Lobus raises $6 million for an art management platform on the blockchain
Reshaping ownership proofs in the fine art markets has been one of the blockchain’s clearest real-world use cases. But in recent months as top auction houses have embraced NFTs and popular artists experiment with the crypto medium, that future has seemed more tangible than ever before.
The ex-Christie’s and Sotheby’s team at Lobus is aiming to commoditize blockchain tech with an asset management platform that they hope can bring creator-friendly mechanisms from NFT marketplaces like SuperRare to the physical art world as well, allowing art owners to maintain partial ownership of the works they sell so that they can benefit from secondary transactions down the line. While physical art sellers have grown accustomed to selling 100% of their work while seeing that value accrue over time as it trades hands, Lobus’s goal is for artist’s to maintain fractional ownership throughout those sales, ensuring that
Taylor rose through the ranks at Salesforce extremely quickly. He joined the company in 2016, when it acquired his word processing startup Quip and reported directly to Benioff right away, which is rare for startup CEOs post-acquisition. Soon after, in 2017, Taylor made the leap to the C-suite as the president and chief product officer of Salesforce, before his latest promotion to COO in December 2019.
Prior to Quip, Taylor was Facebook s chief technology officer and helped lead the company through its IPO in 2012 and gets the credit for creating its Like button. Before that, he was at Google, where he helped create Google Maps.
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Cal Henderson is the cofounder and chief technology officer of Slack, acquired by Salesforce in a $27.7 billion deal
closing later this year and boasting more than 2,500 employees and 142,000 paid customers.
He talked with Insider about his early career ambitions making video games his thoughts on remote work and workplace norms, and the company s goals and initiatives for the new year.
Henderson s advice to other leaders and companies during this time is to be organizationally agile. It s about how quickly you can actually change direction, and that kind of alignment is hard to do without strong relationships, he said.
December 28, 2020
Let’s be honest. One of the reasons employees went into the office before the coronavirus pandemic was because working from home was so crap. It had its benefits, to be sure, but it came with significant downsides.
Working remotely prior to Covid-19 often meant dealing with the internally or externally imposed pressures of proving that you were actually being productive. It meant over-communicating with colleagues about your schedule and, if it was a particularly switched-off place digitally, reminding your company of your existence and value.
This was a manifestation of proximity bias a phenomenon that favors office workers who have regular, face-to-face contact with their colleagues.