1. VTION is a Digital Consumer Behaviour Intelligence company which collects its own data on a first party basis from a Opt In, GDPR compliant &amp; paid panel. Data is collected from Android Smartphones with a SDK / App combination using a method that is patent granted in India and US.

VTION Digital - Crunchbase Company Profile & Funding

VTION Digital: Among Forbes India’s Select 200 Companies With Global Business Potential Get Actionable Insights on Interact and Engage with Easily Discover and Acquire Your Most-Relevant Consumers Online Empowering brands and businesses to confidently deliver a higher ROI on their digital ...

Digital Consumer Behavior Analytics

Information on valuation, funding, cap tables, investors, and executives for VTION. Use the PitchBook Platform to explore the full profile.

VTION Company Profile: Valuation & Investors | PitchBook

VTION - Digital consumer behavior intelligence software. Raised a total funding of $2.47M over 4 rounds from 31 investors.

VTION - Company Profile - Tracxn

Let’s take a look at some of the Select 200 Companies with Global Business Potential recognised by Forbes India and D Globalist. at DGEMS 2023. A huge congratulations to all these eXtrepreneurs. We eagerly await your vision turning into a global reality. Stay tuned for more updates on #Select200 &amp; #DGEMS2023 Vendekin Technologies VeriSmart.ai VideoVerse VitraAI Vritti Solutions VTION ...

VTION Digital | LinkedIn

Vtion Wireless Technologies is a provider of wireless data card solutions for mobile computing over wide area networks.

Vtion Wireless Technology - Crunchbase Company Profile & Funding

&quot;Headquartered in Mumbai/Delhi, founded by Manoj Dawane, VTION is a digital consumer behaviour intelligence company with first-party Android smartphone usage data that is collected using our patented technology. Our panel represents 200Mn users. We help clients enhance their Digital Marketing ...

VTION Company Profile, information, investors, valuation & Funding

Founded by Manoj Dawane, Arpana Dawane, Neela Dawane in the year 2016 · Revenue stood at $94.8K · Valued at $8.47M · Arpana Dawane, Dinkar Ayilavarapu, AngelList, Dtap are among its shareholders · Digital consumer behavior intelligence software

VTION | Tracxn

We are a media technology innovation firm aiming to solve key problems in the media based ecosystem, focussing on measurement technologies and analytics.

VTION | e27

The startup will be utilising the ... and enhancing product road map into adjacent digital areas. VTION, launched in 2016, focuses on media consumption measurement techniques and audio analytics. The company is founded by Manoj Dawane (CEO, Mauj Mobile) and with Rajshree Dave ...

VTION gets $280,000 from angels - The Economic Times

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vtion - Yahoo Finance

PTI | Gurugram | Updated: 25-05-2023 11:22 IST | Created: 25-05-2023 11:22 IST SHARE VTION Digital, a consumer intelligence company, has strengthened its team with respect to Marketing and Sales verticals. VTION Digital has roped in Siddhesh Dhumal as General Manager - Marketing, Garima Gupta ...

Vtion - Products, Competitors, Financials, Employees, Headquarters ...

Company profile page for Vtion Wireless Technology AG including stock price, company news, press releases, executives, board members, and contact information

Vtion Wireless Technology AG - Company Profile and News - Bloomberg ...

Glassdoor gives you an inside look at what it&#x27;s like to work at Vtion Technology, including salaries, reviews, office photos, and more. This is the Vtion Technology company profile. All content is posted anonymously by employees working at Vtion Technology.

Working at Vtion Technology | Glassdoor

The company offers industry-specific computing solutions to the insurance industry through its E-Agency platform. Through its wholly owned subsidiary, Vtion Anzhuo, the company offers online applications for the Android operating system

Vtion Wireless Anywhere

VTION Team Dedicated team of experts with over 100+ years of combined experience spanning across industries like tech, research, media, analytics and telecom. Manoj Dawane Founder &amp; CEO 29 years of innovating &amp; operating experience in tech, media and telecom.

Our Teams - VTION

treat employees good.and feed us alot · fellow workers back to make thier self look better

Vtion Technology - good | Glassdoor

Vtion, which designs, develops and distributes wireless data cards in China, is offering up to 5.1 million shares of which 4 million derive from a capital increase, it said on Monday. The company said it plans to use the proceeds from the sale of new shares, which it expects to be up to 120 ...

China's Vtion eyes Europe markets in Frankfurt IPO | Reuters

Founded in 2016 by Manoj Dawane, VTION provides a unique platform for analytics and measurement technologies in the media sector.

Media Measurement Analytics Startup VTION Bags Premium Funding ...

1 billion members | Manage your professional identity. Build and engage with your professional network. Access knowledge, insights and opportunities.

Vtion Wireless Technology AG | LinkedIn

We are a technology company that started its operations in 2018 and we are focused on capturing Smart Devices usage behavioral habits of a paid panel that we have built in India

VTION

John Vrionis is Managing Partner of Unusual Ventures , which he co-founded with Jyoti Bansal (founder of AppDynamics). Unusual Ventures is a new model for early stage venture investing and mentorship, and the solution for what John calls the seed funding gap . Prior to founding Unusual Ventures in May 2018, John was a General Partner at Lightspeed Venture Partners, where he invested in several successful companies including Nimble Storage, DataStax, AppDynamics (acq: Cisco), Mulesoft (IPO; acq: Salesforce) Heptio (acq: VMware) and Nicira (acq: VMware). Davis Baer : What’s your background, and what are you working on? People often ask me how I ended up in Silicon Valley as the founder of . Here’s the short version: I grew up in a semi-rural town in Georgia and my dad was diagnosed with Multiple Sclerosis when I was just a kid. It was tough for the entire family, especially my mom, who was overwhelmed by an angry teenager (me) and the lower middle class economic situation we found ourselves in. Convinced relieving financial stress was the biggest obstacle to happiness, I was determined to make something of my life. I poured myself into sports and school, and found both academic and athletic success. These successes ultimately opened the doors to college, where I played on the soccer team at Harvard and later, professionally. It’s important to note here that I didn’t find early success because I had a transcendent “gift” for sports or academics. It was mostly persistence and a relentless drive to overcome any obstacles which did it. In other words, I made it my mission to work as hard as I possibly could because this strategy produced some early positive results, and if I’m honest, it also numbed me from the sadness I felt about my dad’s illness and the impact MS had on my family. John Vrionis: Unusual Ventures After a few years playing professional soccer, I had to get a “real” job. I just wasn’t good enough to make a career out of the sport. I spent a year working for an investment bank, in part because it paid well, but I had zero control over the work that I did and quickly became miserable. I decided to go back to school for a Masters in computer science and worked for a corporate tech VC at the same time. Soon, however, I realized I knew nothing about business, so I tried going back to school again — business school this time. However, I didn’t get accepted to the school I wanted to attend (Stanford) and ended up joining a startup. The startup turned out to be a success and eventually I landed at Stanford’s Graduate School of Business (they accepted me the second time — persistence, remember?), and then, my path took me to Lightspeed Venture Partners. I figured I would spend a year or two learning about venture capital from the inside and the emerging technologies building up around them. Instead, I fell in love with helping entrepreneurs achieve their goals in business and life, and remained there for 12 years. I learned the hard way that happiness has very little to do with personal finances, and that for me, joy comes from helping others in the hardest moments, working side by side with people who have similar values, and focusing on work I am most passionate about — i.e. early-stage entrepreneurship. Today, I’m part of team focused on redefining the early-stage VC market and giving founders a through , the seed-stage venture fund I with Jyoti Bansal last year. It’s been a remarkable journey so far — from recruiting the team and our non-profit LPs, to launching the firm and our in May, to the in August, and — most recently — , one of the smartest and most experienced growth and product experts in tech, to lead our Consumer practice as Partner in January. distinct advantage Unusual Ventures launched Get Ahead Platform Unusual Academy bringing on Andy Johns What types of companies do you invest in? We’re early-stage investors, which means that investment decisions center mostly on alignment with founders and their vision for a new product and category. When we invest, the exact path of how the company will proceed in terms of product strategy and go-to-market plans isn’t clear, but we have a shared belief in the opportunity and a passion to work closely together to chart the best course. We focus on companies that are in the enterprise and consumer technology sectors. Now that technology has become a strategic part of every industry, there are far more interesting and promising markets for tech startups than ever before, which means we’re seeing exciting pitches from all different types of industries. Today, our portfolio companies span enterprise software and infrastructure, DevOps tools and services, full-stack application solutions, fintech solutions, cybersecurity solutions, and now, with the addition of Andy Johns to the team, consumer applications. The shared DNA is the founders — we work with authentic, insightful, and determined founders who want to win big and have the humility to understand it takes a team to execute on the vision. What do you look for when making an investment? At the seed-stage, we are looking for people with proprietary insight — meaning they have experienced some personal pain, identified the root cause, sought out a solution, and hacked one together themselves because it mattered deeply to them. Mind you, founders with this type of origin story don’t always go on to create successful companies, but just about every breakout company that has ever existed starts from this basic premise. We are not interested in people who start a company with the primary goal of making money. That said, let me be clear — we are venture capitalists, so obviously money matters to us and it is our job to create outsized investment returns. But money can’t be the primary driver for a founder. We’ve seen that before and we know it doesn’t work. Passion, drive, and personal experience — that’s what we want in founders. So, we work with people who would pursue their idea with or without money because it matters that much to them. The other big traits we look for in founders are curiosity, the capability to learn quickly, and storytelling ability. On the first two, we want to see an insatiable willingness and desire to dive in and absorb new things. We also look for an unusual combination of confidence and humility. Essentially, we want founders that believe they have what it takes to beat all the odds, but have a hunger to learn something from people who have been on a similar journey at an earlier point in time. Third is storytelling — the reality is to be a great founder, you have to be a good storyteller. There are plenty of people out there with great ideas, but the ones who truly set themselves apart are those with the best stories to communicate and inspire others to believe in what they are creating. Stories are powerful because they go right to the very core of human nature. Founders with exceptional storytelling ability can hire better talent, land more customers, and can always find people to invest in them and their idea. What’s your advice for entrepreneurs looking to get funded? Find investors who specialize in investing in companies at your stage. For example, when raising Seed or Series A capital, beware of investors who describe themselves as “stage-agnostic.” That’s more or less another way of saying, “We can give you money, but what we are really doing is buying optionality, so in the case where you succeed, we can write you a big check and then we can afford to spend time with you.” With billions of dollars to deploy, these large funds simply can’t dedicate the time or provide the specialized support an early-stage company needs. Worse yet, if you do take their money and they don’t sign on to lead your next funding round, it sends a clear signal to every other investor in the market that your business is not worth their time. Investors love to tell founders to “focus” and yet, ironically, many are trying to claim they are world class at investing at every stage. At Unusual, we think founders deserve better. The best investors can make a profound difference in helping founders turn an early insight into a real business. That’s because they have 10,000+ hours of experience working through the unavoidable challenges entrepreneurs face in the early stages of their company, such as finding early customers and building a repeatable sales process, articulating the value proposition and messaging, recruiting top talent, fundraising, and the list goes on. Ultimately, it’s a matter of information asymmetry. Great investors have seen it all dozens, if not hundreds, of times before. It’s NOT to say that investors should be prescriptive — they definitely should not be because every founder’s journey is different. However, all of those experiences give good investors an advantage in terms of knowledge, and it means they have likely amassed a deep network of resources and support from which they can draw. What are the biggest challenges / obstacles that you see founders facing that they must overcome? It’s a long list, but if I have to choose, I’d say it’s team and focus. Team always comes first. That’s because hiring a great team at the seed-stage is both exceptionally challenging exceptionally critical to the success of your business. In fact, for many investors, your ability to hire great talent tells them nearly everything they need to know about your business, as I recently explained in . and a Hacker Noon article with my advice for early-stage hiring From a business execution standpoint, focus is where almost everyone screws up today. To raise money, founders have to present a BIG vision and plan, but the story told to investors is not the one customers care about, nor does it lead to a feasible go-to-market strategy. Too many founders make the mistake of trying to tackle too much with product and go-to-market plan 1.0. As a result, they end up selling a platform vs a specific solution tied to a bite-sized problem. Not wanting to give up on the grand vision, but lacking the resources to deliver a best in class solution for more than one use case, many startups run out of money before hitting the essential early milestone of evangelical customers. Early success in a startup isn’t physics hard, it is dieting hard. Having the discipline to build and market certain things — that is the hardest part. not If you weren’t an investor, what would you be doing? For me, meaningful relationships are what matter most in life. Helping people achieve their goals in business and/or life is the most fulfilling thing that anyone can do. It turns out I have a passion to help entrepreneurs build businesses, and a belief that the venture capital industry needs to continue to innovate and improve on many dimensions — so that’s my part to play. In other words, there is truly nothing else I’d rather be doing. In fact, that’s why I partnered with Jyoti to launch Unusual Ventures in the first place, where the goal isn’t simply investing in companies to make money. We’ve created Unusual to redefine seed-stage venture capital, improve the model, and provide an unprecedented level of service and support to early-stage founders. We were in the fortunate position to design everything about Unusual as the first principals and we decided to push the boundaries on several dimensions. For instance, instead of raising funds from the usual suspects — sovereign wealth funds, wealthy individuals with family offices, and so on — we work almost exclusively with “unusual” LPs, such as historically black colleges and universities, foundations, endowments, public children’s hospitals, and other causes that are typically boxed out of the massive wealth creation that takes place in Silicon Valley. Anything else you want to share? Silicon Valley is awash in venture capital — much of which comes from sovereign wealth funds of questionable origins. According to an from The Wall Street Journal, Saudi Arabia is now the single largest source of funding for tech companies in the US. October report The implications of this trend are troubling — as — and founders should be paying much closer attention. Why? Because they are in the best position to change it. The only way we will see greater transparency in VC is if founders take a stand and start asking for it. Otherwise, this growing problem just becomes another news cycle. I wrote about in TechCrunch recently This interview is brought to you by , a tool to schedule and automatically repeat your posts on Facebook, Instagram, Twitter, Pinterest, LinkedIn, and Google My Business OneUp

VC Interview: John Vrionis of Unusual Ventures

On War by Carl Von Clausewitz, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . The Battle Book IV: Chapter IX. The Battle(*) (*) Clausewitz still uses the word “die Hauptschlacht” but modern usage employs only the word “die Schlacht” to designate the decisive act of a whole campaign—encounters arising from the collision or troops marching towards the strategic culmination of each portion or the campaign are spoken of either as “Treffen,” i.e., “engagements” or “Gefecht,” i.e., “combat” or “action.” Thus technically, Gravelotte was a “Schlacht,” i.e., “battle,” but Spicheren, Woerth, Borny, even Vionville were only “Treffen.” ITS DECISION What is a battle? A conflict of the main body, but not an unimportant one about a secondary object, not a mere attempt which is given up when we see betimes that our object is hardly within our reach: it is a conflict waged with all our forces for the attainment of a decisive victory. Minor objects may also be mixed up with the principal object, and it will take many different tones of colour from the circumstances out of which it originates, for a battle belongs also to a greater whole of which it is only a part, but because the essence of War is conflict, and the battle is the conflict of the main Armies, it is always to be regarded as the real centre of gravity of the War, and therefore its distinguishing character is, that unlike all other encounters, it is arranged for, and undertaken with the sole purpose of obtaining a decisive victory. This has an influence on the manner of its decision, on the effect of the victory contained in it, and determines the value which theory is to assign to it as a means to an end. On that account we make it the subject of our special consideration, and at this stage before we enter upon the special ends which may be bound up with it, but which do not essentially alter its character if it really deserves to be termed a battle. If a battle takes place principally on its own account, the elements of its decision must be contained in itself; in other words, victory must be striven for as long as a possibility or hope remains. It must not, therefore, be given up on account of secondary circumstances, but only and alone in the event of the forces appearing completely insufficient. Now how is that precise moment to be described? If a certain artificial formation and cohesion of an Army is the principal condition under which the bravery of the troops can gain a victory, as was the case during a great part of the period of the modern Art of War, then the breaking up of this formation is the decision. A beaten wing which is put out of joint decides the fate of all that was connected with it. If as was the case at another time the essence of the defence consists in an intimate alliance of the Army with the ground on which it fights and its obstacles, so that Army and position are only one, then the conquest of an essential point in this position is the decision. It is said the key of the position is lost, it cannot therefore be defended any further; the battle cannot be continued. In both cases the beaten Armies are very much like the broken strings of an instrument which cannot do their work. That geometrical as well as this geographical principle which had a tendency to place an Army in a state of crystallising tension which did not allow of the available powers being made use of up to the last man, have at least so far lost their influence that they no longer predominate. Armies are still led into battle in a certain order, but that order is no longer of decisive importance; obstacles of ground are also still turned to account to strengthen a position, but they are no longer the only support. We attempted in the second chapter of this book to take a general view of the nature of the modern battle. According to our conception of it, the order of battle is only a disposition of the forces suitable to the convenient use of them, and the course of the battle a mutual slow wearing away of these forces upon one another, to see which will have soonest exhausted his adversary. The resolution therefore to give up the fight arises, in a battle more than in any other combat, from the relation of the fresh reserves remaining available; for only these still retain all their moral vigour, and the cinders of the battered, knocked-about battalions, already burnt out in the destroying element, must not be placed on a level with them; also lost ground as we have elsewhere said, is a standard of lost moral force; it therefore comes also into account, but more as a sign of loss suffered than for the loss itself, and the number of fresh reserves is always the chief point to be looked at by both Commanders. In general, an action inclines in one direction from the very commencement, but in a manner little observable. This direction is also frequently given in a very decided manner by the arrangements which have been made previously, and then it shows a want of discernment in that General who commences battle under these unfavourable circumstances without being aware of them. Even when this does not occur it lies in the nature of things that the course of a battle resembles rather a slow disturbance of equilibrium which commences soon, but as we have said almost imperceptibly at first, and then with each moment of time becomes stronger and more visible, than an oscillating to and fro, as those who are misled by mendacious descriptions usually suppose. But whether it happens that the balance is for a long time little disturbed, or that even after it has been lost on one side it rights itself again, and is then lost on the other side, it is certain at all events that in most instances the defeated General foresees his fate long before he retreats, and that cases in which some critical event acts with unexpected force upon the course of the whole have their existence mostly in the colouring with which every one depicts his lost battle. We can only here appeal to the decision of unprejudiced men of experience, who will, we are sure, assent to what we have said, and answer for us to such of our readers as do not know War from their own experience. To develop the necessity of this course from the nature of the thing would lead us too far into the province of tactics, to which this branch of the subject belongs; we are here only concerned with its results. If we say that the defeated General foresees the unfavourable result usually some time before he makes up his mind to give up the battle, we admit that there are also instances to the contrary, because otherwise we should maintain a proposition contradictory in itself. If at the moment of each decisive tendency of a battle it should be considered as lost, then also no further forces should be used to give it a turn, and consequently this decisive tendency could not precede the retreat by any length of time. Certainly there are instances of battles which after having taken a decided turn to one side have still ended in favour of the other; but they are rare, not usual; these exceptional cases, however, are reckoned upon by every General against whom fortune declares itself, and he must reckon upon them as long as there remains a possibility of a turn of fortune. He hopes by stronger efforts, by raising the remaining moral forces, by surpassing himself, or also by some fortunate chance that the next moment will bring a change, and pursues this as far as his courage and his judgment can agree. We shall have something more to say on this subject, but before that we must show what are the signs of the scales turning. The result of the whole combat consists in the sum total of the results of all partial combats; but these results of separate combats are settled by different considerations. First by the pure moral power in the mind of the leading officers. If a General of Division has seen his battalions forced to succumb, it will have an influence on his demeanour and his reports, and these again will have an influence on the measures of the Commander-in-Chief; therefore even those unsuccessful partial combats which to all appearance are retrieved, are not lost in their results, and the impressions from them sum themselves up in the mind of the Commander without much trouble, and even against his will. Secondly, by the quicker melting away of our troops, which can be easily estimated in the slow and relatively(*) little tumultuary course of our battles. (*) Relatively, that is say to the shock of former days. Thirdly, by lost ground. All these things serve for the eye of the General as a compass to tell the course of the battle in which he is embarked. If whole batteries have been lost and none of the enemy’s taken; if battalions have been overthrown by the enemy’s cavalry, whilst those of the enemy everywhere present impenetrable masses; if the line of fire from his order of battle wavers involuntarily from one point to another; if fruitless efforts have been made to gain certain points, and the assaulting battalions each, time been scattered by well-directed volleys of grape and case;—if our artillery begins to reply feebly to that of the enemy—if the battalions under fire diminish unusually, fast, because with the wounded crowds of unwounded men go to the rear;—if single Divisions have been cut off and made prisoners through the disruption of the plan of the battle;—if the line of retreat begins to be endangered: the Commander may tell very well in which direction he is going with his battle. The longer this direction continues, the more decided it becomes, so much the more difficult will be the turning, so much the nearer the moment when he must give up the battle. We shall now make some observations on this moment. We have already said more than once that the final decision is ruled mostly by the relative number of the fresh reserves remaining at the last; that Commander who sees his adversary is decidedly superior to him in this respect makes up his mind to retreat. It is the characteristic of modern battles that all mischances and losses which take place in the course of the same can be retrieved by fresh forces, because the arrangement of the modern order of battle, and the way in which troops are brought into action, allow of their use almost generally, and in each position. So long, therefore, as that Commander against whom the issue seems to declare itself still retains a superiority in reserve force, he will not give up the day. But from the moment that his reserves begin to become weaker than his enemy’s, the decision may be regarded as settled, and what he now does depends partly on special circumstances, partly on the degree of courage and perseverance which he personally possesses, and which may degenerate into foolish obstinacy. How a Commander can attain to the power of estimating correctly the still remaining reserves on both sides is an affair of skilful practical genius, which does not in any way belong to this place; we keep ourselves to the result as it forms itself in his mind. But this conclusion is still not the moment of decision properly, for a motive which only arises gradually does not answer to that, but is only a general motive towards resolution, and the resolution itself requires still some special immediate causes. Of these there are two chief ones which constantly recur, that is, the danger of retreat, and the arrival of night. If the retreat with every new step which the battle takes in its course becomes constantly in greater danger, and if the reserves are so much diminished that they are no longer adequate to get breathing room, then there is nothing left but to submit to fate, and by a well-conducted retreat to save what, by a longer delay ending in flight and disaster, would be lost. But night as a rule puts an end to all battles, because a night combat holds out no hope of advantage except under particular circumstances; and as night is better suited for a retreat than the day, so, therefore, the Commander who must look at the retreat as a thing inevitable, or as most probable, will prefer to make use of the night for his purpose. That there are, besides the above two usual and chief causes, yet many others also, which are less or more individual and not to be overlooked, is a matter of course; for the more a battle tends towards a complete upset of equilibrium the more sensible is the influence of each partial result in hastening the turn. Thus the loss of a battery, a successful charge of a couple of regiments of cavalry, may call into life the resolution to retreat already ripening. As a conclusion to this subject, we must dwell for a moment on the point at which the courage of the Commander engages in a sort of conflict with his reason. If, on the one hand the overbearing pride of a victorious conqueror, if the inflexible will of a naturally obstinate spirit, if the strenuous resistance of noble feelings will not yield the battlefield, where they must leave their honour, yet on the other hand, reason counsels not to give up everything, not to risk the last upon the game, but to retain as much over as is necessary for an orderly retreat. However highly we must esteem courage and firmness in War, and however little prospect there is of victory to him who cannot resolve to seek it by the exertion of all his power, still there is a point beyond which perseverance can only be termed desperate folly, and therefore can meet with no approbation from any critic. In the most celebrated of all battles, that of Belle-Alliance, Buonaparte used his last reserve in an effort to retrieve a battle which was past being retrieved. He spent his last farthing, and then, as a beggar, abandoned both the battle-field and his crown. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Carl von Clausewitz (2006). On War. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/1946/pg1946-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

What is a battle?

The Problem of Philosophy, by Bertrand Russell, is part of the HackerNoon Books Series. Read this book online for free on HackerNoon! Title: The Problems of Philosophy Author: Bertrand Russell Release Date: May 2, 2009 [EBooks 35817] Last Updated: February 7, 2013 Language: English Table of Links P﻿REFACE CHAPTER I. APPEARANCE AND REALITY CHAPTER II. THE EXISTENCE OF MATTER CHAPTER III. THE NATURE OF MATTER CHAPTER IV. IDEALISM CHAPTER V. KNOWLEDGE BY ACQUAINTANCE AND KNOWLEDGE BY DESCRIPTION CHAPTER VI. ON INDUCTION CHAPTER VII.ON OUR KNOWLEDGE OF GENERAL PRINCIPLES CHAPTER VIII. HOW A PRIORI KNOWLEDGE IS POSSIBLE CHAPTER IX. THE WORLD OF UNIVERSALS CHAPTER X. ON OUR KNOWLEDGE OF UNIVERSALS CHAPTER XI. ON INTUITIVE KNOWLEDGE CHAPTER XII. TRUTH AND FALSEHOOD CHAPTER XIII. KNOWLEDGE, ERROR, AND PROBABLE OPINION CHAPTER XIV. THE LIMITS OF PHILOSOPHICAL KNOWLEDGE CHAPTER XV. THE VALUE OF PHILOSOPHY About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Bertrand Russell (2009). THE PROBLEMS OF PHILOSOPHY. Urbana, Illinois: Project Gutenberg. Retrieved October 2022, from https://www.gutenberg.org/files/5827/5827-h/5827-h.htm This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

The Problem of Philosophy, by Bertrand Russell - Table Of Links

I hate shopping in brick and mortar stores. However, my interest in virtual shopping is not limited to the buyer experience only. With the MobiDev Data Science department, I’ve gained experience in working on AI technologies for virtual fitting room development. The goal of this article is to describe how these systems work from the inside. How Virtual Fitting Technology Works A few years ago, the "Try before you buy" strategy was an efficient customer engagement method in outfit stores. Now, this strategy exists in the form of virtual fitting rooms. Fortune Business Insights that the virtual fitting room market size is expected to reach USD 10.00 billion by 2027. predicted To better understand the logic of virtual fitting room technology, let's review the following example. Some time ago, we had a project of Augmented Reality (AR) footwear fitting room development. The fitting room works in the following way: The input video is split into frames and processed with a deep learning model which estimates the position of a set of specific leg and feet keypoints. A 3D model of footwear is placed according to the detected keypoints to display the orientation to a user naturally. A 3D footwear model is rendered so that each frame displays realistic textures and lighting. When working with (Augmented Reality framework for Apple’s devices) we discovered that it has rendering limitations. As you can see from the video above, the tracking accuracy is too low to use it for footwear positioning. The cause of this limitation may be the maintenance of the inference speed while neglecting the tracking accuracy, which might be critical for apps working in real-time. ARKit One more issue was the poor identification of body parts by the ARKit algorithm. Since this algorithm is aimed to identify the whole body, it doesn’t detect any keypoints if the processed image contains only a part of the body. It is exactly the case of a footwear fitting room when the algorithm is supposed to process only a person's legs. The conclusion was that virtual fitting room apps might require additional functionality along with the standard AR libraries. Thus, it’s recommended to involve data scientists in developing a custom pose estimation model supposed to detect keypoints on only one or two feet in the frame and operate in real-time. Virtual Fitting Room Solutions The virtual fitting room technology market provides offerings for accessories, watches, glasses, hats, clothes, and others. Let’s review how some of these solutions work under the hood. Watches A good example of virtual watches try-on is the allowing users to try on various watches. The solution is based on the utilizing specific markers printed on a band, which should be worn on a user’s wrist in place of a watch in order to start a virtual try-on the watch. AR-Watches app ARTag technology The computer vision algorithm processes only those markers visible in the frame and identifies the camera's position in relation to them. After that, to render a 3D object correctly, the virtual camera should be placed at the same location. Overall, technology has its limits (for instance, not everybody has a printer at hand to print out the ARTag band). But if it matches the business use case, it wouldn’t be that difficult to create a product with a production-ready quality. Probably, the most important part would be to create proper 3D objects to use. Shoes and apps are a good demonstration of how AR and deep learning technologies might be applied for footwear. Wanna Kicks SneakerKit Technically, such a solution utilizes a foot pose estimation model based on deep learning. This technology may be considered for a particular case of widespread full-body models that estimate the position of selected keypoints in 3D dimension directly or through the inference of detected 2D keypoints' positions into 3D coordinates. 3D pose estimation Once positions of 3D keypoints of feet are detected, they can be utilized for creating a parametric 3D model of a human foot, and positioning & scaling of a footwear 3D model according to the geometric properties of the parametric model. Compared to the full-body/face pose estimation model, foot pose estimation still has certain challenges. The main issue is the lack of 3D annotation data required for model training. However, the optimal way to avoid this problem is to use the which supposes rendering of photorealistic 3D human feet models with key points and training a model with that data; or to use photogrammetry which supposes the reconstruction of a 3D scene from multiple 2D views to . synthetic data decrease the number of labeling needs This kind of solution is way more complicated. In order to enter the market with a ready-to-use product, it is required to collect a large enough foot keypoint dataset (either using synthetic data, photogrammetry, or a combination of both), train a customized pose estimation model (that would combine both high enough accuracy and inference speed), test its robustness in various conditions and create a foot model. We consider it a medium complexity project in terms of technologies. Glasses and companies considered AR technology for the virtual glasses try-on. The user should choose a glasses model from a virtual catalog and it is put on his/her eyes. FittingBox Ditto This solution is based on the deep learning-powered pose estimation approach utilized for facial landmarks detection, where the common annotation format includes 68 2D/3D facial landmarks. Such an annotation format allows the differentiation of face contour, nose, eyes, eyebrows, and lips with a sufficient accuracy level. The data for training the face landmark estimation model might be taken from such open-source libraries as , providing face pose estimation functionality out-of-the-box. Face Alignment In terms of technologies, this kind of solution is not that complicated, especially if using any pre-trained model as a basis for the . But it’s important to consider that low-quality cameras and poor light conditions could be limiting factors. face recognition task Surgical Masks Amidst the COVID-19 pandemic, launched the AR-based educational aimed to instruct users on how to wear surgical masks properly. Technically, this app is also based on a 3D facial landmark detection method. Like the glasses try-on app, this method allows receiving information about facial features and further mask rendering. ZapWorks app Hats Given the fact that facial landmark detection models work well, another frequently simulated AR item is hats. Everything required for correct rendering of a hat on the person’s head is the 3D coordinates of several keypoints indicating temples and the location of a forehead center. The virtual hats try-on apps have already been launched by , , and . QUYTECH Banuba Vertebrae Clothes Compared to shoes, masks, glasses, and watches, virtual try-on 3D clothes still remain a challenge. The reason is that clothes are deformed when taking the shape of a person’s body. Thus, for proper AR experience, a deep learning model should identify not only basic keypoints on the human body’s joints but also the body shape in 3D. Looking at one of the most recent deep learning models aimed to map pixels of an RGB image of a person to the 3D surface of the human body, we can find out that it’s still not quite suitable for augmented reality. DensePose The DensePose’s inference speed is not appropriate for real-time apps, and body mesh detections have insufficient accuracy for the fitting of 3D clothing items. In order to improve results, it’s required to collect more annotated data which is a time and resource-consuming task. The alternative is to use 2D clothing items and 2D people’s silhouettes. That’s what company does, giving the users a possibility to apply a number of clothing types (dresses, pants, shirts, etc.) to their photo. Zeekit Strictly speaking, the method of 2D clothes images transferring cannot be considered as Augmented Reality, since the “Reality” aspect implies the real-time operation, however, it still can provide an unusual and immersive user experience. The behind technologies comprise , , and models. The 2D clothes transferring algorithm may look as follows: Generative Adversarial Networks Human Pose Estimation Human Parsing Identification of areas in the image corresponding to the individual body parts. Detection of the position for identified body parts. Producing of a warped image of a transferred clothing Application of a warped image to the image of a person with the minimum produced artifacts Our Experiments with 2D Cloth Transfering Since there are no ready pre-trained models for the virtual dressing room we researched this field experimenting with the . The idea was to explore outputs of this model in practice for 2D cloth transferring by utilizing various approaches. ACGPN model The model was applied to people's images in constrained (samples from the training dataset, VITON) and unconstrained (any environment) conditions. In addition, we tested the limits of the model's capabilities by not only running it on custom persons' images but also using custom clothing images that were quite different from the training data. Here are examples of results we received during the research: 1. Replication of results described in the “ ” research paper, with the original data and our preprocessing models: Towards Photo-Realistic Virtual Try-On by Adaptively GeneratingPreserving↔Image Content Results: B1 - poor inpainting B2 - new clothes overlapping B3 - edge defects 2. Application of custom clothes to default person images: Results: Row A - no defects Row B - some defects to be moderated Row C - critical defects 3. Application of default clothes to the custom person images: Results: Row A - edge defects (minor) Row B - masking errors (moderate) Row C - inpainting and masking errors (critical) 4. Application of custom clothes to the custom person images: Results: Row A - best results obtained from the model Row B - many defects to be moderated Row C - most distorted results When analyzing the outputs, we discovered that virtual clothes try on still has certain limitations. The point is the training data should contain paired images of the target cloth, and people wearing this cloth. If given a real-world business scenario, it may be challenging to accomplish. The other takeaways from the research are: The ACGPN model outputs rather good results on the images of people from the training dataset. It is also true if custom clothing items are applied. The model is unstable when it comes to processing the images of people captured in varying lighting, other environmental conditions, and unusual poses. The technology for creating virtual dressing room systems for transferring 2D clothing images onto the image of the target person in the wild is not yet ready for commercial applications. However, if the conditions are static, the expected results can be much better. The main limiting factor that holds back the development of better models is the lack of diverse datasets with people captured in outdoor conditions. In conclusion, I’d say that current virtual fitting rooms work well for items related to separate body parts like head, face, feet, and arms. But talking about items where the human body requires to be fully detected, estimated, and modified, the virtual fitting is still in its infancy. However, the AI technology evolves in leaps and bounds, and the best strategy is to stay tuned and keep watching the on . latest AI trends MobiDev Written by Maksym Tatariants, Data Science Engineer at MobiDev Previously published at https://mobidev.biz/blog/ar-ai-technologies-virtual-fitting-room-development

Virtual Fitting Room Technologies To Boost Retail Sales in a Post COVID-19 World

So, over the last two weeks ( ) has declined by over 30%, ( ) has declined by by over 45%, and has lost worth of value in 6 weeks. What a great time to be ! Do check out the — we’re up to . Bitcoin BTC, $4,226.75 Ethereum ETH, $119.13 FAANG about a trillion dollars raising tech money Hacker Noon equity crowdfunding campaign $650,000+ from 542 investors in 3 weeks Here are TOP TWENTY TECH STORIES THIS WEEK: Seed Funding by 193 days, 1,482 emails, $590,000 dollars: Exposing the Nitty Gritty Details of our Seed Round Andy Cook Venture Capital by The Team-First Approach to Landing a Successful Series A John Vrionis Artificial Intelligence by Interview with Co-Founder and Researcher at Fast.ai: Dr. Rachel Thomas Sanyam Bhutani Diversifying The Engineer’s Responsibilities by Why Software Engineers Should Engage in Product Development Krzysztof Czernek Tech Jobs by The 4-Box Job Searching Grid Bethany Crystal by 12+ High Paying Technology Jobs for Software Engineers and Computer Programmers javinpaul … also check out the … hacker noon job board Tech Marketing by Why (and how) we started a growth team at our 28-person startup Graham McCarthy by The importance of a growth mindset… Even kids are noticing it Gary Watts Fighting Fake News by 70% of People Worry About Fake News — And How Google Combats It Soundarya Balasubramani Crypto Winter by Cryptocurrency Is Not Dead Oliver Russell Product Management by Self-Inflicted Chaos John Cutler Data Science by Tips On How To Maximize Your Data Science Team’s ROI SeattleDataGuy Tech Events The Smookes Speak at University of Colorado’s Disruptive Entrepreneurship Class Dev Hacks by How To Reduce Development Time? Mock Your APIs Rohit Jacob Mathew Learn From How They Make Cars by How Toyota Guides The Evolution Of Our Infrastructure (And Makes Me Appreciate Jira) Mark Hopson Reading Experience by The Best Data Visualizations for Grabbing Readers’ Attention Benjamin Hastings Working with Giants by Implementing Google’s Pagerank Algorithm Richard Massey DevOps by 8 DevOps Trends to Be Aware of in 2019 Pavan Belagatti The Future by I Compiled a List of Tech’s “Next Big Things” So You Wouldn’t Have to… 2030 will be weird Adrien Book Until next time, don’t take the realities of the world for granted. Kind Regards, David Smooke The is up to . . P.S. Hacker Noon equity crowdfunding campaign $650,000+ from 542 investors in 3 weeks Own shares before it’s too late

The Team-First Approach to Landing a Successful Series A

Synology has been a strong player in the Network-attached Storage (NAS) market for home users and small businesses due to their user-friendly solutions. As a mature platform, Synology NAS features can be greatly expanded via the Package Center. One of the popular packages is Active Backup for Microsoft 365 to protect you from data loss or malicious attacks. In this article, I will go over the necessary steps to create the first backup of your Microsoft 365 cloud services on DiskStation Manager (DSM) 7. Active Backup for Microsoft 365 provides a centralized interface coming with the auto-discovery service for efficient data backup and management, the continuous backup mode for minimizing the risk of data loss, Active Backup for Microsoft 365 Portal for easy restoration, and so much more. -- Synology Inc. Before we start As of the time of writing, only the following Microsoft 365 plans are supported: Business (Basic, Standard, Premium), Enterprise (F3, E3, E5), Education (A1, A3), and Exchange Online (Plan 1, Plan 2). Make sure your NAS device is compatible with Active Backup for Microsoft 365. The compatibility list can be found . here The tutorial assumes you already had some experience with DSM beforehand. Active Backup for Microsoft 365 is at version 2.4.1, other major versions can require different steps. Step 1: Install Active Backup for Microsoft 365 Active Backup for Microsoft 365 is a free add-on package, so it does not come by default on a freshly installed DSM. Download and install the package. An online Synology account is required to activate the package. Step 2: Create a backup destination Go to . Control Panel > Shared Folder Press , and enter the folder name. Set other checkboxes to your preference, then press . Create Next Choose and provide your preferred key. This is sensitive information so store it securely, and you will need the key to decrypt and mount the Shared Folder for future uses. The key can be generated using a password generator or other key generator libraries. Encrypted this shared folder Press and enable . Do not enable or else, encryption will be disabled. Next data checksum for advanced data integrity file compression Press to download the encryption key file ( ), and finish creating a Shared Folder. Next .key Set user permission to the Shared Folder according to your preference. How about file-level encryption? Sensitive data must always be encrypted, so there is more protection against malicious actors (e.g., thieves, hackers, etc.) However, encrypting an Active Backup for Microsoft 365 (also applicable for Google Workspace) might be confusing due to the lack of official documentation from Synology. is introduced in Active Backup for Business's latest version (a different package, not for Microsoft 365 and Google Workspace). Therefore, encryption happens in a backup task, not a Shared Folder level. File-level encryption However, file-level encryption is still not presented in neither Active Backup for Microsoft 365 nor Active Backup for Google Workspace, so we can only rely on Shared Folder encryption. Why should you create an encrypted Shared Folder at the beginning? Here is an interesting point, Synology uses as an encryption mechanism for its Shared Folder, so there is 143 English characters or 47 Asian (CJK) characters limitation on a file or folder name ( ). Therefore, enabling encryption on a non-encrypted Shared Folder with long-name files will cause an error. eCryptFS not the whole path length However, if the Shared Folder is encrypted since the beginning, backup tasks can still run and store files to the destination normally. However, the long file name is appended with at the end. This is not just a visual presentation in the Synology portal, as the downloaded-from-NAS file also has at the end. The Shared Folder can be un-mounted (encrypted) and mounted (decrypted) without any trouble. I reached out to Synology support to ask about this behavior, and they confirmed it is normal. (name too long) (name too long) Step 3: Create a backup task for Microsoft 365 services Open package and go to . Active Backup for Microsoft 365 Task List Choose then press . Create a backup task Next Choose your preferred . If your subscription is directly from the Microsoft website, then the choice is . Microsoft 365 Endpoint Microsoft 365 Set up a certificate password, treat it as creating an encryption key in , then press . step 2 Next Synology will require you to sign in as a Microsoft tenant admin with enough privilege to provide consent on behalf of your organization. The picture below shows the permission granted to an application created by Synology on Azure to perform backup tasks. You will be asked to confirm the NAS IP address. As a NAS, it should have a static IP address, but if that somehow changes down the road. Active Backup for Business allows connection edits, but that does not seem to be the case for Microsoft 365 and for Google Workspace, so you need to recreate a task. Fill out , (encrypted Shared Folder you just created). Other settings are according to your preference. Active Backup for Microsoft 365 allows backup for tenant users, groups, sites, teams, auto-discovery, and more. You can selectively choose what to back up. Task name Backup destination Microsoft Teams backup requires access to Protected APIs, so you have to request Microsoft for access. Instruction for the request can be found . If this is not satisfied, Microsoft Teams' backup will fail. That said, it is great that the Active Backup task can be partially failed without creating any blockage to the flow. here Press to select backup and retention policy. Personally, I preferred to have a physical air gap system, so my choice is to have task and policies. Next Manual backup Keep all versions Confirm the summary, then press to finish the task creation. Apply Now that the backup task is created, it should appear in Task List, and you can monitor its status or reconfigure certain settings along the line. Wrap up In this article, we learned about how to set up Active Backup for Microsoft 365 (v2.4.1) in DSM 7. Remember, different package versions might change how the process is, but in general, it should stay relatively the same. If you have any questions, please let me know in the comment down below! This article was originally published at How to back up Microsoft 365 with Synology Active Backup? Are you a Linux gamer? My other article may interest you: Is AMD GPU better than Nvidia on Linux? It depends 🐞

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