybrid among market segments, it is also a hybrid of powertrains; that is, it draws from two different sources.

"It's a performance hybrid," explains Bernard Robertson, senior vice president, engineering technologies. "The Citadel gives you V-8 power with V-6 fuel economy." A gas engine propels the rear wheels and electricity drives the front wheels. "We use the hybrid concept to recover energy normally lost when braking, while providing all-wheel -drive."

The rear wheels move by way of a 3.5l V-6 and the front wheels receive additional power from Siemens Automotive electric motors, which have been used on electric vehicles, similar to the Dodge Caravan/Plymouth Voyager EPIC electric minivan. The V-6 generates 253 hp and the electric motors add another 70 hp.

Other highlights of the Citadel include dual-power sliding rear doors and a retracting cargo door that slides under the floor. The B pillar moves with the rear door as it opens to maximize accessibility.

The Citadel has 2 inches more ground clearance and is 3 inches taller than the Chrysler Concorde. It has 20 x 3 ft of storage room, as compared to the 18.7 x 3 ft. for the Concorde.

Instrument panel design is influenced by high-end sports watches such as Chronoswiss and Blancpain. Hand-sculpted chrome is used for the indices on the gauges face. Other features include handmade chrome bevels around the odometer and clock--which carries into the steering wheel, door-control modules, pedals, and the folding tray table on the backside of the front seats.

As we round the corner to the millenium, car design races full speed ahead. Today's roads are the track for a new breed of vehicles. Which concepts will move forward and what else will emerge? That is in the hands of the designers, the vendors, and the tools--we'll have to wait and see.

Also...

Here's some other concept cars introduced at the Detroit Auto Show:

Ford: Thunderbird, Blackwood

This is just one example of how GM is moving design. Another is a new spin on today's convertible.

"A no-compromise vehicle." That's how the Buick Cielo's design team described this concept, which they say provides the comfort of a sedan with the with the open-air enjoyment of a convertible.

This concept is designed from a primarily math-based process that involves extensive use of computers, 3D modeling, computer sketches, rendering, and production of a foam, not clay, model.

This four-door convertible seats five and features a 3.8l supercharged V6 engine with four-speed auto transmission.

The Cielo features wide-opening doors, a dual head-up display, voice-activated systems (such as a retractable roof that is either voice or button operated), air bags (mounted in the roof rails), and a shift-by-wire roof (a sunroof that opens to varying degrees). The ignition is keyless.

Cielo's two roof rails run between the front of the passenger compartment and the rear end, strengthening the overall body and allowing use of three hard roof panels that slide into the trunk when the driver wants the top down. When the convertible top is up, the roof rails provide increased body stiffness and reduce noise and wind intrusion.

The four doors are power-operated and hinged at the front and rear pillars, opening at the center pillar. Articulating hinge mechanisms allow the doors to open wide. Recessed rockers and door sills Boost access to the car. And, the rear seat folds down.

Flex ring rinses out washer abuses

Newton, IA--Maytag Corp.'s washing machines are noted for their reliability and maintenance-free performance. Therefore, it seemed only natural for the quality-conscious engineers at Maytag to team up with a product development group at a major producer of elastomers for ideas on how to make its washers even better.

The project: Build a new multi-cavity tool for a flex ring that makes up part of the torque-sensitive mechanism in the agitator of the vertical washer. The previous material did not provide the high stiffness characteristics needed to adjust the amount of agitation for varying load sizes. However, no standard-grade thermoplastic polyurethanes Maytag tested fulfilled the need.

Maytag engineers conferred with personnel from Pella Plastics (Pella, IA), the part's producer, and with BF Goodrich (Cleveland) development engineers to come up with a solution. The team quickly identified the properties needed to meet both process and performance objectives of the new flex-ring design. Then product development engineers at BFGoodrich's IDEA Center turned these requirements into reality by developing Estane(R) 58151, a high-stiffness, durable, 70 Shore D thermoplastic polyurethane that offered excellent hydrolytic stability.

System cools off computer processor

West Columbia, SC--Fast processor speeds generate heat, which means something's got to cool everything off. That's why Compaq turned to KryoTech Inc. to provide the cooling system for the KryoTech/Digital 767 Personal SupercomputerTM, which runs at 767 MHz.

KryoTech's patented -40C cooling system was developed specifically for use with the Alpha Workstation, according to Scott Spears, product marketing manager for KryoTech. "Each cooling system is specifically designed for use with the specific processor," he says.

The Alpha Workstation works with mechanical, CAD, or CAE applications. It also has been used in research and in custom design applications. "People use it when they need as much number-crunching power as they can get out of one processor," Spears notes.

The cooling system is a standard vapor-phase refrigeration one. It uses a freon alternative coolant, which is environmentally friendly. The system pumps liquid coolant to the evaporator, which is in contact with the workstation CPU inside the KryoCavity.

The KryoCavity is a hermetically sealed and specially insulated device that holds the CPU and maintains the electrical connection with the motherboard. A pressure decrease inside the evaporator causes the liquid coolant to change into a gas, and this phase change pulls the heat off the CPU, Spears says.

KryoTech came to Compaq, which was then Digital, with the idea for a thermal cooling solution. "We work on the premise that as chip technology progresses, chip size doesn't change, but chip power does, and they produce more and more heat," Spears says.

"Active cooling systems like we promote not only dissipate the heat but help the user get more power out of the chip."

The cooling system goes to -40C, and at that temperature, the system provides a 30% increase in processor speed. KryoTech is working on a system that gets colder than that. "At -120C, you double the speed of the processor," Spears says.

People at home sometimes also overclock their computers, tuning their motherboards and turning up the speed of their processors. This gives the user extra power and speed, but generates high heat, which can cause damage to the machine. "They use any and every means they can to cool them off, including putting their entire computer in the refrigerator," Spears says. "We've heard about all sorts of strange methods."

Elastomer prevents process contamination

Fremont, CA--HTM Technology Corp. believes staying ahead in the computer industry demands only the best manufacturing techniques and technology. That's why, as a leading provider of thin-film disks for high-capacity disk drives in PCs, network servers, and workstations, the company must control contamination during processing. It's also a major reason why HMT recently replaced fitted fluorocarbon-coated elastomer seals with perfluoroelastomer parts in its electro-less nickel plating production equipment.

Supplied by Pan Pacific Supply Co. (Concord, CA), the parts, made by DuPont Dow Elastomers (Wilmington, DE) from Kalrez(R), have saved HMT an estimated $770,000 per year in reduced downtime, while improving safety on the production line.

Kalrez combines the sealing force and resilience of an elastomer with the chemical inertness and thermal stability of Teflon(R) fluorocarbon resin to create an extremely durable seal that can survive under severe caustic conditions. It contains no active hydrogen atoms in its polymer backbone, giving it the ability to withstand a wide range of chemicals, yet remain thermally stable at temperatures as high as 600F.

In the electro-less nickel plating process, nitric acid (40% at 125F) removes nickel build-up on the side of the plating tank. For HMT, the harsh chemical environment disintegrated previously installed fluorocarbon O-rings used in various valves and fittings. Result: The company had to manually change the seals at least once a month.

HMT replaced the fluorocarbon O-rings with Kalrez in one of its seven plating tanks in December 1995. After a successful two-year trial-and-error campaign, the company fitted the six remaining tanks with the material.

"Degrading of the fluorocarbon O-rings would begin almost immediately, resulting in equipment contamination, acid leaks, and production loss," says Brian McIntyre, HMT's equipment engineering manager. "Since the switch to Kalrez seals, we're replacing seals about once every two years."

Mobile phones withstand tough environments

Nashville, TN--Given survey results showing that people at work spend at least two and a half hours a day away from their desks--costing businesses over $3 billion a year--Northern Telecom (Nortel) decided to develop a more-durable, less-costly wireless phone. The result: the Companion C3050 phone with a tough phone-covering accessory made of thermoplastic rubber.

The companion phone series enables mobile, wireless communications within the workplace, increasing worker productivity, improving customer service, and reducing costs. Whether a person is climbing a ladder or just in an office down the hall, the phone's custom-designed Rugged Protector accessory allows the user to clip the phone on for greater comfort and freedom of movement.

Design Workshop (Ottawa, Canada) was the industrial designer for the holster of Nortel's earlier Companion C3020 series of phones, designed primarily for office use. The new phone series needed to withstand the tougher conditions of an industrial environment, so Nortel asked Design Workshop to incorporate the Rugged Protector in the new models.

In turn, Design Workshop contracted the molding process to ITW Plastiglide (Toronto, Canada), which had the insert molding and tooling expertise needed for the accessory's design. The application presented both companies with a challenge: Make an intricate, yet protective and durable cover that allows the user to operate the phone while still in its holster.

"The C3050 was more advanced and contained more delicate parts than the earlier series," notes John Tutton, partner, Design Workshop. "We needed to make sure we selected the right grade of material that would meet critical performance and visual requirements."

Tutton used Santoprene(R) rubber, supplied by Advanced Elastomer Systems L.P. (AES, Akron, OH) as the base material for testing and comparing other potential material candidates. The material they sought had to have the ability to form the phone's intricate features, resist abrasion, and still provide adequate impact protection.

"We went through a long list of thermoplastic elastomers when trying to come up with the right material, beginning with Santoprene, since its properties made it the top contender from the start," Tutton recalls. "After conducting the tests, we ended up choosing a standard 75 shore A grade of Santoprene as the best material."

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Go to www.designnews.com/info for more information on the technologies in this section.

National Manufacturing Week showcases diverse products

Chicago--From March 15 through 18, engineers will have the chance to experience "America's #1 Source for Today's Industrial Solutions" at National Manufacturing Week. The show, which drew more than 60,000 attendees last year, is sponsored by the National Assn. of Manufacturers.

Manufacturing Week consists of the National Enterprise IT, National Industrial Automation, National Plant Engineering MRO and Management, and the National Design Engineering shows and conferences.

A new development this year in the National Design Engineering part of National Manufacturing Week is the Motion Hall, which is an entire hall devoted to motion-control products.

Last year, 2,100 exhibitors were on the show floor. Two companies who are returning this year are Cutler-Hammer (Cleveland, OH) and Intergraph Computer Systems (Huntsville, AL).

Cutler-Hammer will be celebrating its five-year anniversary as a company, and will be showing "best-in-class solutions, and how we will be taking them into the future and impacting manufacturing processes," says Paul Handle, marketing communications manager. The stage show, which featured music and dancers that transitioned into a speaker last year, will return, and will be "bigger and better, informational and entertaining," Handle adds.

"We're going to blow everyone away," he says. "The show is important to us, and we feel lucky to be a part of it. You'll have to see it to believe it."

Cutler-Hammer will also be showcasing several new products, including the SM Series photoelectric sensors. The series uses a microprocessor-controlled system called TargetLockTM to help users speed up the installation process and Boost sensor reliability, the company says.

Another product Cutler-Hammer will be showing in its booth at National Manufacturing Week is the SV9000 line of drives, which are available from 0.75 to 1,100 hp and 200 to 690V. The drives are consistent across all frame sizes, Handle says.

In the Intergraph Computer Systems booth, watch for the latest Intel/Windows NT-based TDZ-2000 visual workstations targeted at MCAD professionals. Intergraph will also show a variety of mechanical CAD applications, including Pro/ENGINEER and SolidWorks, according to Marla Robinson, media relations manager for Intergraph. The TDZ-2000 workstations feature Intense(R) 3D Wildcat graphics, which, Robinson adds, are the fastest graphics on Windows NT.

In the Design News booth, be on the lookout for web site demonstrations and several innovative products that have appeared in the magazine's pages last year.

FOR DAILY UPDATES on all show activities during National Manufacturing Week, check out www.manufacturing.net/nmw99

Unix workstation breaks memory bottleneck

Palo Alto, CA--Hewlett-Packard has broken a memory bottleneck with its HP Visualize Model C360 workstation, which it touts as the world's fastest desktop workstation. Based on HP's new 367-MHz PA-8500 64-bit microprocessor, the C360 achieves performance specs of 26.0 SPECint95 and 28.1 SPECfp95, as measured by HP.

Its performance numbers are significantly better than those of its predecessors, the C200 and C240, which use previous versions of the PA-8000 family. Performance on mechanical design applications is up to 77% faster, says Barry Crume, product marketing manager for HP's workstation division. But the only hardware difference is that the C360 has its primary (or first-level) cache memory integrated on the PA-8500, and the C200 and C240 primary caches are the motherboard. Other than that, the three machines are practically identical.

HP engineers were able to integrate 1.5 Mbytes of primary cache on the PA-8500 chip by using a 0.25-micron manufacturing process instead of 0.33 micron. (The smaller geometry also increased the chip's frequency.)

Other advantages of on-chip primary cache include:

Bus between on-chip primary cache and CPU runs at CPU clock rate (367 MHz for PA-8500), which is much faster than for off-chip cache.

The C360 was designed for engineers doing computationally intensive work. A C360 with VISUALIZE-fx2 graphics, 256 Mbytes of RAM, a 4-Gbyte hard disk, and 21-inch monitor costs $24,500.

Earlier detection, easier cure

Rick DeMeis Associate Editor

Skaneateles Falls, NY--A direct result of medical equipment supplier Welch Allyn's ongoing education atmosphere is the technology in its frequency-doubling Visual Field Analyzer (see DN 1/18/98). Here, a Medical Products Operation advanced technology manager attended a conference and met the Australian researcher who formulated the concept. The company brought the technology in house for development in conjunction with university and industry design partners. Extensive, targeted training in electromagnetic interference (EMI) and susceptibility brought one engineer up to speed for his portion of the design. Finally the product was implemented and introduced via the company's cross-functional teams.

The Visual Field Analyzer looks at eye function for advanced warning of glaucoma. It is more sensitive and provides fewer false positives and negatives than the common methods of eye-pressure measurement, such as the "air puff." Previously, high accuracy was possible only using equipment costing four times as much (up to $25,000), the company asserts. Testing would take 15 min/eye as opposed to 45 sec now.

The patient looks at a series of bars that vary sinusoidally between light and dark. Between 25-28 Hz, a set of retinal nerve cells, that happen to be the first degraded by glaucoma, produce an optical illusion of twice as many bars. Determining the contrast level where the bars are just barely visible correlates to a variety of eye diseases for earlier detection and easier cures.

Wed, 06 Jul 2022 12:00:00 -0500 en text/html https://www.designnews.com/engineering-news-25
Killexams : “Inquisitiveness To Explore Makes A Big Difference…”

There are many who aspire to hold prestigious positions at big corporate houses, but very few are willing to work hard enough for it. Such positions can be achieved by only those who love what they do. Dr Aloknath De is one of them. He calls himself a ‘missionpreneur.’ He refuses to box himself and loves to think out of the box. He does not become comfortable in a setting as he likes to do things outside his comfort zone. He has been Samsung India’s first CTO besides many more achievements to his credit. This is Dr Aloknath De’s story, as told to EFY’s Siddha Dhar.


Born in the spiritual town of Nabadwip Dham in West Bengal, Aloknath had the influence of holy men on him from a very young age. Even though his family migrated to Kolkata soon after he turned a year old, Aloknath credits his birthplace for teaching him the lessons of renunciation, finding fulfillment in life, and cherishing it.

Aloknath’s father picked up his LLB degree out of passion while working as a gazetted officer at the Food Corporation of India. Under his tutelage, Aloknath was home-schooled till the age of six. A rigorous man, it was he who built the strong foundation of science and mathematics for Aloknath.

Aloknath recalls, “He was a very disciplined person, and he influenced my love for science. So, taking up science after 10th standard was a very natural choice.” Aloknath went to a proper school only when he was in the 2nd standard. While home-schooling provided him with the basic skills, he gained ‘interactive intelligence’ only after he went to school.

Aloknath says, “I realised that natural intelligence, or the ability to react in a situation, comes only when you interact and talk with more and more people. The more you converse, the more you grow.”

Aloknath’s mother, a homemaker, has always been soft-natured. She is an epitome of love and affection. This fusion of hard and soft behaviour of parents is what Aloknath tries to maintain in his own life as well, even today. In fact, his leadership mantra is: “Be Hard on Goal, Be Soft on Soul.”

Diligent from childhood, it was quite natural for Aloknath to be a topper in his school. But by the time he was in 6th standard, a sense of restlessness loomed over him. “It gave me a feeling of accomplishment in the beginning, but then it made me feel as if I was not being challenged enough.” This notion of not ever getting too comfortable in something was a lesson that has driven Aloknath all through his life.

Thought Leadership presentation by Dr Aloknath De
Thought Leadership presentation by Dr Aloknath De

On the lookout for more competition to raise his accomplishment bar, Aloknath decided to appear for a Central government merit scholarship programme, which allowed him to study in a residential school of his choice. And he got admission in Ramakrishna Mission (RKM) Residential School in Purulia—a district 250km away from Kolkata.

Though he had the option to choose a school in Kolkata and stay near his family, Aloknath decided not to base his choice on emotions, and rather grab the opportunity to live and operate independently. The pangs of separation from his parents and siblings struck him in the initial phase. But Aloknath knew that he was accountable for the decision that he had taken and that he had to stick to it—a lesson that he would recall again, years later.

A Few Lessons from Dr Aloknath De’s Story

  • ABC of Achievement—Align (your thoughts), Beam (your energy), Collaborate (your ecosystem)
  • Infuse lateral thinking, when needed, before making decisions rationally
  • Keep your mind open to learning new things; continuous learning is of essence
  • Get out of your comfort zone; perturb a bit when too comfortable. Bring stability from comfort zone and growth from outside the comfort zone
  • Building zero-to-one has different challenge than scaling one-to-infinity
  • What is interesting about life is that sometimes taking an apparent step back can help you leap forward by ten steps
  • Your unique way of doing and supporting will always be valued by the community

Although his father was a strong influence in his life, it was his monk headmaster at RKM whom Aloknath regards as his role model. “He was a man of such purity. He had mastery over multiple languages. Once I was writing an essay about the river Ganges. I showed him the first draft and he helped me make it better—his knowledge was profound. I would say it was the best piece in Bengali that I have ever written.”

It is not surprising that science and math were his favourite subjects. But Aloknath was not excellent in academics alone, he also took active part in school debates, elocutions, recitation competitions, and so on. He even appeared on numerous TV debate shows broadcast by Doordarshan.

A rational thinker since childhood, Aloknath quickly figured out that his heart lay in engineering. When he was in the 11th standard, he decided to share this with his father, who was then disappointed with his decision. “My father wanted to be a doctor, but it was not possible due to financial constraints. He was hoping that I would become a physician, but I chose engineering. I remember it was a long-drawn evening discussion with my father and uncle. They tried very hard to change my mind.”

Aloknath did not budge from his goal and readied himself to prepare for the next chapter in his life.

IIT and finding his calling

A large chunk of Aloknath’s future plans began taking shape in his undergraduate years that he spent at IIT Kharagpur. While studying Electronics and Communication Engineering (ECE), he remained a high-achiever here too. Having done his secondary education in a Bengali-medium school, the fluency with which some students at IIT spoke English alarmed him. But he did not let it intimidate him. He remained headstrong and mastered the language pretty soon.

At an institute of IIT’s stature—where the brightest minds of the country came to make their dreams come true—Aloknath found there were many who were just as meritorious as him. But he took it as a blessing in disguise, as he was always looking for a more competitive space where his limits could be tested, and his mind could expand.

Aloknath says, “It’s important to accept that some people are better than you at something and it’s absolutely okay to be not as good as them. But what is important is to bring yourself to a minimum threshold level on attributes that matter in life and excel in a few dimensions.”

As his world-view expanded and he met more people, Aloknath found his calling—telecommunications—at IIT Kharagpur a fascinating field indeed! “I saw the power of communications and how it helped people stay connected remotely. I saw how it could compete with transportation and thought it was revolutionary.”

The realisation didn’t occur overnight, though. He spent months and months reading books and magazines, listening to radio, and talking to people to soak in as much information as possible and then come to this conclusion. “Inquisitiveness to explore makes a big difference. When you keep your queries alive, one fine morning you’ll come across some information that makes you pause. And you take a moment to think about it and ask further questions. It is in this process of asking and answering these questions that you realise what you are drawn to.”

A three-step process Aloknath likes to follow for his goal is ABC of Achievement: Align (your thoughts), Beam (your energy), and Collaborate (your ecosystem). As he began the seeding for his future roles, he realised how telecommunication systems could be built with hardware and then-new software elements. He also started appreciating how engineering deployment could complement technological innovations.

Dream job and memories at IISc

The unpredictability of life is enthralling. It makes you do things you never intended to, and gives you results you never expected. Although Aloknath had planned to pursue his master’s degree after IIT and even got admission to a US university, a financial crisis forced him to start working right after his graduation in 1985. Yet, he did not let this setback derail him from his plans.

Thankfully for Aloknath, he found his way to Bharat Electronics Ltd (BEL). In an era when MNCs did not rule the subcontinent, PSUs were the dream job of many, and Aloknath was no different.

But, while joining BEL, he knew what his ultimate goal was—to learn telecommunication systems as much as he could.

At BEL, he was part of a team that built a low-flying target detection radar, which was the first indigenously built radar system: INDRA 1. Till date, INDRA series of radars are deployed on the borders of India.

His role in BEL, Sahibabad needed him to travel a lot to the headquarters in Bangalore (now Bengaluru). He made it a rule to take a different route during each of his trips. This was his way of having fun and exploring the country while working. As he travelled the length and breadth of India, Aloknath’s mantra to always go out of his comfort zone found more strength. “Even today, whenever I see that I’m getting too comfortable, I try to find new things to do that make me uncomfortable for a while.”

But going out of your comfort zone can be scary besides being uncomfortable. How did he tackle that? He says, “The trick is to keep yourself anchored 50% in comfort and unsettle the rest. Going completely out of your comfort zone makes it probably very risky. Bring stability from the comfort zone, and growth from outside the comfort zone.”

Dr Aloknath De with former IT Minister of Karnataka at Innovate Karnataka Launch
Dr Aloknath De with former IT Minister of Karnataka at Innovate Karnataka Launch

After a two-year stint at BEL, Aloknath went on to pursue his master’s degree from another premier institute of India—IISc Bangalore. A fond memory of IISc that he holds close to his heart, beyond studies, is how he would save some money from his scholarship grant to buy cassettes of classical music. An avid lover of classical music since a young age, Aloknath had even tried learning the stringed musical instrument sitar. Although he could not sing well, his affinity for classical music drove him to find solace in it, irrespective of his prevailing mood.

At IISc, Aloknath further broadened his knowledge about telecommunications and realised how every aspect uniquely complemented each other. It was this fascination that took him from India to Canada, where he pursued his PhD and also started another phase of his life.

Flight to Canada and international exposure

Like many middle-class Indians at that time, Aloknath’s flight to Canada was the first one he had ever taken in his life. While he was working hard to revolutionise telecommunications, calling from a foreign country was a luxury that he could not afford then. And that would also make his parents anxious at times.

“When I first landed there, I sent them a telegram but it took ten days to reach. In the meantime, my father would go to the Air India office every now and then to enquire if my flight had landed. The people there assured him that many flights had gone and come back since my flight, so I was probably already well-settled in Canada,” he laughs.

Aloknath did his PhD in ‘communication with signal processing’ from McGill University on a full scholarship. After ‘communication with control’ in IIT and ‘communication with computing’ in IISc, he wanted to fathom this combination as well. Aloknath knew that it would eventually bring him to a more holistic view of telecommunications.

Surviving in Canada was no easy feat. Aloknath had to adjust to the limited food choices and the cold climate. However, he liked the cosmopolitan culture of Montreal and saw himself living there for a long time, and hence took up learning French language.

Aloknath’s PhD thesis was supported by Canadian Institute for Telecommunication Research; he also bagged the Alexander Graham Bell prize in Canada for his doctoral research. His PhD mentor was a wonderful man who made the whole learning process at McGill very enjoyable for Aloknath. “He was an immigrant himself; so he knew what challenges I was facing and he helped me navigate through them.”

It was through this mentor that Aloknath got his first break in Canada. He bagged an opportunity to work in Nortel Networks, which was then called Bell Northern Research. His first assignment had ample scope for innovation. He just needed to find the meaningful business gap. This, he credits to being curious and looking for means to go above and beyond to find a pain point he ought to fix.

But as he kept getting better at making these discoveries, he missed the excitement of implementing them and seeing them in their realised form. He knew it was time to get out of his comfort zone and soak deeply into practical implementations and field issues to grow in industry. “I told my manager that I wanted to do the dirtiest work. The most mundane things that nobody wanted to do.”

In the summer of 1999, Aloknath made a decision that would change the trajectory of his life—leaving Canada after a decade and coming back to India. “It was one of the toughest decisions I had to make in my life,” Aloknath remarks. He was eligible for a Canadian PR. His son was three years old and had access to better education there; and he himself had a thriving career.

In his true spirit to think through and make a call, Aloknath mulled over the situation for an entire year. He thought rationally yet infused elements of lateral thinking before taking decision. After all, he couldn’t look back and regret his decision. “I decided to come back to India. Although it seems unbelievable now, I did envision something along the lines of how India would look like in 2020, and wanted to see if I could be part of that vision coming true.”

His reasoning to come back was based on two things. First, he had built a broad international perspective that expanded his mind and made him understand what makes a country developed. Second, he understood deeply what was needed to be a subject matter expert on communication with controls, computing, and signal processing elements, and build global innovative products.

He recalls, “With all that knowledge in my bag, I felt complete and thought it was the right time to come back. Many around me felt that I was taking a step backwards. But what is interesting about life is that sometimes taking an apparent step back can help you leap forward by ten steps.”

Return to India and re-building from zero

Back in India, Aloknath had uprooted his life in Canada by taking the risk of applying to only two companies. Fortunately, he received offers from both the companies. “The same postman brought the two offer letters on the same day. I found the phrase so true: God helps those who help themselves. The power of hope and ambition beats everything,” he remembers.

He went with one of these companies—Hughes Software Systems in Gurgaon. His interview with the Director of Hughes India had happened while he was still in Canada. Incidentally, the Director had made it a point to highlight how different his life would be once Aloknath was back in India.

In such a case, one might take a moment to reconsider the decision. But Aloknath knew exactly what he wanted. “I told the executive that I am cognizant of all of that, and I was making the decision while being fully aware. I am ready to face challenges as they come.”

This director who also became his manager and is now a good friend, was a source of inspiration for Aloknath as he made his switch so seamless; he never felt like he had left home. At Hughes too, Aloknath’s vision for joining a company did not alter—he wanted to do something that nobody else was doing or was willing to do.

He recalls, “During that time, digital signal processing in the base layer was effectively not there in Hughes communication stack. Many prospective clients said that they could have a service agreement with Hughes if that solution could be included in service delivery. That was truly a defining statement for me.”

He was entrusted with building a team for the same. Here came a moment to take something from zero to one, an opportunity of intrapreneurship. “Taking something from level one and scaling it to infinity is relatively easy because you have done it once. Building something from zero to one is the real challenge.”

Aloknath had to build a team of twenty people with strong DSP expertise and also start securing the DSP business beyond Hughes. It gave him joy that, due to this twenty-member team, Hughes could garner indirectly about eighty other people in higher-level stack areas. And this continued scaling up.

After a four-year stint at Hughes, he had a new itch. Even though the chip was never his core, he realised that semiconductors and VLSI design were a part of telecommunications and had a tremendous potential. So, he decided to join STMicroelectronics, which was looking to start telecom business ab initio in 2003. He joined them as the head of this division.

In 2008, when a joint venture between STMicroelectronics and Ericsson was signed, Aloknath was appointed as the MD of the group in India. He was handling the teams of both Noida and Bengaluru. He built an enviable team by internal transfer, external hiring as well as company acquisitions. By the time he left, he had 1000 team members.

Dr Aloknath De practising for fitness
Dr Aloknath De practising for fitness

To understand the full stack better, he became a ‘student’ of chip design. Even though he was the MD, he would often join the freshers during their training sessions to learn more about frontend and backend chip design, the processes and nuances. “In order to make decisions as an MD and interact as a global leader, I needed to know the subject to a great extent. I thought it was an integral part of decision making and I had to learn it to do my job well.”

After eight good years at ST-Ericsson, a world giant was waiting for Aloknath to knock on their door.

Samsung and a missed opportunity

Aloknath had the good taste of administrative life for a long time at
ST-Ericsson where he was also a Board Director of the company, and he now craved for a more technical role. He wanted to lead with technology. But before that, he wanted to pause and take time to contemplate—much like he used to do in his childhood days.

He took a sabbatical of about six months and decided to experiment with a few things during the period. He taught at IIT Delhi as an Adjunct Professor, served as a consultant to Accenture, and mentored a location-technology based startup during this phase. While mentoring the startup, he got down to interacting with the ground-level customers to understand things from their perspective. “If you can take a month or even a few days to interact with the people on the ground, there is no better learning than this. I would not trade this for anything else.”

But as they say, you cannot hide exceptional talent anywhere. This time, Aloknath’s talent was found by South Korean electronics giant Samsung. Although the folks at Samsung wanted Aloknath to come over to Korea and work with them from their headquarters, Aloknath’s priority was now sorted out; he could not leave his family in India and the family was not in a position to relocate at that juncture.

So, Aloknath was almost ready to decline the offer but his destiny, however, had other plans. The very next day after this interview, he received a call from Samsung HQ. “They were willing to interview me again to create a position especially for me if I only wanted to work in India.”

This is how Aloknath became the first CTO of the Indian unit of the conglomerate with his base in Bangalore. His mantra, again, was simple—he didn’t want to work on something that was going well. He wanted something that was aspirational, but they couldn’t seem to make it work.

At Samsung, he had to create an innovation layer onto the flagship products by building new intellectual properties (IPs) without jeopardising base engineering deliveries. In the first fifteen years of Samsung’s journey in India, it had about 2000 patents, which increased to 7500+ patents under his leadership by their silver jubilee celebrations time.

He became the Corporate VP for Samsung Electronics, Korea and contributed to the internet of things (IoT) on SmartThings platform. Despite these accomplishments, he felt like something was missing. The earlier-missed opportunity to join the team in Korea kept gnawing at him. He asked them if he could join them in HQ and the team in Korea happily agreed. He got an IoT lab to work in Korea where he spent 7-8 days every month for thirty months or so. This made him a very effective global leader.

The data platform that Aloknath built in Korea is now connecting 200 million home appliances and mobility devices globally. With his global role and expertise in AI and Blockchain, he has built an impactful AIoT Centre-of-Excellence in India. Now, with this background and experience behind him, he has set a personal mission of researching and nurturing activities around Cyber-Physical Systems.

Some Unknown Facts about Dr Aloknath De

  • Favourite cuisine: Hyderabadi Biryani
  • Favourite book(s):Isaac Asimov (Robot Dreams, Fantastic Voyage)
  • Favourite leader: Swami Vivekananda
  • Favourite film:Three Idiots
  • Favourite actor: Nasiruddin Shah
  • Favourite actress: Smita Patil
  • Favourite sports: Volleyball
  • Favourite music genre: Classical
  • Car and bike: Black Car

Finding love, fitness goals, and his mission

While the accomplishments of Aloknath are innumerable, his story of finding his love is like a romantic film. Aloknath and his wife knew each other since long, but never knew that they would be cojoined by destiny in an everlasting bond.

They got married towards the end of Aloknath’s PhD, that is, six months before he would graduate. His wife had to stay back in Kolkata for some time. “She had to go to a neighbour’s place to call me and had to request them to go out,” he laughs. She soon joined him in Canada, where she also pursued a postgraduate degree at Concordia University.

Upon returning to India, she has been working as a Math teacher. She is a big fitness junkie.

“She is also my personal trainer. I was never into fitness that much, but since the pandemic, I started taking care of my physique. And would it not be a waste if I didn’t utilise my opportunity despite having a trainer at home!” he says with a smile.

The couple has a son who was born in Canada, studied in India, and went on to pursue Economics and Physics at the University of Chicago. After his stint at an investment bank, he currently works with a global new-gen ride-sharing company.

Aloknath’s love for music is still intact, thanks to his mother who continues to practice music till date. She is the inspiration behind his love for classical music.

In December 2021, Aloknath took superannuation from Samsung formally. However, he is still associated with them as an Executive Consulting Director and wishes to continue as long as it makes sense for both. He calls it his Corporate Home.

Aloknath has increased his efforts to mentor deep-tech startups and has also become an angel investor. He is now an Adjunct Professor with IISc (ECE) and IIT Jodhpur (CS). Aloknath also has a venture of his own in the works.

Talking of his future plans, Aloknath says, “During India’s 75th Independence Day celebration, it is solemn for me to rededicate to the service of the nation. R&D serves as an impetus for business growth. If we can hone India’s talent for R&D and can excite business to spend greater on R&D and innovation, we can do wonders as a country.”

In fact, he revealed that the unveiling of his singular mission could happen soon; but he is in no hurry. Because if there’s anything he has learnt, it is to make ‘the rest of his life, the best of his life!’


Sun, 07 Aug 2022 23:34:00 -0500 en-GB text/html https://www.electronicsforu.com/special/my-story/inquisitiveness-explore-makes-big-difference
Killexams : Upgrading And Desoldering A Fake CPU

[quarterturn] had an old Apple Powerbook 520c sitting around in his junk bin. For the time, it was a great computer but in a more modern light, it could use an upgrade. It can’t run BSD, either: you need an FPU for that, and the 520 used the low-cost, FPU-less version of the 68040 as its main processor. You can buy versions of the 68040 with FPUs direct from China, which means turning this old Powerbook into a BSD powerhouse is just a matter of desoldering and upgrading the CPU. That’s exactly what [quarterturn] did, with an unexpected but not surprising setback.

The motherboard for the Powerbook 500 series was cleverly designed, with daughter cards for the CPU itself and RAM upgrades. After pulling the CPU daughter card from his laptop, [quarterturn] faced his nemesis: a 180-pin QFP 68LC040. Removing the CPU was handled relatively easily by liberal application of ChipQuik. A few quick hits with solder braid and some flux cleaned everything up, and the daughter card was ready for a new CPU.

The new FPU-equipped CPU arrived from China, and after some very careful inspection, soldering, and testing, [quarterturn] had a new CPU for his Powerbook. Once the Powerbook was back up and running, there was a slight problem. The chip was fake. Even though the new CPU was labeled as a 68040, it didn’t have an FPU. People will counterfeit anything, including processors from the early 90s. This means no FPU, no BSD, and [quarterturn] is effectively back to square one.

That doesn’t mean this exercise was a complete loss. [quarterturn] did learn a few things from this experience. You can, in fact, desolder a dense QFP with ChipQuik, and you can solder the same chip with a regular soldering iron. Networking across 20 years of the Macintosh operating system is a mess, and caveat emptor doesn’t translate into Mandarin.

Sat, 30 Jul 2022 12:00:00 -0500 Brian Benchoff en-US text/html https://hackaday.com/2016/02/24/upgrading-and-desoldering-a-fake-cpu/
Killexams : Securing the Vault

Securing the Vault

By Russ Banham

Pity the poor information technology security officer, confronted with a fusillade of cyber threats. No sooner has one chink in the armor been mended than another crack appears elsewhere. When you consider the increasing depth of expertise of organized criminals, it is a serious challenge.

The insidious combination of spyware and phishing (one of several social engineering frauds deceiving people into thinking a scam perpetrated by a hacker is a bona fide request for information) joins many other cyber risks that have been identified, such as distributed denial-of-service (DDOS) attacks, portable electronic device data leakage, desktop utility application attacks, mashup threats, radio frequency identification (RFID) attacks, mobile and wireless device endpoint attacks, application security threats, botnets and dynamic random access memory (DRAM) attacks, among a host of others, according to Gartner. Hackers deploy diverse tools in perpetrating the attacks, such as viruses, worms and Trojans, exploiting corporate security weaknesses in their firewalls, routers, servers and other systems that allow for unauthorized penetration of networks. Fortunately, an entire industry is on tap to provide services and tools to stay one step ahead of the next scourge.

Evaluating Threats

The wide range of cyber threats across the globe today requires companies to implement a holistic risk management process, in which technology security is achieved through systematic risk identification, assessment, quantification and mitigation. Threats must be evaluated for their potential likelihood and financial severity, and then prioritized for corporate resource allocation purposes. While it is impossible for any organization to fully protect itself from cyber risks — the cost would be overwhelming — companies must put their dollars where they will most benefit. As Steven Bandrowczak, chief information officer at Toronto-based communications provider Nortel, puts it, “I can make this place 100 percent bunkerproof and safe, but then we wouldn’t have money left over.”

Given the perilous risk of a security breach adversely affecting corporate reputation, technology security is a strategic concern these days. It is common now for CIOs to report on a scheduled basis to their companies’ boards of directors about technology risks and respective mitigation tactics. When a cyber threat rears, such reports are immediate, in terms of the necessary action steps. “Boards have become educated about information security because of the many rules, from Sarbanes-Oxley to Gramm-Leach- Bliley to HIPAA (Health Insurance Portability and Accountability Act) that have heightened their responsibility for security failures,” explains Pamella Easley, lead practice director in enterprise risk services at consultancy RSM McGladrey. “Directors want to be sure that any and all vulnerabilities compromising company data have been identified and the controls tested.”

“Customers trust us with their vital information, as do government agencies,” Bandrowczak says. “We have to demonstrate that we can secure this data.” Hence, the exact interest in an enterprise risk management approach to technology security. The process begins with risk identification—a basic understanding of current and emerging threats. “You have to assume that company data will be stolen,” says Avivah Litan, vice president and security analyst at Gartner, a technology risk management consultancy.

“Consequently, your job is twofold —protecting data from being stolen and then preventing stolen data from being used.”

Once inside, hackers have access not only to sensitive employee and customer data, but also proprietary corporate and competitive information, all of it now for sale in the underground market. What makes getting one’s arms around corporate information so difficult from a security standpoint is its ephemeral nature and movement. “You need to think in terms of your vital data and where it resides — not just on the computer in an office but how it flows throughout your organization,” says Vincent Weafer, vice president of Symantec Security Response, a provider of technology security tools and services. “You have to ask, ‘Is the data in transit, at rest, on a USB key or in a laptop?’ Once you understand where the data is and its importance, you can assess the risks and develop strategies to protect it.”

Identity Threats

According to SunGard Availability Services, technology risks can be broken down into three categories: natural threats like a hurricane that shut down systems or prevent access to data to continue business; accidental threats, in which an employee unintentionally obtains improper access to verboten data; and intentional threats, the wide array of illegal scans, probes and attempted accesses via malicious code. The latter is the most threatening. “We live in a digital world via the Internet, and its access channels have also evolved to where the Web is a platform for services like social networking and sophisticated information sharing. This drives a higher degree of interaction,” explains Deepak Batheja, chief technology officer and SVP-Products at SunGard Availability Services, which ensures that 10,000 customers in North America and Europe have access to their business-critical information systems. “More applications are being deployed on laptops and more silent communication is going on between applications on the laptop and data center. That, in turn, means increased opportunities for interception. So, while the majority of incidents today are accidental threats, enterprises must be vigilant against all risks and SunGard solutions can help ensure end-to-end information availability and protection.”

After threats are identified, they must be assessed and measured for their potential frequency and financial impact. “Once we know a threat exists we look at its likelihood to affect us,” says Anne Wilms, executive vice president and CIO of Rohm and Haas, a Philadelphia-based manufacturer of specialty chemical materials. “Something may be highly unlikely, but the cost could be devastating. Conversely, something may be more likely, but the cost more manageable. With these in mind, we examine our vulnerabilities and current mitigation practices, and then, based on our resources, make determinations where people, processes and tools must be deployed.”

After assessing and quantifying cyber risks insofar as their likelihood and financial impact, companies must trigger corporate resources to do battle against them. With security spending rising within most corporate information technology (IT) departments, war is, indeed, being waged.

New Weapons

Among newer strategies is so-called security-as-a-service, which comprises a wide range of cyber security software that is owned, delivered and managed remotely by one or more providers. Instead of deploying all the security troops at the corporate gate to battle cyber criminals, they’re assembled outside the organization at the vendor’s site. “Enterprises have a wide range of options today when procuring and implementing information security technology, from the more traditional approach of buying, installing and managing security software to newly emerging security-as-a-service offerings,” says John Pescatore, vice president, Internet security, at technology consultancy Gartner. “In this one-to-many model, customers subscribe and pay for some or all of the services provided.”

A similar approach is cloud-based security — also provided by third-party security specialist organizations to customers as an on-demand service (as opposed to a more traditional software product). Cloud-computing security, a term that did not exist two years ago (the word “cloud” refers to the ephemeral world of the Internet), is tightly coupled to the external bandwidth services sold by Internet service providers. “Many mobile users are accessing business data and business services like SalesForce.com or various Google applications that don’t traverse the corporate network, thereby creating new cyber risks,” Pescatore explains.

Cloud-based computing security tools are essentially placed between mobile users of technology and cyber criminals, although enterprises still must maintain adequate perimeter security controls to protect risks to non-mobile assets like the data center and desktop PCs.

Optimizing Technology

Other less new twists include external hosting, in which the enterprise owns and manages the security function, but instead of it being located physically at the enterprise, it is located at an external hosting provider site; and insourcing, in which the security controls are owned and managed by the enterprise, but external service personnel are hired on a contract basis to monitor, operate and manage the security controls. Companies also are buying more cost-effective, unified threat management security products from vendors, as opposed to myriad point solutions, giving them financial recourse to deploy the remainder of their budgets toward emerging threats or those risks perceived to have the most adverse impact on the enterprise. “It frees up money and personnel to deploy against more contemporary challenges like highly targeted attacks, social engineering and identity theft, not to mention tomorrow’s threats,” says Pescatore. “The goal is to constantly optimize the technology security budget to address the biggest threats — the ones that can affect your brand reputation.”

Many companies are collapsing the number of security tools fromvendors into more single-point solutions. “The tools we use are best of breed across the board, rather than many point solutions,” says Baljit Dail, global CIO at Aon Corporation. “We’ve prioritized our risks, and have identified as among our greater concerns the stealthy, highly targeted attacks that are becoming more common, as opposed to the DDOS attacks of the past that went after thousands of computers. Consequently, we’re standardizing and centralizing our IT platform, looking at the right tools to deploy our resources more effectively. We’re also implementing global solutions and standards, whether it is data encryption services, e-mail encryption or even our hard drives. What we’re trying to do, first and foremost, is protect our reputation.”

Craig Shumard, chief information security officer at the Philadelphiabased health and employee services provider, CIGNA Corp., agrees that unified threat management and other new security products have great appeal in the cost-strapped economy. “Unified threat management, in which many products are coming together in one solution, complements other new practices like in-the-cloud security, where spam and virus filtering, for example, is provided by third parties outside the perimeter of a company’s IT infrastructure,” he says. CIGNA subscribes to services provided by Symantec for this purpose.

Other CIOs like David Vordick at USEC Inc., a Bethesda, Marylandbased provider of enriched uranium to the nuclear power industry, use tools from multiple vendors and maintain an internal infrastructure of systems and services to mitigate cyber risks.

“Occasionally we’ll engage a third party to help us do a targeted risk assessment to get an independent view of our security, but for the most part we handle things in-house, doing, for example, ongoing vulnerability assessments and system scans to determine if we need new patches or new products installed from vendors,” Vordick explains. “We’re also using more tools these days, in terms of defense and strategy, and our security budget has increased. We certainly have more people here now whose specific job title is information security.”

Dimension Data, a global IT solutions provider with $3.8 billion in 2007 revenues, takes a different tack altogether. “We leverage outside vendors on a subscription basis to provide the most accurate signatures for our e-mail and virus filtering,” explains Mark Slaga, CIO and chief technology officer of Dimension Data Americas. “For me, it’s a no-brainer — they have teams of experts to create the rules and signatures, but we do keep the equipment on our premises and manage the equipment ourselves. As for our firewalls and security policy work, they’re part of our core competency so they’re handled internally, as are data encryption and management of the hard drives.”

People Are Key

While hardware and software tools can be wielded to combat many cyber threats, the most uncertain element in the chain of management is people. Employees have been known to leave laptops on airplanes and trains. Laid-off workers have taken vital corporate data with them out the door. Others have sold sensitive data for personal gain. Education and training are the best line of defense in these cases, provided either by third-party certified or internally by the chief security officer and staff. “We’re trying to create a risk-aware culture here, which is not the easiest thing when you have tens of thousands of employees,” acknowledges Aon’s Dail. “We’re constantly sending out communication from our executive team about security and the need to protect confidential information. We have instituted an Awareness Program that provides security training online, and have made taking this training compulsory in the U.S. We will soon require it elsewhere in the enterprise.”

Security training and education also are de rigueur at TCS, a provider of information technology services and outsourcing solutions. “We offer a range of online education courses, including a 20-question quiz that every employee must complete on security awareness,” says Ananth Krishnan, the firm’s chief technology officer. Vordick says USEC is doing the same — “raising awareness in our end user community about what they are permitted to do and not do, and when to let us know when something doesn’t look right.” CIGNA, notes Shumard, “focuses a lot of energy around training and education. We have several people on staff right now directly focused on training, education and information protection.”

All these efforts are making cyber crimes more difficult to perpetrate. But, as Shumard concedes, “At the end of the day there will always be a percentage of security risks, as much as 20 percent, that not only our company but no company has a solution for,” he says. “That’s why training and awareness are so important.”

Mon, 03 Jan 2022 19:37:00 -0600 text/html https://www.wsj.com/ad/article/zurich_securing_vault.html
Killexams : Computing and Information Technologies BS

An information technology degree where you'll implement complex computing systems and become well versed in their management.

Program skills

End of the 2nd Year
Object-oriented application development using Java. Web design & development using HTML5, CSS and JavaScript. Database design, normalization and SQL, routing & switching basics including TCP/IP, OSPF, STA, VLANS, and Ethernet, and scripting with Python.

During the 3rd & 4th Year
User interface design and requirements gathering and data modeling. Advanced skills in database, networking, web development, and enterprise systems.

Program facilities equipment

Each lab is fully equipped with high-end Windows 10, Windows Server, Mac OSX, Linux and UNIX based PC platform computers. There is a full array of networking equipment from vendors such as Cisco, Extreme Networks, and Nortel including hubs, over 100 switches, and more than 80 routers. The labs are also equipped with wireless access points, layer 3 switches, network simulation, network data capture and virtualization software.

Program job titles reported

Systems Administrator; DevOps Engineer; Full Stack Engineer; Information Technology Engineer; Information Technology Specialist; Software Engineer; Systems Engineer; Operations Engineer; Network Technician; Web Developer

Select program hiring partners

Aetna & CVS Health; American Packaging Corporation; BlueCross BlueShield; Cisco; CyFlare; Datto; eLogic; Federal Bureau of Investigation; Fidelity Investments; Finger Lakes Performing Provider System (FLPPS); GenTech; GoNetspeed; L3Harris Technologies; Liberty Mutual Insurance; M&T Bank; MITRE; Northrop Grumman Corporation; Regional Transit Service; RIT- ITS; SIG; Wegmans Food Markets

92.3%

Outcome Rates*

Total percentage of graduates who have entered the workforce, enrolled in full-time graduate study, or are pursuing alternative plans (military service, volunteering, etc.).

75%

Knowledge Rate

*Total percentage of graduates for whom RIT has verifiable data, compared to national average knowledge rate of 41% per NACE.

Outcome % of Students
Employed 92.30%
Full-time Graduate Study 0%
Alternative Plans 0%
Outcome % of Students
Employed 92.30%
Full-time Graduate Study 0%
Alternative Plans 0%

Cooperative Education

Cooperative Education

What’s different about an RIT education? It’s the career experience you gain by completing cooperative education and internships with top companies in every single industry. You’ll earn more than a degree. You’ll gain real-world career experience that sets you apart. It’s exposure–early and often–to a variety of professional work environments, career paths, and industries. 

Co-ops and internships take your knowledge and turn it into know-how. Your computing co-ops will provide hands-on experience that enables you to apply your computing knowledge in professional settings while you make valuable connections between classwork and real-world applications.

Students in the computing and information technologies degree are required to complete two blocks of cooperative education experience.

Sun, 25 Aug 2019 04:43:00 -0500 en text/html https://www.rit.edu/careerservices/study/computing-and-information-technologies-bs
Killexams : CounterPath's Donovan Jones

The entire communications industry is experiencing colossal change as both businesses and consumers continue to adopt IP as their primary means of communication. Much of this change is being driven by SIP-based converged communications. In fact, at ITEXPO in San Diego last month, hardly a moment passed when the terms “convergence” or “mobility” were unheard. Indeed, they were the subjects of many a keynote and conference session.

As a developer of SIP-based softphones for the service provider community, CounterPath is among the many companies that has enjoyed exact growth, driven by the changes and developments in the communications industry. The Vancouver-based firm is also keenly aware that change is certain to continue and that developers and service providers alike must remain focused on what ultimately matters — the end user experience.

I had a chance to speak with Donovan Jones, who heads up the sales, marketing, development, and operations activities at CounterPath. Donovan explained some of the factors that drive growth in the communications space, as well as how ongoing change plays out in the relationship between developers, service providers, and end users.

RT: Your company has gone through a period of growth. To what do you credit that progress?

DJ: We’ve had five quarters of consecutive 20% growth, so we are pretty excited, and I think there are four real factors driving that growth. There’s the strength of our engineering team; we really have some of the most capable guys in the industry, and when you have a core set of people like we do, they can really punch above their weight. We’re able to do a lot of things that we wouldn’t necessarily do with other teams.

We also have a high quality product, which has been in the market since 2003 — the founders focused on SIP very early. Many people face challenges six months to a year after launching a product, because it gets laden down with bugs, but through a lot of comprehensive testing, we have beaten the bugs out of our product pretty well. Our product also has been downloaded more than two million times, so it’s got a following, a recognized brand. When you look at SIP, it allows you to interoperate with the large infrastructure providers, like Alcatel (News - Alert) , Siemens, Lucent, Nortel, Cisco.

Change in the market has also been a factor. Everybody talked about IP taking off from a telco perspective and from the consumer perspective a few years ago — we’re seeing it now and we are positioned very well to take advantage of the growth. There are all kinds of statistics, but a 50% year over year increase in broadband households in the U.S. shows how adoption is being driven from the consumer level.

The fourth factor is probably our strategy. Five quarters ago, we said we were going to focus on service providers, cable companies, OEMs, and large ITSPs, and we were going to build around our core engineering team and our core products. We were going to build capabilities to deliver to those segments, with our customer engineering team, our sales team, and our support team all serving them — and we’ve had pretty good success.

RT: You’ve recently had some major customer wins. Can you talk about them briefly?

DJ: Tying into our strategy of focusing on large service providers, cable companies, and OEMs, I’ll mention three. British Telecom is one of the world’s most recognized brands and certainly one of the leading brands in Europe; we launched product with them in late June. They’ve got a softphone, called BT Softphone, and it’s our technology powering it. This is the start of something really significant with BT, which is in the middle of a complete network and architecture refresh, a project called 21CN, and I think they are spending around $18 billion on network infrastructure, maybe more.

At the end of July, coinciding with our 10k filing, we disclosed Cisco as a customer. Our software development kit is being used in a number of their offerings, including the Unified Communicator product. We are very excited about that relationship. Then, in September, we helped AT&T bring its softphone, part of the Call Vantage service line, to market, adding another globally recognized brand.

These new relationships are truly a testament to our engineering team, which was able to give each of these companies a carrier-grade product that really fits with what they’re looking to do in the market.

RT: How does your relationship with Intrado (News - Alert) benefit your customers and fit into your business plan?

DJ: Intrado is really pioneering E-911 solutions, and is at the heart of exact FCC (News - Alert) requirements for carriers. Given our strategic focus on helping these large carriers get the right kind of SIP-based products and solutions in the hands of their customers, it’s a natural fit. It allows our customers to get a solution out quickly — and the Intrado solution works.

In terms of our business model, we see ourselves focused on delivering carrier-grade SIP applications to carriers. These need to go through substantial interoperability testing, and they need to meet all of the high-level feature requirements as well as basic core requirements, like 911. When you think about what the technology does, it enables our softphone to integrate directly with Intrado’s systems to automatically know when a 911 call is made. That 911 call can be directed to the appropriate PSAP and emergency operators can link the caller’s location with the number, which is very important when you start talking about the mobility offered by a cell phone or by a SIP-based application. You need to be able to really track these people down when they’re making 911 calls.

RT: How has the growing demand for mobility and wireless IP services affected Counterpath?

DJ: This is driving a lot of the interest in this space and a lot of what you hear around fixed/mobile convergence, a lot of what is being touted by the new IMS providers. We’ve had a product, the Pocket PC, in the market for some time. We’re really focusing on tightening up our desktop offer around Windows, Mac, and Linux. We’re focused on the next step, which is an embedded solution.

Windows Mobile 5 is certainly at the forefront there. We’ve got several partnerships with FMC-focused companies on delivering kind of a converged user experience across an application running on the desktop and an application running on a mobile device. So if you think about Windows Mobile 5 and then Windows XP and you blend the experience, so that wherever you are, you get to have all of your contacts, you get to have all of the way you’ve set up your experience independent of devices. We’re very much focused on pushing our application onto mobile devices.

RT: IPTV (News - Alert) is at the forefront of many service providers minds. How does that fit into your product set?

DJ: This is actually an interesting question. We actually recently demoed an IPTV solution running in our application. We see IPTV as a natural extension of the real power of a SIP-based application streaming content to a panel or a flat screen or a monitor running off of a very high powered server. So this, for us, is certainly an interesting opportunity.

From the market perspective, I think we are not quite there. I think that the kind of server that you’d need in your house in order to really deliver the high-quality content isn’t quite there. That set-top box is a little further ahead, but, in terms of IPTV, it’s absolutely on the roadmap. Our carrier customers are looking at ways of working with their customers set to stave off, if you will, the cable companies who are coming at them from the voice services side. They want to come at them from the streaming content side, and that is very interesting for us and you will see more in the coming months and quarters.

RT: What can we expect from CounterPath in the coming months?

DJ: You’re going to see continued execution of our plan. We’ve, for five quarters, been locked on this plan, which is to build solutions and support capabilities around our core product and focus them on large carriers and OEMs. This is going to continue to roll out. On the product side, you’re going to see Frontier, which is a code name for a new version of our user interface. That will be very interesting.

Frontier has a contact-based look and feel. EyeBeam, the product that’s out there now is a dial-pad centric user interface. We’re going to have a contact-centric user interface and we think that it will create a lot more flexibility, in terms of creating different integration with, say, CRM packages or streaming content like IPTV through the user interface. We don’t have the same challenges that we had with eyeBeam, where the dial-pad is kind of static and everything happens on the wings. This you can collapse, you can expand, you can create, you can take it down to just a toolbar, you can actually, from the user side, use the software however you like. It can be your entire desktop, it can be just in your toolbar, and you can still have all of the great user experience for making calls. We are pretty excited about that.

You are going to see mobile and embedded approaches for us as we move with some of our partners and all of our product and solution lines into the embedded mobile space. We’ve already got a great Mac story. You’ll see more of this with Frontier. We are working with a number of our partners on really implementing this. It’s been nice to have, and now we’re really pushing it and our partners and customers are quite receptive to our approach.

RT: How do you envision the IP communications world evolving in the next five years?

DJ: That is a combination of I and we — we being the company and I being me. I think it’s going to be more about the consumer, the end user. Traditionally, you’ve seen this IP space evolve such that the providers have tried to replicate a TDM or legacy experience using VoIP. They’ve, in fact, taken what I think is a far superior technology in all kinds of different facets, and dumbed it down, almost making it appear cheaper, completely changing the value proposition. What I actually think they are missing is it actually is about the experience. When you create the richness of an application and then you start to use it, it becomes very interesting for how things are going to evolve.

The other thing that’s important here is once users become more receptive to applications, it will open up the way people communicate. You’ll get to select exactly how you prefer to communicate. You won’t be forced to use or a particular handset or a particular desktop unit, and so forth. Rather, you’ll be able to use whatever device you like. You can have one presence-enabled, and then you can do what some people are talking about, which is to go from your LAN at home to an EV-DO network while you’re in transit to your high-speed LAN at work, all on one device.

You’ll be able to use applications to do file transfer, file sharing, you’ll be able to integrate with your CRM package like our product does now where you’ll be able to make calls from within the CRM package as well as integrate it with what you’re doing. You’ll be able to do multiple IMs, multiple chats, video conferences at the same time, put them up on a plasma screen, have presentations. It’s really going to be about the flexibility that’s afforded by the technology and then by what the user really wants.

I think the users are going to have more and more control in determining how an infrastructure company, like Cisco, builds. From the service provider perspective, there’s going to be a real initial influx of different kinds of service, from Google (News - Alert) offering Google-Talk, to someone like AT&T offering IM and streaming content, and many others, all going after the same set of users. It’s going to be quite interesting.

Initially it will be a proliferation and then we probably will start to see some consolidation, but it will be centered around what people want. The companies that are going to be successful are really going to need to understand the needs of consumers and the needs of businesses and really deliver tight value proposition around those needs, because the access to information and the access to choice is really going to be more and more in the hands of consumers, particularly when you start to think about the way IP is rolling out.

Rich Tehrani is President and Editor in Chief at TMC.

» Return to Executive Suite Home

Sun, 08 Aug 2021 03:33:00 -0500 text/html https://news.tmcnet.com/news/executive-suite/executive-report-counterpaths-donovan-jones.htm
Killexams : Stryker reports second quarter 2022 operating results

Stryker Corporation

Kalamazoo, Michigan, July 26, 2022 (GLOBE NEWSWIRE) -- Stryker (NYSE:SYK) reported operating results for the second quarter of 2022:

Second Quarter Results

  • Reported net sales increased 4.6% to $4.5 billion

  • Organic net sales increased 6.1%

  • Reported operating income margin of 17.2%

  • Adjusted operating income margin(1) contracted 220 bps to 23.7%

  • Reported EPS increased 11.0% to $1.72

  • Adjusted EPS(1) of $2.25 in line with 2021

Second Quarter Net Sales Growth Overview

Reported

Foreign Currency Exchange

Constant Currency

Acquisitions / Divestitures

Organic

MedSurg and Neurotechnology

8.0

%

(2.6)         %

10.6

%

2.7

%

7.9

%

Orthopaedics and Spine

0.5

        (3.4)       

3.9

3.9

Total

4.6

%

(3.0)         %

7.6

%

1.5

%

6.1

%

"Despite supply shortages we delivered solid organic sales growth in Q2," said Kevin A. Lobo, Chair and CEO. "Negative foreign currency and inflation, including spot buys of materials pressured our adjusted earnings. We are confident in our full year outlook for revenue; however, we are expecting continued adjusted EPS challenges due to worsening foreign exchange and other macroeconomic conditions."

Sales Analysis

Consolidated net sales of $4.5 billion increased 4.6% in the quarter and 7.6% in constant currency. Organic net sales increased 6.1% in the quarter including 7.5% from increased unit volume partially offset by 1.4% from lower prices.

MedSurg and Neurotechnology net sales of $2.5 billion increased 8.0% in the quarter and 10.6% in constant currency. Organic net sales increased 7.9% in the quarter including 7.8% from increased unit volume and 0.1% from higher prices.

Orthopaedics and Spine net sales of $1.9 billion increased 0.5% in the quarter and 3.9% in constant currency. Organic net sales increased 3.9% in the quarter including 7.1% from increased unit volume partially offset by 3.2% from lower prices.

Earnings Analysis

Reported net earnings of $656 million increased 10.8% in the quarter. Reported net earnings per diluted share of $1.72 increased 11.0% in the quarter. Reported gross profit margin and reported operating income margin were 62.9% and 17.2% in the quarter. Reported net earnings include certain items, such as charges for acquisition and integration-related activities, the amortization of purchased intangible assets, asset write-offs and impairments and restructuring-related and other charges, costs to comply with certain medical device regulations, recall-related matters, regulatory and legal matters and tax matters. Excluding the aforementioned items, adjusted gross profit margin(1) was 63.3% in the quarter, and adjusted operating income margin(1) was 23.7% in the quarter. Adjusted net earnings(1) of $860 million decreased 0.1% in the quarter. Adjusted net earnings per diluted share(1) of $2.25 was in line with 2021.

2022 Outlook

Considering our second quarter results, the strong order book for capital equipment and the sales momentum in our implant businesses, we now expect full year 2022 organic net sales growth to be in the range of 8% to 9%. If foreign currency exchange rates hold near current levels, we expect net sales in the full year will be adversely impacted by approximately 2% to 3% and adjusted net earnings per diluted share(2) will be adversely impacted by approximately $0.25 to $0.30 in the full year. Based on our performance in the second quarter including consideration of the continued supply chain challenges and the inflationary environment, together with our increased sales guidance and continued financial discipline, and most significantly, the anticipated future impact of foreign currency, we now expect adjusted net earnings per diluted share(2) in the range of $9.30 to $9.50 per share.

(1) A reconciliation of the non-GAAP financial measures: adjusted gross profit margin, adjusted operating income and adjusted operating income margin, adjusted net earnings and adjusted net earnings per diluted share, to the most directly comparable GAAP measures: gross profit margin, operating income and operating income margin, net earnings and net earnings per diluted share, and other important information accompanies this press release.

(2) We are unable to present a quantitative reconciliation of our expected net earnings per diluted share to expected adjusted net earnings per diluted share as we are unable to predict with reasonable certainty and without unreasonable effort the impact and timing of restructuring-related and other charges, acquisition-related expenses and fair value adjustments to inventory and the outcome of certain regulatory, legal and tax matters. The financial impact of these items is uncertain and is dependent on various factors, including timing, and could be material to our Consolidated Statements of Earnings.

Conference Call on Tuesday, July 26, 2022

As previously announced, Stryker will host a conference call on Tuesday, July 26, 2022 at 4:30 p.m., Eastern Time, to discuss the Company's operating results for the quarter ended June 30, 2022 and provide an operational update.

Please register for this conference call at: Stryker's Q2 2022 Earnings call. After registering, a confirmation will be sent via email, including dial-in details and unique conference call access codes required for call entry. Registration is open throughout the live call. To ensure you are connected prior to the beginning of the call, the Company suggests registering a minimum of 15 minutes before the start of the call.

A simultaneous webcast of the call will be accessible via the Investor Relations page of the Company's website at www.stryker.com. For those not planning to ask a question of management, the Company recommends listening via the webcast. Please allow 15 minutes to register, get and install any necessary software.

Following the conference call, a replay will be available at (866) 813-9403 (Toll Free) or (929) 458-6194 (International). The replay passcode is 637642. An archive of the webcast will also be available on the Company's website two hours after the live call ends.

Caution Concerning Forward-Looking Statements

This press release contains information that includes or is based on forward-looking statements within the meaning of the federal securities law that are subject to various risks and uncertainties that could cause our actual results to differ materially from those expressed or implied in such statements. Such factors include, but are not limited to: the impact on our operations and financial results of the COVID-19 pandemic and any related policies and actions by governments or other third parties; unexpected liabilities, costs, charges or expenses in connection with the acquisition of Vocera Communications, Inc. (Vocera); the effects of the Vocera transaction on the relationships of the parties with employees, customers, other business partners or governmental entities; weakening of economic conditions that could adversely affect the level of demand for our products; pricing pressures generally, including cost-containment measures that could adversely affect the price of or demand for our products; changes in foreign exchange markets; legislative and regulatory actions; unanticipated issues arising in connection with clinical studies and otherwise that affect United States Food and Drug Administration approval of new products, including Vocera products; potential supply disruptions; changes in reimbursement levels from third-party payors; a significant increase in product liability claims; the ultimate total cost with respect to recall-related matters; the impact of investigative and legal proceedings and compliance risks; resolution of tax audits; the impact of the federal legislation to reform the United States healthcare system; costs to comply with medical device regulations; changes in financial markets; changes in the competitive environment; our ability to integrate and realize the anticipated benefits of acquisitions in full or at all or within the expected timeframes, including the acquisition of Vocera; our ability to realize anticipated cost savings; and potential negative impacts resulting from environmental, social and governance (ESG) and sustainability related matters. Additional information concerning these and other factors is contained in our filings with the United States Securities and Exchange Commission, including our Annual Report on Form 10-K and Quarterly Reports on Form 10-Q. We disclaim any intention or obligation to publicly update or revise any forward-looking statement to reflect any change in our expectations or in events, conditions or circumstances on which those expectations may be based, or that affect the likelihood that actual results will differ from those contained in the forward-looking statements.

Stryker is one of the world's leading medical technology companies and, together with its customers, is driven to make healthcare better. The company offers innovative products and services in Medical and Surgical, Neurotechnology, Orthopaedics and Spine that help Boost patient and healthcare outcomes.  Alongside its customers around the world, Stryker impacts more than 100 million patients annually. More information is available at www.stryker.com.

For investor inquiries please contact:

Jason Beach, Vice President, Investor Relations at 269-385-2600 or jason.beach@stryker.com

For media inquiries please contact:

Yin Becker, Vice President, Chief Corporate Affairs Officer at 269-385-2600 or yin.becker@stryker.com

STRYKER CORPORATION

For the Three and Six Months June 30

(Unaudited - Millions of Dollars, Except Per Share Amounts)

CONSOLIDATED STATEMENTS OF EARNINGS

Three Months

Six Months

2022   

2021   

% Change

2022   

2021   

% Change

Net sales

$

      4,493 

$

4,294

4.6

%

$

8,768

$

8,247

6.3

%

Cost of sales

1,667

1,522

9.5

3,208

2,966

8.2

Gross profit

$

2,826

$

2,772

1.9

%

$

5,560

$

5,281

5.3 

%

% of sales

62.9

%

64.6

%

63.4

%

64.0

%

Research, development and engineering expenses

351

310

13.2

764

598

27.8

Selling, general and administrative expenses

1,539

1,505

2.3

3,249

3,080

5.5

Recall charges

4

76

nm     

18

82

nm     

Amortization of intangible assets

160

149

7.4

310

330

(6.1)

Total operating expenses

$

2,054

$

2,040

0.7

%

$

4,341

$

4,090

6.1

%

Operating income

$

772

$

732

5.5

%

$

1,219

$

1,191

2.4

%

% of sales

17.2

%

17.0

%

13.9

%

14.4

%

Other income (expense), net

(52)

(70)

(25.7)

(113)

(162)

(30.2)

Earnings before income taxes

$

720

$

662

8.8

%

$

1,106

$

1,029

7.5

%

Income taxes

64

70

(8.6)

127

135

(5.9)

Net earnings

$

656

$

592

10.8

%

$

979

$

894

9.5 

%

Net earnings per share of common stock:

Basic

$

1.73

$

1.57

10.2

%

$

2.59

$

2.37

9.3

%

Diluted

$

1.72

$

1.55

11.0

%

$

2.56

$

2.34

9.4

%

Weighted-average shares outstanding (in millions):

Basic

378.3

376.9

378.0

376.6

Diluted

382.2

382.3

382.5

382.0

CONDENSED CONSOLIDATED BALANCE SHEETS

June 30

December 31

2022        

2021        

Assets

Cash and cash equivalents

$

1,044

$

2,944

Marketable securities

83

75

Accounts receivable, net

3,145

3,022

Inventories

3,749

3,314

Prepaid expenses and other current assets

804

662

Total current assets

$

8,825

$

10,017

Property, plant and equipment, net

2,803

2,833

Goodwill and other intangibles, net

20,360

17,758

Noncurrent deferred income tax assets

1,625

1,760

Other noncurrent assets

2,419

2,263

Total assets

$

36,032

$

34,631

Liabilities and shareholders' equity

Current liabilities

$

4,404

$

4,549

Long-term debt, excluding current maturities

13,374

12,472

Income taxes

787

913

Other noncurrent liabilities

1,793

1,820

Shareholders' equity

15,674

14,877

Total liabilities and shareholders' equity

$

36,032

$

34,631

CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS

Six Months

2022            

2021             

Operating activities

Net earnings

$

979

$

894

Depreciation

185

187

Amortization of intangible assets

310

330

Changes in operating assets, liabilities, income taxes payable and other, net

(742)

(81)

Net cash provided by operating activities

$

732

$

1,330

Investing activities

Acquisitions, net of cash acquired

$

(2,563)

$

(104)

Purchases of property, plant and equipment

(262)

(189)

Other investing, net

(9)

(5)

Net cash used in investing activities

$

(2,834)

$

(298)

Financing activities

Borrowings (payments) of debt, net

$

872

$

(1,153)

Payments of dividends

(525

)

(475)

Other financing, net

(107

)

(101)

Net cash provided by (used in) financing activities

$

240

$

(1,729)

Effect of exchange rate changes on cash and cash equivalents

(38

)

(5)

Change in cash and cash equivalents

$

(1,900

)

$

(702)

nm - not meaningful

STRYKER CORPORATION

For the Three and Six Months June 30

(Unaudited - Millions of Dollars)

SALES GROWTH ANALYSIS

Three Months

Six Months

Percentage Change

Percentage Change

2022    

2021    

As Reported

Constant
Currency

2022    

2021    

As Reported

Constant
Currency

Geographic:

United States

$

3,311

$

3,100

6.8

%

6.8

%

$

6,416

$

5,884

9.0

%

9.0

%

International

1,182

1,194

(1.0)

9.7

2,352

2,363

(0.5)

7.8

Total

$

4,493

$

4,294

4.6

%

7.6

%

$

8,768

$

8,247

6.3

%

8.7

%

Segment:

MedSurg and Neurotechnology

$

2,549

$

2,359

8.0

%

10.6

%

$

4,972

$

4,550

9.3

%

11.3

%

Orthopaedics and Spine

1,944

1,935

0.5

3.9

3,796

3,697

2.7

5.4

Total

$

4,493

$

4,294

4.6

%

7.6

%

$

8,768

$

8,247

6.3

%

8.7

%

SUPPLEMENTAL SALES GROWTH ANALYSIS

Three Months

United States

International

Percentage Change

2022    

2021    

As Reported

Constant Currency

As Reported

As Reported

Constant Currency

MedSurg and Neurotechnology:

Instruments

$

563

$

517

8.9

%

11.3

%

12.3

%

(3.1)   %

7.7

%

Endoscopy

600

518

15.7

18.2

16.2

13.8

25.8

Medical

666

640

4.1

6.2

10.0

(14.6)

(6.1)

Neurovascular

306

301

1.6

    7.2

(1.8)

3.7

12.9

Neuro Cranial

337

310

     8.5

10.3

     9.4

    4.1

     14.7

Other

77

73

5.8

5.8

4.9

68.5

74.5

$

2,549

$

2,359

8.0

%

10.6

%

10.9

%

(0.1)   %

9.9

%

Orthopaedics and Spine:

Knees

$

500

$

474

5.5

%

8.7

%

5.3

%

6.2

%

18.6

%

Hips

364

353

3.2

7.6

4.5

1.2

13.0

Trauma and Extremities

676

674

0.2

3.4

3.1

(6.5)

4.4

Spine

290

307

(5.1)

(2.3)

(3.6)

(8.9)

1.0

Other

114

127

(10.8)

(7.3)

(13.8)

0.1

16.3

$

1,944

$

1,935

0.5

%

3.9

%

1.6

%

(2.0)   %

9.5

%

Total

$

     4,493

$

     4,294

4.6

%

7.6

%

6.8

%

(1.0)   %

9.7

%

Six Months

United States

International

Percentage Change

2022   

2021   

As Reported

Constant Currency

As Reported

As Reported

Constant Currency

MedSurg and Neurotechnology:

Instruments

$

1,091

$

986

10.7

%

12.7

%

14.3

%

(1.4)  %

7.0

%

Endoscopy

1,138

987

15.3

17.5

17.1

9.2

18.9

Medical

1,330

1,262

5.4

7.0

10.5

(10.7)

(4.3)

Neurovascular

607

590

2.7

6.9

(1.6)

5.4

12.2

Neuro Cranial

660

591

11.6

13.1

13.5

3.8

11.7

Other

146

134

8.8

8.8

8.1

57.6

60.7

$

4,972

$

4,550

9.3

%

11.3

%

12.4

%

0.8

%

8.5

%

Orthopaedics and Spine:

Knees

$

964

$

886

8.8

%

11.5

%

10.9

%

3.2

%

13.1

%

Hips

691

662

4.5

8.1

6.3

1.5

10.9

Trauma and Extremities

1,361

1,314

3.6

6.2

6.7

(3.7)

4.8

Spine

569

585

(2.6)

(0.3)

(0.1)

(8.5)

(0.7)

Other

211

250

(15.5)

(13.0)

(18.4)

(5.5)

5.9

$

3,796

$

3,697

2.7

%

5.4

%

4.7

%

(1.9) 

7.2

%

Total

$

8,768

$

8,247

6.3

%

8.7

%

9.0

%

(0.5)  

7.8

%

Note: The three and six months 2022 had the same number of selling days as 2021.

SUPPLEMENTAL INFORMATION - RECONCILIATION OF GAAP TO NON-GAAP FINANCIAL MEASURES

We supplement the reporting of our financial information determined under accounting principles generally accepted in the United States (GAAP) with certain non-GAAP financial measures, including: percentage sales growth; percentage sales growth in constant currency; percentage organic sales growth; adjusted gross profit; adjusted selling, general and administrative expenses; adjusted research, development and engineering expenses; adjusted operating income; adjusted other income (expense), net; adjusted effective income tax rate; adjusted net earnings; adjusted net earnings per diluted share (Diluted EPS); free cash flow; and free cash flow conversion. We believe these non-GAAP financial measures provide meaningful information to assist investors and shareholders in understanding our financial results and assessing our prospects for future performance. Management believes percentage sales growth in constant currency and the other adjusted measures described above are important indicators of our operations because they exclude items that may not be indicative of or are unrelated to our core operating results and provide a baseline for analyzing trends in our underlying businesses. Management uses these non-GAAP financial measures for reviewing the operating results of reportable business segments and analyzing potential future business trends in connection with our budget process and bases certain management incentive compensation on these non-GAAP financial measures.

To measure percentage sales growth in constant currency, we remove the impact of changes in foreign currency exchange rates that affect the comparability and trend of sales. Percentage sales growth in constant currency is calculated by translating current and prior year results at the same foreign currency exchange rate. To measure percentage organic sales growth, we remove the impact of changes in foreign currency exchange rates, acquisitions and divestitures, which affect the comparability and trend of sales. Percentage organic sales growth is calculated by translating current year and prior year results at the same foreign currency exchange rate excluding the impact of acquisitions and divestitures. To measure earnings performance on a consistent and comparable basis, we exclude certain items that affect the comparability of operating results and the trend of earnings. To measure free cash flow, we adjust cash provided by operating activities by the amount of purchases of property, plant and equipment and proceeds from long-lived asset disposals and remove the impact of certain legal settlements and recall payments. To measure free cash flow conversion we divide free cash flow by adjusted net earnings.

Because non-GAAP financial measures are not standardized, it may not be possible to compare these financial measures with other companies' non-GAAP financial measures having the same or similar names. These adjusted financial measures should not be considered in isolation or as a substitute for reported sales growth, gross profit, selling, general and administrative expenses, research, development and engineering expenses, operating income, other income (expense), net, effective income tax rate, net earnings and net earnings per diluted share, the most directly comparable GAAP financial measures. These non-GAAP financial measures are an additional way of viewing aspects of our operations that, when viewed with our GAAP results and the reconciliations to corresponding GAAP financial measures below, provide a more complete understanding of our business. We strongly encourage investors and shareholders to review our financial statements and publicly-filed reports in their entirety and not to rely on any single financial measure.

The following reconciles the non-GAAP financial measures discussed above with the most directly comparable GAAP financial measures. The weighted-average diluted shares outstanding used in the calculation of non-GAAP net earnings per diluted share are the same as those used in the calculation of reported net earnings per diluted share for the respective period.

STRYKER CORPORATION

For the Three and Six Months June 30

(Unaudited - Millions of Dollars, Except Per Share Amounts)

Reconciliation of Non-GAAP Financial Measures to the Most Directly Comparable GAAP Financial Measures

Three Months 2022

Gross Profit

Selling, General & Administrative Expenses

Research, Development & Engineering Expenses

Operating Income

Other Income (Expense), Net

Net Earnings

Effective
Tax Rate

Diluted EPS

Reported

$

2,826

$

1,539

$

351

$

772

$

(520)

$

656

8.9

%

$

1.72

Reported percent net sales

62.9

%

34.3

%

7.8

%

17.2

%

(1.2) %

14.6

%

Acquisition and integration-related costs (a)

Inventory stepped-up to fair value

7

7

5

0.1

0.01

Other acquisition and integration-related

(30)

30

23

0.4

0.06

Amortization of purchased intangible assets

— 

160

124

2.0

0.33

Restructuring-related and other charges (b)

8

(54)

62

56

(0.4)

0.15

Medical device regulations (c)

2

(2)

(28)

32

26

0.2

0.07

Recall-related matters (d)

4

3

0.1

Regulatory and legal matters (e)

(4)

(4)

(0.02

)

Tax matters (f)

(12)

(29)

2.6

(0.07

)

Adjusted

$

2,843

$

1,457

$

323 

$

1,063

$

(64)

$

860

13.9

%

$

2.25

Adjusted percent net sales

63.3

%

32.4

%

7.2

%

23.7

%

(1.4)%

19.1

%

Three Months 2021

Gross Profit

Selling, General & Administrative Expenses

Research, Development & Engineering Expenses

Operating Income

Other Income (Expense), Net

Net Earnings

Effective
Tax Rate

Diluted EPS

Reported

$

2,772

$

1,505

$

310

$

732

$

(70)

$

592

10.6

%

$

1.55

Reported percent net sales

64.6

%

35.0

%

7.2

%

17.0

%

(1.6)%

13.8

%

Acquisition and integration-related costs (a)

Inventory stepped-up to fair value

58

58

43

0.6

0.11

Other acquisition and integration-related

(62)

62

51

0.1

0.13

Amortization of purchased intangible assets

149

113

1.4

0.29

Restructuring-related and other charges (b)

2

(16)

17

15

(0.1)

0.03

Medical device regulations (c)

(26)

26

21

0.1

0.06

Recall-related matters (d)

76

68

(0.4)

0.18

Regulatory and legal matters (e)

9

— 

(9)

(3)

(12)

0.3

(0.03

)

Tax matters (f)

— 

— 

(30)

4.4

(0.07

)

Adjusted

$

2,832

$

1,436

$

284

$

1,111

$

(73)

$

861

17.0

%

$

2.25

Adjusted percent net sales

66.0

%

33.4

%

6.6

%

25.9

%

(1.7)%

20.1

%

Six Months 2022

Gross Profit

Selling, General & Administrative Expenses

Research, Development & Engineering Expenses

Operating Income

Other Income (Expense), Net

Net Earnings

Effective
Tax Rate

Diluted EPS

Reported

$

5,560

$

3,249 

$

764

$

1,219

$

(113)

$

979

11.5

%

$

2.56

Reported percent net sales

63.4

%

37.1

%

8.7

%

13.9

%

(1.3)%

11.2

%

Acquisition and integration-related costs (a)

Inventory stepped-up to fair value

12

12

9

0.1

0.02

Other acquisition and integration-related

(174)

174

128

2.0

0.33

Amortization of purchased intangible assets

310

239

2.6

0.63

Restructuring-related and other charges (b)

10

(82)

(79)

171

140

0.6

0.37

Medical device regulations (c)

2

(2)

(56)

60

50

0.2

0.13

Recall-related matters (d)

18

14

0.2

0.04

Regulatory and legal matters (e)

(33)

33

24

0.4

0.06

Tax matters (f)

(12)

29

(3.7)

0.08

Adjusted

$

5,584 

$

 2,958

$

629

$

1,997

$

(125) 

$

1,612

13.9

%

$

4.22

Adjusted percent net sales

63.7

%

33.7

%

7.2

%

22.8

%

(1.4)   %

18.4

%

Six Months 2021

Gross Profit

Selling, General & Administrative Expenses

Research, Development & Engineering Expenses

Operating Income

Other Income (Expense), Net

Net Earnings

Effective
Tax Rate

Diluted EPS

Reported

$

5,281 

$

3,080

$

598

$

1,191

$

(162)

$

894

13.1

%

$

2.34

Reported percent net sales

64.0

%

37.3

%

7.3

%

14.4

%

(2.0) %

10.8

%

Acquisition and integration-related costs (a)

Inventory stepped-up to fair value

137

137

103

1.1

0.27

Other acquisition and integration-related

(232)

232

180

1.6

0.47

Amortization of purchased intangible assets

330

264

1.6

0.69

Restructuring-related and other charges (b)

(31)

31

11

33

0.3

0.08

Medical device regulations (c)

1

(44)

45

37

0.2

0.10

Recall-related matters (d)

82

73

(0.3)

0.19

Regulatory and legal matters (e)

9

(9)

(3)

(12)

0.2

(0.03)

Tax matters (f)

26

(2.6)

0.07

Adjusted

$

5,419

$

2,826

$

554

$

2,039

$

(154)

$

1,598

15.2 

%

$

4.18

Adjusted percent net sales

65.7

%

34.3

%

6.7

%

24.7

%

(1.9) %

19.4

%

(a)

Charges represent certain acquisition and integration-related costs associated with acquisitions.

(b)

Charges represent the costs associated with the termination of sales relationships in certain countries, workforce reductions, elimination of product lines, certain long-lived and intangible asset write-offs and impairments and associated costs and other restructuring-related activities.

(c)

Charges represent the costs specific to updating our quality system, product labeling, asset write-offs and product remanufacturing to comply with the medical device reporting regulations and other requirements of the new medical device regulations in the European Union and China.

(d)

Charges represent changes in our best estimate of the minimum end of the range of probable loss to resolve certain recall-related matters.

(e)

Our best estimate of the minimum of the range of probable loss to resolve certain regulatory or other legal matters and the amount of favorable awards from settlements.

(f)

Benefits and charges represent the accounting impact of certain significant and discrete tax items, including adjustments related to the transfer of certain intellectual properties between tax jurisdictions.

Six Months

2022      

2021      

Cash provided by operating activities

$

732

$

1,330

Net earnings

979

894

Conversion

74.8

%

148.8

%

Cash provided by operating activities

$

732

$

1,330

Purchases of property, plant and equipment

(262)

(189)

Proceeds from long-lived asset disposals

2

7

Recall payments

19

163

Free cash flow

$

491

$

1,311 

Adjusted net earnings

1,612

1,598

Free cash flow conversion

30.5

%

82.0

%

Tue, 26 Jul 2022 11:13:00 -0500 en-CA text/html https://ca.news.yahoo.com/stryker-reports-second-quarter-2022-200500073.html Killexams : Wipro Ltd.

Wipro Ltd., the flagship company of the Azim H Premji group was incorporated in the year 1945. The company started off originally as a manufacturer of vegetable ghee/vanaspati, refined edible oils etc. Gradually the company has diversified into various other businesses.

Today Wipro Limited is the first PCMM Level 5 and SEI CMM Level 5 certified IT Services Company globally. Wipro provides comprehensive IT solutions and services, including systems integration, Information Systems outsourcing, package implementation, software application development and maintenance, and research and development services to corporations globally.

In the Indian market, Wipro is a leader in providing IT solutions and services for the corporate segment in India offering system integration, network integration, software solutions and IT services. Wipro also has profitable presence in niche market segments of consumer products and lighting. In the Asia Pacific and Middle East markets, Wipro provides IT solutions and services for global corporations.

Wipro's ADSs are listed on the New York Stock Exchange, and its equity shares are listed in India on the Stock Exchange – Mumbai, and the National Stock Exchange, among others.

Wipro is the leading strategic IT partner for companies across India, the Middle East and Asia–Pacific – offering integrated IT solutions. They plan, deploy, sustain and maintain your IT lifecycle through their total outsourcing, consulting services, business solutions and professional services. Wipro InfoTech helps you drive momentum in your organisation – no matter what domain you are in.

Backed by their strong quality processes and rich experience managing global clients across various business verticals, they align IT strategies to your business goals. Along with their best of breed technology partners, Wipro InfoTech also helps you with your hardware and IT infrastructure needs.

The various accreditations that they have achieved for every service they offer reflect their commitment towards quality assurance. Wipro InfoTech was the first global software company to achieve Level 5 SEI–CMM, the world's first IT Company to achieve Six Sigma, as well as the world's first company to attain Level 5 PCMM.

Their continuing success in executing projects is a result of their stringent implementation of quality processes. Deploying quality frameworks to align with your business will give you the benefit of a smooth and transparent transition while providing complete IT lifecycle management. Reliability and perfection are a result of their adherence to these quality benchmarks and this has been their key differentiator, while helping drive the business momentum.

The company’s experience and expertise are measured against globally recognized standards to ensure their commitment in delivering competitive solutions to their customers. Wipro InfoTech epitomises quality by maintaining high standards in service offerings and products, as well as internal processes and people management. They believe in constantly scaling quality standards by expanding our efficiency in all areas beyond their basic IT offerings.

Different people perceive innovation in various ways. At Wipro InfoTech, their innovative thinking helps them adopt newer business lines and offerings based on your business expectations. They have adapted to the changes brought about by technology and business and this has helped us Boost customer experience through service delivery and process optimisation.

In 2013, the company decided to shut down its hardware manufacturing business because it offers no competitive advantage. It would no longer build Wipro–branded desktops, laptops, and servers, including the SuperGenuis line of PCs and NetPower servers. It would now look to beef up its footprint as a systems integrator and increase its focus on IT services. 

Different divisions of the company:

Wipro Technologies – Wipro Technologies is the global IT services business division of Wipro Limited. With over 20 offices around the world, Wipro Technologies is the No.1 provider of integrated business, technology and process solutions on a global delivery platform.

Wipro Infotech– Wipro Infotech is the leading strategic IT partner for companies across India, the Middle East and Asia–Pacific – offering integrated IT solutions. We plan, deploy, sustain and maintain your IT lifecycle through our total outsourcing, consulting services, business solutions and professional services.

Wipro Consumer Care and Lighting– Wipro Consumer Care and Lighting, a business unit of Wipro Limited, has a profitable presence in the branded retail market of toilet soaps, hair care soaps, baby care products and lighting products. It is also a leader in institutional lighting in specified segments like software, pharma and retail.

Wipro Infrastructure Engineering – Wipro Infrastructure Engineering was Wipro Limited’s first diversification in 1975, which addressed the hydraulic equipment requirements of mobile original equipment manufacturers in India. Over the past 25 years, the Wipro Infrastructure Engineering business unit has become a leader in the Hydraulic Cylinders and Truck Tipping Systems markets in India, and intends growing its business to serve the global manufacturing requirements of Hydraulic Cylinders and Truck Tippers.

Wipro GE Medical Systems – Wipro GE Medical Systems is a joint venture between Wipro and General Electric Company. As a part of GE Medical Systems South Asia, it caters to customer and patient needs with a commitment to uncompromising quality. Wipro GE is India’s largest exporter of medical systems, with unmatched distribution and service reach in South Asia. Wipro GE pioneered the manufacture of Ultrasound and Computed Tomography systems in India and is a supplier for all GE Medical Systems products and services in South Asia.

Products and services offered by the company:

Wipro was having its presence across various verticals viz;(it decided to shut its hardware business in 2013)

Wipro Personal Computing Products:–

DesktopsEntry Level:

Mainstream:

Performance:

  • Wipro Desktop  WSG38105

  • Wipro Desktop WSG41155

Gaming PC :

  • Intel® Processor based

  • AMD Processor based

Palm–Sized PC:

Protos Desktop

Wipro Green Computing:

Note Book:

  • Wipro 7B1610

  • Wipro EM4700

  • Wipro 7B1630

  • Wipro 7E1100

  • Wipro 7B1100

  • Wipro 7B3800

  • Wipro 7710P

  • Wipro 7B1650.

Server:

AMD– performance & Enterprise classWipro LooKeys.Supercomputing

Services offered by the company:

  • System Integration

  • Managed Services

  • Total Outsourcing

  • Application Development and Portals 

  • Business Transformation Services

  • Security Governance

  • Data Warehousing and Biz Intelligence

  • Availability Services

Milestones  

  • 2012:                                                                                                                  

           Wipro – Australia–based MMG Selects Wipro as Strategic Partner
           Wipro – Wipro Acquires L.D.Waxson with Skincare brands Bio–essence & Ginvera
           Wipro Tech joins Car Connectivity Consortium (CCC) to develop smartphone–based connected–car solutions
           Wipro Technologies, Oracle joined hands to offer next gen Oracle Fusion HCM solution 

           Wipro Infotech, the India and Middle East, IT Business unit of Wipro launched the e.go aero range of ultraportable notebooks

           Wipro Wins NASSCOM Corporate Award for Excellence in Diversity and Inclusion 2012

  • 2011: Inaugurated its first rural BPO at Manjakkudi village in Tamil Nadu to capitalize on literate talent pool available in the region.

  • 2011: Wipro has signed an agreement to acquire majority stake of Brazil based hydraulic cylinder manufacturer R.K.M. EQUIPAMENTOS HIDRAULICOS.

  • 2010: Wipro Infotech –– the India, Middle East and Africa, IT Business of Wipro––has been awarded a 5–year IT outsourcing contract by Vasan Eye Care – one of India's largest network of eye care centers and a unit of Vasan Healthcare Group.

  • 2010: Wipro Technologies, the global IT services business division of Wipro, has jointly with Citrix Systems entered into an agreement with Microsoft.

  • 2008: Launch of Wipro Egypt Development Center

  • 2008: Launch of Wipro GSMC in Kuala Laumpur

  • 2007: Wipro Arabia Joint Venture found

  • 2006: Acquisition of 3D networks

  • 2006: Launch of GSMC– Global Service Management Centre for remote service delivery

  • 2004: Start of Total Outsourcing business

  • 2002: Start of Consulting business unit

  • 2001: Launch of Wipro Infotech Middle East & Asia–Pacific operations

  • 1998: Mission Quality journey started with focus on Six Sigma

  • 2000: Wipro Listed on NYSE

  • 1998: Re–launch of Wipro branded PC

  • 1995: Wipro–BT joint venture started

  • 1995: Joint Venture with Acer started

  • 1995: Partnership with Cisco announced

  • 1995: Offshoring services started

  • 1992: Launch of global R&D services

  • 1990: Launch of global software services business

  • 1988: Partnership with Sun Microsystems announced

  • 1986: Manufacturing tie–up with Epson for printers

  • 1986: Start of Wipro PC manufacturing (with India's first surface mounted technology)

  • 1984: Start of Wipro Systems – focus on software products (Wipro branded as well as distribution business)

  • 1981: Manufacture of mini computers started at the Mysore factory

  • 1980: Birth of IT business under banner of Wipro Information Technology Ltd. focused on hardware manufacturing and R&D

  • 1945: Manufacturing of edible oils

Achievements/ recognition:

  • In 2014 Wipro Rated as a 'High Performer' in HfS Blueprint Report on Insurance BPO
  • Wipro Recognized as a Best in Class Outsourcing and Consulting Service Provider for 2014 by Consumer Goods Technology Readers  
  • Best Websphere Partner Award.

  • Authorized EMC Signature Partner in South Asia.

  • Best TSG Partner of HP.

  • Best System Integrator award 2007–08. 

  • Best Technology Partner for the Year. 

  • Network Integrator of the Year 2008. 

  • SAP Pinnacle Award 2008. 

  • Golden Peacock Innovation Management Award 2007.

  • Riverbed Partner of the year 2007 award.

  • National Partner of the Year 2007 Award from Microsoft.

  • Wipro wins FIVE awards from CISCO.

  • India's first ever Microsoft Platinum Partner Award.

  • Wipro 3D Networks once again emerged as the most formidable partner for Nortel in FY 2006 bagging all the highest awards in significant categories – Sales, pre sales & post sales

  • Partner of the Year award:––Over Drive Excellence of the Year award –Sales Champion of the Year award  –Pre–Sales Champion of the Year award –Customer Champion of the Year award

Tue, 02 Aug 2022 12:00:00 -0500 en text/html https://www.ndtv.com/business/stock/wipro-ltd_wipro/reports
Killexams : 34 Reasons We Love Living in Raleigh, NC (America’s best kept secret) No result found, try new keyword!Raleigh-Durham is home to Research Triangle Park (RTP), one of the greatest technological research parks in the world with top employers including: IBM, Cisco, GlaxoSmithCline, Nortel Networks ... Mon, 18 Jul 2022 13:45:00 -0500 en-us text/html https://www.msn.com/en-us/travel/tripideas/34-reasons-we-love-living-in-raleigh-nc-americas-best-kept-secret/ar-AAZ2Xaa Killexams : Retool raises $45M at a $3.2B valuation to make building custom software as easy as buying off the shelf

The explosion of cloud computing, broadband networks, smarter devices and a vogue for building SaaS startups has created a universe of software for businesses and consumers: Whatever it is that you want or need to do, there's an app for that, as Apple once famously said.

But that is not the only game in town. A startup called Retool believes there's still a lot of mileage and important work left to do in the world of bespoke software -- apps developed for a specific use and a specific user. Since being founded in 2017, it has seen more than 500,000 apps built on its platform with billions of queries pointing to strong usage of that software. And today, it's announcing a sizable fundraise of $45 million at a valuation of $3.2 billion to further underscore its traction in the market.

The idea with Retool, in the words of CEO and co-founder David Hsu, is that it provides "a new way of building software."

"Our core thesis is that when you look at how software has been built for the last 20 or 30 years, it really hasn't changed," he said.

You sit down at your computer, and you type away and what you're doing is based on "really specialized training, specialized knowledge," he continued: "The idea behind Retool is that maybe there could be a much faster way to build software." Here, you use drag-and-drop interfaces for major components, with code written on top of that, "for the last 20% or 30%" of the work, resulting in something flexible and customized to what users need.

If Retool has its way, software may indeed eat the world, but it sounds like it will come in the form of many different cuisines.

The funding, which Retool has described to me as a Series C2, is coming from Sequoia Capital, Stripe co-founders John and Patrick Collison, GitHub's former CEO Nat Friedman, Elad Gil, Daniel Gross and Caryn Marooney, the former VP of Comms at Facebook who is now a partner at Coatue. All are previous investors in the company. The round comes on the heels of the company raising a more modest $20 million Series C in December 2021 (which valued it at $1.85 billion).

To date, Retool has been focusing primarily on a category of software typically described as "internal apps" -- not customer-facing or consumer-facing software but tools to help people in organizations do their jobs.

Its customers include a lot of companies that you might have thought already had the capability to build things like this already -- Big Tech players like Amazon and Pinterest and Coursera, as well as the NFL, NBCUniversal and others. This latest injection will be used to double down on what it's been doing, and to hire more talent, to create more advanced and deeper functionality, and to expand geographically from its home base in San Francisco.

Retool's core platform today is built around around 90 "components" that can be fit together -- not so much in a "low code" approach but for software developers and engineers to get some of the basic building blocks like forms, charts and tables out of the way. On top of this, it also provides validation, accessibility and other tools needed to verify all is working as it should be. Then developers can connect up any database or API -- anything with a REST or GraphQL API, it says, as well as PostgreSQL, MongoDB and other data stores -- to finish writing the rest of the software.

Hsu's bet is that this approach makes both building and maintaining custom software much easier. Two weeks of typical development can be whittled down to one day, he said.

The focus on internal apps is interesting. In a way, it means Retool's profile remains relatively low. Hsu said that this was a strategic choice the company made, since internal apps account for more than 50% of all apps in the world, and they are precisely the use case for where organizations might need something more customized, which might run on a private cloud, or on premise, or simply work with whatever they are using across legacy and more modern systems.

However, it's important to note that this is not where the company sees itself longer-term Future plans include building functionality to let developers work on customer-facing apps and potentially consumer-facing products, too. Having the backing of Stripe's co-founders is very interesting in this regard: Stripe's tools are precisely designed to help build those two latter categories of apps.

It certainly has a number of existing customers that might well want to take advantage of that kind of expansion, should it get launched. "The flexibility and ease of Retool’s platform has transformed the scope of our internal tools roadmap from being years long to months long. Retool has changed the way we operate," Shon Saoji, senior engineering manager at Coursera, said in a statement to TechCrunch.

Retool's growth and positioning is very catchy, not least because of how it is zigging when so much else is zagging. It's not too surprising to see Sequoia, which put a lot of money behind another anachronistic-sounding idea -- a messaging app (WhatsApp) -- at a time when it seemed like that space was also all sewn up.

"Retool sits at the intersection of two major trends: the rise of the developer and the increasing importance of operational excellence after a pandemic that compressed a decade of digital transformation into two years," said Bryan Schreier, a partner at Sequoia. "Retool empowers engineers to accelerate the operations of their companies by building internal software incredibly fast. Retool is well positioned to define the future of internal tooling in the enterprise and, more broadly, how developers actually develop. In the face of macroeconomic uncertainty, Retool’s value proposition is even more stark."

Thu, 28 Jul 2022 01:55:00 -0500 en-CA text/html https://ca.news.yahoo.com/retool-raises-45m-3-2b-130328028.html
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