Thursday, July 31, 2014
1871 Announces First Winners of the Chicago College Startup Competition
Selected college startups will receive free membership, access to a full range of 1871 programming and a unique support system
CHICAGO (July 31, 2014)— 1871 announced the first winners of its inaugural Chicago College Startup Competition Thursday morning, in conjunction with ThinkChicago. The competition provides one year of free membership to 1871 for nine grand prize winners and three months of free membership for two runners-up. This year’s winners were chosen from a talented group of expanding businesses that were founded in colleges across the country.
“The Chicago College Startup Competition is an important tool for attracting and keeping the most talented digital entrepreneurs, designers and developers in Chicago,” said 1871 CEO Howard A Tullman. “This year’s selected college startups will benefit not only from 1871’s extensive range of programming, but also from their extended immersion in the 1871 entrepreneurial ecosystem.”
CCSC was launched by 1871 in conjunction with and in support of the efforts by Mayor Emanuel and Governor Pat Quinn to attract and retain businesses in Chicago and Illinois. Both the Mayor and the Governor have identified young business owners, especially those from colleges around the nation, as a key group to attract and retain in Chicago.
“Small businesses are the backbone of Chicago’s economy and these young entrepreneurs are creating the small businesses of tomorrow,” Mayor Emanuel said. “I congratulate the winners of the Chicago College Startup Competition on their accomplishment and expect to welcome them back soon, when they decide to grow their businesses here in Chicago.”
“We have been proud to assist 1871 as it continues to bolster our economy by reaching out to young entrepreneurs,” Governor Pat Quinn said. “We congratulate the winners of this competition and look forward to their contributions to Illinois commerce as they advance in their careers.”
In addition to receiving free membership at 1871, chosen companies will have access to the full range of 1871 membership benefits that include frequent mentorship opportunities, specialized education programs, and access to potential partners and investors. 1871 has also created a unique “Upper-Classmen” support system for the new college startups, which is composed of current 1871 companies that began as college startups.
Grand Prize Winners
Spectrom - University of Wisconsin - Madison – Spectrom brings photorealism to 3D printing by creating an add-on device that automates the production of full, multicolor objects in a fused deposition modeling (FDM) 3D printer.
Hutster - Miami University, Ohio – Hutster is a student subletting marketplace that instantly connects students to help guide them through the subletting process.
Timing and Racing Around the Clock LLC – Northwestern University - T.R.A.C. seeks to simplify the running experience through innovative radio frequency identification (RFID) timing equipment.
Lumonik – University of Chicago – Lumonik delivers extremely accurate human hydration monitoring devices to the mass market. The initial product, the Hydraband, comes in the form of a color changing bracelet that monitors human hydration levels in real-time, thereby allowing users to actively prevent dehydration.
Hashtagr – DePaul University – Hashtagr is a social search engine that aggregates hashtag posts from Twitter, Tumblr, Instagram, Vine, Facebook, Google+, and other resources into a simple user interface.
Omicron – George Washington University – Omicron uses mobile and online tools to help young people expand their access to financial markets.
Fitness Cubed – University of Chicago – Fitness Cubed is creating "Cubii," an under-the-desk exercise device to address sedentary behavior in the workplace. Cubii comes with a mobile app that allows users to keep track of their exercise and connect to various fitness trackers. Fitness Cubed recently completed a successful Kickstarter campaign to help fund Cubii.
Share Transport – Northwestern University – Share Transport is a cloud-based service for maximizing any company’s transportation efficiency. Relying on analytics to optimize the logistic operation, Share Transport uses its extensive database to find matches for everyday transportation requirements.
Carbon Cash – Michigan State University – Carbon Cash is a behavioral energy efficiency app targeted towards renter-occupied housing, including college students. Carbon Cash informs users how much electricity they consume, teaches them how to use less with educational quizzes, and rewards them for saving through both psychological competitions with peers and monetary incentives.
Monkey Bars – Illinois Institute of Technology – MonkeyBars coordinates crowdsourced innovation challenges (Hackathons) that help companies and organizations improve the way they learn, think and grow. Their products range from external crowdsourced consulting initiatives to internal culture of innovation projects.
AnonyMonkey – University of Chicago – AnonyMonkey's app offers a way for high school and college students to share emotions semi-anonymously in groups that are centralized around each user's campus.
1871 is an entrepreneurial hub for digital startups. Located in The Merchandise Mart, the soon-to-be 75,000-square-foot facility provides Chicago startups with programming, access to mentors, educational resources, potential investors and a community of like-minded entrepreneurs that help them on their path to building successful businesses. 1871 is the flagship project of the Chicagoland Entrepreneurial Center.
REMARKS OF 1871 CEO HOWARD TULLMAN
Good morning and welcome to Chicago and 1871. I’m Howard Tullman the CEO here at 1871 and I’ll be telling you more about 1871 in a little while. For now, I just want to tell you how excited we all are about Think Chicago and especially about our CCSC competition and the great first class of winners that we’re announcing today.
Apart from a good idea, a killer work ethic, a great team and a lot of luck (some of which you make yourself), it takes 4 things for a new business to grow and succeed:
(1) Cash – and today there’s tons around. We’ve had more than $5 Billion worth of exits of Chicago-based businesses just in the last year. So money’s no big deal.
(2) Customers – startups sometimes lose sight of the fact that you’ve got to sell something to someone and those somebodies are customers and there’s no better city for a diverse customer pool (large and small) than Chicago. Here’s a dirty little secret – there are no B-2-B customers on the coasts – they’re all here in the real world. Willie Sutton said he robbed banks because that’s where the money was. People come to Chicago to do business because this is where the customers are.
(3) Talent - that’s why we are here today. Attracting and retaining the best and the brightest talent to 1871 to start and grow their businesses (and to Chicago to start and grow their families) is our mission and – so far in just 2 years – we’re killing it. But there’s nothing that you can’t do harder, longer or better so we’re doing everything we can to create the best platform in the country to launch your next great idea.
And finally, it takes a Mayor who gets it.
It’s my great pleasure to introduce my friend Rahm Emanuel. I’ve been his supporter, his client, his landlord, and even an occasional critic (and you can guess how that worked out) for over 20 years. An old movie mogul (Samuel Goldwyn) used to say: “I want people to tell me the truth even if it costs them their jobs.” Rahm wouldn’t go that far; he just likes me to think of him as a friend who’s always right.
And remarkably, since he’s been running our City, things for the tech community and for the 250 new businesses starting out here at 1871 simply couldn’t have been any better. So please join me in welcoming a GREAT supporter of entrepreneurs and innovation, a tremendous leader, and a good friend – our Mayor.
Wednesday, July 30, 2014
WILAB LOVES: YOUR WORK IS NOT YOUR LIFE
Very few things in our lives are absolute
Everything is measured by degree, from our attention to our patience to the range and intensity of our emotions.
At the same time, some things are absolute: You can’t be all things to all people; you can’t dance every dance; and, throughout your life, you’ve got to make hard choices, sacrifices, and compromises, and then you’ve got to live with them through thick and thin for a very long time.
We become the sum of the choices we make over time; those choices determine the kind of person we end up being–and how the world sees and values us.
What we become isn’t a necessary result of fate or destiny. It’s certainly not foretold or pre-ordained. Throughout our lives we remain a work in progress. Iteration isn’t just a business process; it’s also a strategy for a life well-lived. We can bend and shape outcomes to match our desires if we consciously, actively, and continually apply ourselves. But the good things we all hope for don’t happen by themselves; you’ve got to pay attention and make them happen.
Purpose, perspective, proportion
One of the most critical choices you’ll need to make when you start out in your career is exactly what kind of person you want to be. I think it’s somewhat back in fashion these days to be a workaholic. For some of us it never went out of style. Almost everyone today wants to be an entrepreneur, build a business, and be a big honking overnight success. But that’s only part of the story. Ultimately it’s not about making money, it’s about making a difference. It’s also about more than making a living: It’s about making a life. And the “you” that you become is a big part of the life you build outside the office, as well as within your business.
In the frenzy of the work and the world it’s really important that you don’t lose your sense of purpose, perspective, and proportion–and risk losing yourself in the process. Your business and your work will always be what you do. These things are not who you are. And it’s critical right from the start that you not confuse or conflate the two.
This isn’t as easy to manage as you may think
Today too many of us worship our work, work at our play (fitness uber alles), and play at what little worship we make a part of our lives. Where are the soul and the value in that? And (assuming that we want to) how exactly do we get ourselves back on top of things before they veer entirely out of control?
To handle the constant barrage of useful information, occasional insights, and useless chatter that increasingly assaults our senses and impedes our ability to get successfully through the day we need a new plan. You can drown in many ways today – in data, in documents, in deliberations, and in endless discussions. We all need to develop new skills for managing both the data and the people in our lives. It’s similar to the radical and rapid choices that drive the triage process in an emergency room. But there are many different kinds of choices in the mix.
At work, we tend automatically to focus on the fiercest fires and the highest flames
We let our attention be directed toward the newest crisis rather than remaining in some kind of control and attending to the critical things that really matter. Attention is as slippery as mercury, and as easily redirected. If no one is paying attention to the things that count, people just stop caring. Once you stop paying attention to the people in your business who are important, and they stop caring about you and your business, they’ll go someplace else, to someone who does pay attention and who does care. It’s just a matter of time.
But that’s on the business side of the equation. As the number of physical, mental, and emotional inputs we absorb each day continues to increase it becomes all too easy to apply the same systems, formulae, and checklists we use at work to our friends and families. This is where things can go very wrong very quickly.
That’s because some of the people decisions we confront every day aren’t mathematical or subject to standard rules and procedures–they’re choices about other people, about feelings, and about our relationships. These concerns are fundamentally different, non-mechanical, and far more complex. People aren’t products, positions, or policies–they’re our co-workers, friends, and family. There’s no fixed formula for getting these things right.
So it’s equally incumbent upon us to decide what’s truly important in these interpersonal situations, both in the moment and in the long run, and to devote to them the same passion and energy we apply to our business problems and concerns. It’s a given that there’s never enough time in the day (and that’s never going to change); there’s never enough of any one of us to go around (cloning may help, someday); and it’s way too easy to find an excuse rather than finding the time to deal with these issues.
But here’s the bottom line
Your family (when you have one) will be a much more important extension of yourself than any work you do. There’s always more work, but you only have one family. And, believe me, good friends are also few and far between. Friends are the family that you get to choose–they’re hard to find, even harder to leave, and impossible to forget. So, as you make ‘em, make a plan to hang on to them. They’re as important an investment over time as anything else.
Take a little time now to decide how you’d like things to turn out when you look back in 50 years at your accomplishments, your family, and what you’ve built. It’s all right there before you. Everything is possible; ultimately, it’s all about what you make of it.
SOURCE: Your Work Is Not Your Life, July 2014,
ABOUT THE AUTHORHOWARD TULLMAN | Columnist
Howard A. Tullman is the CEO of 1871 ? Where Digital Startups Get Their Start and the General Managing Partner of G2T3V, LLC and of Chicago High Tech Investment Partners. He is a member of the Chicago NEXT & Cultural Affairs Councils and the Illinois Innovation & Arts Councils; an adjunct professor at Kellogg; and an advisor to many start-ups. He is the former Chairman and CEO of Tribeca Flashpoint Media Arts Academy. Over the last 45 years, he has successfully founded more than a dozen high-tech companies. @tullman
Tuesday, July 29, 2014
Krauthammer: Kerry 'Undermined' Israel-Hamas Peace Efforts
By John Blosser
Speaking on "Special Report with Bret Baier" on Fox News, Krauthammer blasted Kerry, saying he crashed the negotiations uninvited and "undermined" Egypt's attempts to settle the war in Gaza.
"The Israelis did not invite him," Krauthammer told Fox. "The Egyptians did not want him and he still says he advanced a peace plan that was sort of building on the Egyptian one. It didn't at all. It undermined it."
"Egypt wanted a cease-fire in place, which means no reward for Hamas starting this war by attacking civilians, which is a war crime," Krauthammer told Fox. "And that was proposed before the ground incursion. The casualties would have been infinitely lower. Israel accepted — Hamas said no.
"Kerry goes over and then he negotiates in Paris with who? Qatar and Turkey, and returns essentially as the lawyer for Hamas and hands Israel a proposition that is so outrageous that the Cabinet votes 19-0 against it.
"Israeli Cabinets have never voted 19-0 on whether the sun rises in the east. It was unbelievable. It would have given Hamas all of its demands," Krauthammer told Fox News.
Or worse, said Danny Danon, former Israeli deputy defense minister, who told CNN'sWolf Blitzer, "Secretary Kerry's proposal was an insult for us."
"I think what Secretary Kerry did last week was a mistake. It put Israel and Hamas on the same level. It is like, I would tell you that the U.S. and al-Qaida are on the same level."
In an interview with Israeli Radio, the Jerusalem Post reports that Israeli Justice Minister Tzipi Livni said she told Kerry his proposal was "completely unacceptable" and "would strengthen extremists in the region."
Krauthammer told Fox, "Look at the wreckage Kerry has done in intervening in the Israeli-Gaza fighting. A left-wing Israeli paper said Kerry had dug a tunnel under the Egyptian peace plan.
"When you see what happens when America engages, you wonder if we shouldn't have more disengagement."
Sunday, July 27, 2014
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