Microsoft today announced a number of new features for its Azure cloud computing platform ahead of its Worldwide Partner Conference next week. There is quite a bit that’s new in this update, but the highlights are two new Azure regions for the U.S. (US Central in Iowa and US East 2 in Virginia) that will go live next week, as well as the launch of Microsoft’s newest Azure StorSimple hybrid storage arrays for enterprise customers.
Microsoft says bringing two new regions online will help it continue to double its Azure capacity every six to nine months. The company hasn’t yet announced which services will be available in these new regions or what the pricing will look like. There has always been a bit of disparity between Microsoft’s different data centers, but it’s probably a fair guess that its second Virginia data center will look a lot like its current one in the area, and the Iowa location will have slightly fewer services available and will be on par with the current US North Central and South Central locations. The two new regions will join Microsoft’s four existing regions in the U.S. later next week.
StorSimple is likely a somewhat obscure service for many, but Microsoft has long offered this storage solution for large enterprise customers like Mazda, SK Telecom and GF Health Products. The new 8000 series arrays are more powerful than Microsoft’s existing 5000 and 7000 series StorSimple arrays (hence the higher number). The twist here is that these new arrays can use Azure Storage as a hybrid cloud tier on top of the existing HDDs and SSDs in the system for capacity expansion and off-site data warehousing whenever necessary.
IT can manage all of this from a new dashboard that consolidates all of these features and allows administrators to control all of the storage and data management services included in the service.
Microsoft has long been betting that large enterprises will opt for hybrid cloud deployments for the time being. StorSimple 8000 handles the storage aspect of this for large enterprises, but businesses who don’t quite need the full power of the 8000 series can still opt for the 5000/7000 series, too.
As part of this focus on hybrid clouds, Microsoft also today announced that it will expand access to Azure through ExpressRoute – which allows for private connections between Azure and on-premise infrastructure — to six new locations around the world (up from three in the U.S. and Europe that were available at launch).
But there is more: Azure’s Machine Learning service for big data modeling, which was announced earlier this year, will be available for public preview next week; the Azure Government Cloud is adding more partners and customer solutions, and the Azure Preview Portal — Microsoft’s new central management dashboard for all things Azure — is getting a number of new features, including support for Azure SQL Database.
The idea for subscription billing startup Zuora was born in Marc Benioff’s office. In 2006, K.V. Rao, then a WebEx senior engineer, was meeting with Benioff and Salesforce CMO Tien Tzuo. Tzuo made a comment that subscription billing was a hard problem for Salesforce, and Rao agreed that WebEx also felt the same challenge. He left the meeting with the feeling that this problem was something he could solve.
Rao researched ideas for the next few months and recruited fellow WebEx engineer Cheng Zou to work on the fledgling startup. The next step was to raise money. By then it was 2007, and it wasn’t easy to raise money, he says, especially for a company that wasn’t consumer-focused. Rao and Zou scored a meeting with Benchmark’s newest partner at the time, Peter Fenton.
As Rao tells it, he totally bombed the meeting. “[Fenton] told me that it was one of the worst presentations he’d seen in VC history.” Fenton did see a potential opportunity with the idea, but saw deficiency in the team. Not long after seeing (and passing) on Zuora, Fenton had breakfast with Tzuo and told him about Rao and his idea, with the subtext that this could potentially be Tzuo’s next step after Salesforce. Fenton always believed Tzuo would be a great CEO, and saw the potential to apply his Salesforce learnings to Zuora.
Zuora’s premise was around a cloud-based billings platform that would alleviate the need for online businesses to develop their own billing systems, especially to handle recurring payments like those associated with subscriptions. The company wanted to build a platform that would automate metering, pricing and billing for products, bundles and configurations.
Rao and Tzuo started the standard co-founder “dating” ritual. They met for coffee, took to the whiteboard for strategy sessions, and had a few double dates with their wives. Tzuo got the feeling that Zuora was on to something and this was his next step. So he went to talk to Benioff to get his approval and perspective. As Tzuo recalls, Benioff always said he had to go to his then-boss Larry Ellison at Oracle three times before he got the approval to leave. Tzuo expected Benioff to be equally as hard on him — but Benioff believed in the idea, and as Tzuo explains, “is a big believer in building.”
Benioff was also a believer in karma: Ellison had put some of the first money into Salesforce, and he ended up putting $1 million in Zuora.
Tzuo started at Zuora in January 2008, and kicked off his new beginning by helping to raise the company’s first round of funding. Tzuo went back to Fenton to see if Benchmark was interested, and Fenton, who was on his honeymoon at the time, immediately lined up the partnership for a meeting.
“This is a company where there was a gut feeling with partnership that we should invest,” says Fenton. “There was a glaring need in the market for a billing system, and the thing that haunts billing is the complexity. Zuora changed that.”
Zuora ended up raising $6.5 million led by Benchmark, with Benioff and Tzuo both investing.
We now live in a world where, on the front end, paying for subscriptions is as easy as tapping a button and entering our payment information. But on the back end, subscription billing is as complicated as “designing an entire database,” says Zou. “It’s not something that a programmer can do because our ambitions were so broad. We wanted to create a billing system that covered any industry.”
As Tzuo explains, “This isn’t something two kids from Y Combinator can do….if you think of Salesforce as the CRM for every industry, and WebEx as web conferencing for any industry, we wanted to be cloud-based billing for everyone.”
It took the Zuora team six months to turn the prototype into a live cloud-based engine, and in July 2008, the company’s first customers, Coremetrics and Marketo, went live.
For most companies, billing is complicated and difficult to build in-house. Legacy systems are expensive and cumbersome. As SaaS started to become more of a buzzword in 2008, customers found Zuora through simple Google searches. “We walked into demand right away,” says Tzuo.
Early customers included then fledgling startup Box (which is still a customer today), and even Sun Microsystems, which remained a customer until Oracle bought the company. UK company Reed Business Information was one of Zuora’s earliest large deals.
Mary Collerton explains that in late 2008, Reed Business Information was looking to replace a system in-house to manage electronic subscription billing. “We preferred to buy before building; we found Zuora through a search on the web and were impressed with the functionality they could provide.” Even now, she says, the executive team checks in with her and her team to ensure integrations are going well.
From the start, Tzuo wanted to make sure that there was an element of customer centricity. At off-sites with the entire company, each employee is assigned a customer and has to walk through their billing challenges and present to the company how each customer should approach their billing situation.
“We really want everyone to understand what it means to be in our customers’ shoes. Every employee should have a deep understanding of this — not just our sales or implementation teams,” says Tzuo. He still interviews every single employee to ensure a good cultural fit.
In mid-summer of 2008, Zuora was at Benchmark giving the partners a product update, and Bill Gurley told the team to start raising soon. Lehman Brothers had not collapsed yet, but Gurley said he was a little nervous about the Q4 funding environment, and the Series B needed to be raised soon. In August, Zuora signed a term sheet for $20 million, which was led by Shasta Ventures, with Benchmark, Benioff and Tzuo all putting in more.
Benioff had given Tzuo advice to get to cash flow positive as soon as possible, and for the next year Zuora didn’t spend a lot, choosing to focus instead on serving customers. The economic downturn ended up being a blessing in some ways for organic sales — bigger companies saw the cloud as a way to save money and were more willing to bet on the smaller guys, says Tzuo.
In 2009, Zuora was able to triple revenue. “It took us a few years to get our product footprint broad enough so customers felt that they didn’t have to make big tradeoffs.”
Redpoint led a $20 million round in Zuora in 2010, in which the valuation doubled, says Tzuo. A year later, Index Ventures participated in the company’s Series D. Around the same time, Zuora started to place more people internationally, focusing first on Europe and Australia.
Index’s Mike Volpi led the round and joined the company’s board. As Volpi explains, Tzuo and his team have set themselves apart by taking an existing knowledge base around the challenges of billing, and extending this to an actual product. “This is very special and unusual,” says Volpi. He adds that there is no one who understand subscription services as well as Tzuo.
The company raised its last round in 2013, at $50 million, at just under a $1 billion in valuation. Next World Capital and Paul Allen’s Vulcan Capital were both in the most recent round. Zuora is expecting $100 million in sales for this year, we hear.
Despite building an impressive set of technologies used by companies like Dell, Zendesk, Pearson and Tata, Zuora has never fielded any serious acquisition offers. It’s surprising considering that some of the company’s contemporaries, particularly in the cloud SaaS space, like Zendesk and Box, were getting serious attention.
“It doesn’t really phase us to not have any acquisition interest,” he says. “And we believe SAP and Oracle are archaic — if they acquired us it wouldn’t be a good fit.”
Fenton says he is sometimes surprised that Zuora hasn’t fielded more acquisition interest but at the end of the day, Zuora has built something that doesn’t have much competition and are the clear market leader.
One area where Zuora will need to focus its attention is on integrations. Volpi believes that shutting down the boundaries between data will be key for further adoption. The company hasn’t made any acquisitions but is considering doing more in M&A in the near future, perhaps in startups where the technology could add to the existing product line.
Zuora’s seven-year journey is in stark contrast to the more common startup journey we see these days with two to three years of development, and then a multi-billion-dollar valuation or exit or acqui-hire. Fenton credits the perseverance of the leadership team in having an unwavering commitment to success, despite the hardships of running a startup.
“They signed up to solve a really hard problem, and they have been able to stay motivated to solve it, while many would have lost faith. Tzuo and his team are spiritually connected to this, which has allowed to him to build a great team,” he says.
Fenton adds that he usually tells founders that it’s best not to focus on how long the road is and to stay in the moment. But Fenton also firmly sees Zuora as a public company.
Bankers are already courting Tzuo to see if he’s interested in taking the company public. While that’s the goal, he’s not focused on it at the moment. He’s already been through this rodeo after working through an IPO with Salesforce.
For now Tzuo doesn’t want to be distracted from Zuora’s vision, which is helping companies to find success in the subscription economy.
Original post: Zuora’s Journey To Managing The Subscription Economy
Today, the cloud infrastructure market is dominated by several big companies – Amazon, Google and Microsoft — but a public/business/academia partnership called the Massachusetts Open Cloud project is hoping to change that by creating an open computing marketplace where you can negotiate whatever services you need from multiple infrastructure vendors.
Peter Desnoyers, a professor at Northeastern University who helped launch the project, explained that while companies like Amazon offer useful services, they have limitations.
First of all, from an academic perspective, they have a closed system. That means their internal team has access to the system for research purposes, but anyone outside the company like academics who want to study the system and present papers are shut out. While they can go to company conferences and hear employees present papers, they can’t get deep inside the system and that’s a real problem for him and his fellow academics.
The other is that Amazon and other IaaS vendors offer what he calls the “Henry Ford” approach to IaaS. You can have any color you want as long it’s black. In other words, they have certain products they have packaged together. The trouble with this approach though, Desnoyers explained, is that people often have very specialized requirements, and the way Amazon designs its products shuts those people out or makes it prohibitively expensive if they need specialized services.
Desnoyers says that the project hopes to create a marketplace where multiple vendors can come together and offer their services in an ad-hoc kind of way, so you might get your compute power from one vendor, your storage from a second and your memory from a third. The vendors seem like to this approach and include industry heavyweights Cisco, Juniper, Intel, Red Hat and others.
The colleges involved include Harvard, MIT, UMass Amherst, Boston University and Northeastern.
The Commonwealth of Massachusetts is also involved and the project will be housed at the Massachusetts Green High Performance Computing Center in Holyoke, Mass.
Vendors will contribute equipment and engineering talent and the goal of the project is to create a commercial project based on open source tools.
One vendor involved with the MOC project is Red Hat, and Jan Mark Holtzer, who is senior consulting engineer for the CTO office at Red Hat says his company can learn a lot from a project like this.
“For us I would see the key opportunities we see around MOC is operational access, understanding large scale cloud infrastructure, and growing skills [around these areas]. We will rotate resources from support and consulting organizations so they can get first hand experience.”
Holtzer says the initial use case for the project probably involves getting vast computing resources for a short period of time to meet a specific need. “Clearly currently the initial use case we see and MOC sees is probably driven by [high performance computing] and MOC would give customers the capability of harvesting large amount of resources and then releasing them quickly,” he said.
He says, however, before it becomes a viable commercial entity for vendors like Red Hat, he sees potential as an incubation space for innovation where participants can experiment with different business models and Service Level Agreements (SLAs).
But perhaps the biggest advantage of being involved in a project like this from a vendor perspective is very similar to the academic one. They can get real data about how large-scale systems like this work. “Probably the very interesting use case is the ability to get the operational data from such a large scale environment. A lot of cloud services are black boxes. We work with these vendors, but we don’t have the ability to get as much information from inside a large scale infrastructure,” he said.
Holtzer added that there is a huge advantage in making the MOC project operational data transparent and visible.
The fact is there are lots of cloud infrastructure options available out there, but no open marketplace where people can negotiate pricing and access different pieces of the infrastructure. A project like this is at least a starting point for offering a more open way of selling infrastructure services moving forward.
For now it’s experimental, but if it works, it has the potential to change the way enterprise customers interact with and deal with IaaS vendors and that’s significant in itself.
Prepare another entry into your File Of No Surprise: Microsoft is moving ahead with its efforts to bring the highly lucrative Office franchise to Android tablets.
A full Office suite for Android tablets is roughly as surprising as San Francisco morning fog. Microsoft confirmed that it was building the native suite earlier this year, and rumor followed that the Android apps would beat a touch-first build of Office for Windows out of the gate.
To see Microsoft begin to ramp up testing is hardly surprising.
Office for iPad has been a material success for Microsoft. Despite some market doubt that the apps were too late to make an impact, or that users wouldn’t use them due to Office 365-related restrictions, Microsoft’s latest sally into iOS has gone well. Android may be no different.
The mystery that I can’t unravel is why touch Office for Windows tablets is so damned late.
The above is merely another plank in the current Microsoft effort to have its corporate focus be both mobile-first, and cloud-first. Office, of course, is now heavily based on OneDrive, Microsoft’s cloud storage service. What will be interesting to gauge is market response to Office for Android, measuring if it can match the prior response to the iOS suite. Microsoft saw 27 million downloads of its iOS Office apps in 46 days.
Microsoft declined to comment.
See the article here: Microsoft Presses Ahead With Office For Android
The Gillmor Gang — Dan Farber, Kevin Marks, Robert Scoble, and Steve Gillmor. The setup: a delicious Apple muscle-flexing that to some somehow escaped the gravity of the Post Jobs era into orbit. We barely got to all the delights in the candy store — even upstarts with plenty to lose like the Box guy sat in the front row with a grin on his face at the sheer fun of Apple’s broad athletic reach.
it’s not that we don’t stand in awe of Google’s electric grid, or the giddy ascent of secret startups, or the slowly gathering storm of the Cloud in general. But this is the Big Show, an all too human collection of aspiration and inspiration, not a small touch of arrogance, and yet the uncanny whiff of occasionally and ultimately pulling it off. See the man with the stage fright… And when he gets to the end, start all over again.
@stevegillmor, @kevinmarks, @dbfarber, @scobleizer
Produced and directed by Tina Chase Gillmor @tinagillmor
Read the original here: Gillmor Gang: Apple Sauce
Apple’s WWDC keynote had a message for cloud service providers. Apple knows it has the devices inside the enterprise, whether iPhone, iPad and even Macs, and it wants more than just the hardware business. It wants everything. And it’s coming for you.
That’s right, Apple wants to capture the cloud and provide the services you need to run the device. And we’re not talking just iWork here, either, although that’s clearly part of it. There’s iDrive, the cloud storage service aiming straight for Dropbox (and maybe even Box).
There’s CloudKit, the infrastructure service that appears to want a piece of the infrastructure market controlled by Amazon, Google and Microsoft. CloudKit provides a way to access data and storage services on the back end for iOS applications and if it’s good for the consumer facing apps, chances are it’s good for enterprise apps too.
Apple didn’t forget developers with Swift, a new development language meant to replace Objective C, which could ultimately have an impact on enterprise developers. On its face at least, Apple says it should simplify development. Whether that happens in practice, we shall see.
And let’s not forget an enhanced iMessage messaging app, which if enough employees are using Apple products could provide a unified communications platform. That’s another shot across Microsoft’s and Google’s bow, in case you didn’t notice.
Brian Katz, who is director and head of mobility at Sanofi, says there are even more changes under the hood that should appeal to enterprises. “Apple seems to be extending their feature set around security, such as now encrypting all file types and apps and filling in missing enterprise features, such as Out of Office assistant,” Katz wrote to me in an email. “They also have enabled secured sandbox sharing (extensions) that lead to more comfort around putting enterprise data on their hardware.”
Further, he sees this as a shot at Microsoft more than anything, especially the handoff feature. “It appears that Apple is trying to differentiate from Microsoft and the need for a single device by showing their continuity/hand-off concept. Work with the best device for the job and hand off to the right device when the need arises,” he wrote.
Wayne Rash writing on eWeek agrees saying it might not beat Microsoft in the enterprise, but the new enterprise-friendly features certainly enable it to hold its own.
Before we get too far ahead of ourselves, though, let’s not forget that just because Apple put all these services and features out there doesn’t mean it’s automatically a slam dunk. Before people make changes – whether at an organizational or personal level — there needs to be a pain point.
If developers are happy connecting to AWS, then Apple has to give them incentives to change. If they are satisfied using Lync or Google Hangouts or even Skype, why should they switch to iMessage?
This is a legitimate questions and we need to wait and see if Apple can actually execute on these items and deliver Apple-quality services that make people stand up and take notice. Because let’s face it, until now Apple hasn’t done a bang up job of cloud services.
As an industry insider told me, perhaps this collection of ideas announced at WWDC is tacit recognition that it’s just really hard to get those mega-hits like iPod, iPad and iPhone, and they need to try a bunch of different things moving forward to succeed.
But as this person also pointed out, you have to attack an area that’s ripe for change, which is what Apple did with iPod all those years ago. They didn’t invent the MP3 player, they designed a better MP3 player than everyone else. He wonders if going after Dropbox is the best approach because people like Dropbox and there’s little reason to change.
The other big point he made was that it’s not easy to become a service company. It takes a significant investment in operations, and while Apple runs some big data centers, he said they still don’t have the large talent pool that cloud companies need to be successful — and he wonders if Apple is willing to make that investment to make it as a “cloud as a service” provider.
As he said, Apple’s high margin hardware success is unique and it’s hard to sustain long-term. Maybe this set of services is simply recognizing (in the same way IBM has recognized) that you can’t live on hardware sales anymore. You need a package of cloud services to make money these days and Apple appears to moving in that direction.
When you look across the whole package of what Apple is offering here, it seems to want a piece of the entire cloud across infrastructure, platform and software as a service — and a range of enterprise-friendly features. If Apple can make the necessary investments, make it work across platforms (as any cloud service should) and hire the right personnel, it can succeed. But this isn’t an easy road by any means.
If it all works out that way, that’s great for Apple, but whatever happens, it’s clear the company has a plan to move into the enterprise and that means Amazon, Microsoft and Google better watch their backs because Apple wants a piece of their action. But it takes more than wanting. It takes doing and Apple has to make some big changes to succeed.
IMAGE BY Bryce Durbin
View post: WWDC Keynote Shows Apple Means Business
At a “Voice of the Body” event today in San Francisco, Samsung president and chief strategy officer Young Sohn announced the company’s vision of an open health-sensor platform. That vision results in the Simband modular wrist band.
The demonstration Simband device shown at the event showed vitals in real-time. The wrist band uses light sensors and bio impedance sensors to measure your body. The information tracked is shared with the SAMI cloud network. The entire system is open to developers and modular.
By creating an open developer platform that includes modular hardware and adding the SAMI cloud data processing Samsung says that it wants to speed up innovation in the wearable sensor market.
Hardware developers can create their own hardware that attaches to the band. While software APIs will be available for access to the SAMI cloud. data from other devices are welcome in the Samsung health cloud. The data in SAMI will be collated and crunched and presented in a easy to understand wellness rating in a partnership with Tictrac. The company says that all the data in the cloud belongs to the individual and won’t be used to marketing.
“It’s one thing to have your data for mobiles marketing. It’s another to have your vital information available. Your personal data should be yours,” Sohn told the audience.
But don’t start looking for the Simband in stores. What was shown today is a reference design. Sohn said that beta versions of the device built with unannounced partners will be available later in the year.
To jumpstart more partnerships, Samsung announced the Digital Health Challenge, an investment of $50 million into a fund to help startups and technologies focused on digital health.
Coinbase introduces personalized payment pages for receiving Bitcoins
Intel and AIQ are planning to release a ‘smart shirt’ this summer
Like Dropbox, Box, and Google Drive, ESTmob’s Send Anywhere offers file sharing–but with a key difference. Instead of first saving files to cloud storage, Send Anywhere enables users to share content peer-to-peer between devices in real time. The Seoul-based startup company announced that it has raised a $1 million seed round led by SaeMin Ahn, a managing partner at Rakuten Ventures, with participation from Andrew McGlinchey, Andy Warner, and two Korean angel investors.
Rakuten Ventures is the investment arm of the Japanese e-commerce and Internet services company that recently purchased Viber in a $900 million deal.
ESTmob, which was spun-off in 2012 from ESTsoft, lets users share files by pairing two devices and using a temporary key confirmation, which means it requires no registration or login. Send Anywhere is targeted towards people who want to access files on multiple devices and is currently available for free as an online service or on iOS and Android.
In an email, co-founder Suhyuk Kang told TechCrunch that Send Anywhere’s peer-to-peer sharing is faster than its competitors for sending many large files at once.
“Most people using multiple devices use them in the same local network, or in very close range. Why go through the cloud?” he explained. “Cloud servers are likely to be a very long distance from the user’s device. It’s slow, there are security concerns, and it’s expensive.”
Furthermore, other file-sharing services may perform slowly for users outside of the U.S., especially if they are trying to sync large multimedia files. One benefit of bypassing a cloud server is privacy.
“I believe we can be a complementary service for cloud services in the global market,” Kang said.
Another potential competitor is WhatsApp and other messengers that allow photo- and video-sharing, but Kang says Send Anywhere preserves the quality of image files while letting users send large batches of data–more than 100 photos or 2GB of videos.
Send Anywhere’s next major update is remote access for registered devices, that will create a user experience closer to services like Dropbox while still bypassing the need for a cloud server.
Box announced a huge customer score this morning with General Electric agreeing to use Box across the entire organization.
According to Box, this will involve rolling out the service to 300,000 GE employees across 170 countries. GE is betting that Box will help them collaborate internally and externally with partners and take advantage of mobile and the cloud.
In a time when companies are under intense pressure to change the way they do business and exploit technologies like mobile, social and the cloud; GE is using Box as a catalyst to attempt to do just that, providing a way for employees to store, share and discuss content across devices and platforms.
In a blog post this morning announcing the deal, CEO Aaron Levie, wrote that this isn’t the first time that GE is using new forms of technology to transform its organization. Levie pointed out that GE was one of the first Fortune 500 companies to try to take advantage of the iPhone and the iPad and GE CIO Jamie Miller has been a progressive leader when it comes to trying new technologies to change the way the company and its IT department does business.
Box has been getting beat up pretty badly the last couple of weeks, stuck in the no-man’s land that is the quiet period after filing its pre-IPO S-1 paperwork. That has left a communications void and many have stepped in attempting to define the company, mostly in a negative light. In fact, Box went from cloud poster child startup to doomed inside of a week, but the reality is probably somewhere in the middle.
The fact is that Box has to prove to investors that it’s more than the hype that has surrounded it over the last several years, driven in many ways by the charismatic CEO Levie. It’s one thing to talk about being a change agent, but it takes real-world customers to create proof points for investors and cynical journalists.
General Electric is a huge score of course, but they also have a 65,000 seat license with Schneider Electric and another 30,000 with Proctor and Gamble, and it’s going to take more deals like this with large organizations to drive away the cynics and convince investors that Box is a good bet.
PHOTO BY FLICKR USER BOB JAGENDORF. USED UNDER CC BY 2.0 LICENSE.
Tired of having your files pile up in different buckets, and want better harmony between your email and cloud storage account? Ooberdocs, built during the TechCrunch Disrupt NY Hackathon and presented onstage today, solves that issue by copying attachments sent to your email address into your Dropbox account, as well.
The hack is currently live, functional and slightly buggy. At the moment, you can use Ooberdocs with Gmail, and other webmail services, though an issue is keeping Yahoo mail offline for now.
The creators of Ooberdocs intend to add support for OneDrive, Google Drive and Box in the future. I think that building for Dropbox first in the cloud storage is similar to building for iOS first in the mobile world.
The service, for its youth, is well-featured, with support for sending SMS when you receive new files, and the ability to properly sort where they land in your Dropbox account.
For now, the service is free. Co-creator John McBride told TechCrunch that he could see charging a few dollars for the service down the road and that his team views the product as “a cloud storage add-on.”
It’s always fun to attend hackathons and see what creative people have bouncing around in their heads. It’s even more fun when what they built could make people’s lives better.
Go here to see the original: Ooberdocs Takes Incoming Email Attachments And Copies Them Into Your Dropbox Account