a posse, more than a quarter million strong. blue jeans network tries to make teleconferencing funny. brand-new capitalist jerry chen checks in. our reporter, editor of silicon beat and chris from eweek this week on "press: here." good morning, everyone. i'm scott mcgrew. i got a job offer the other day and i took it. a job no one, including my boss, knew i had for which i was paid $10. the job involved walking into a beauty supply store in silicon valley and documenting tweezers.

yeah, tweezers. so the manufacturers could see if they were stocked properly. tight about five minutes. i picked up the extra work through an app called gigwalk. turns out gig walkers are all around us, regular folks with regular jobs and a smartphone doing small tasks for a little extra pocket money. a mobile workforce of more than 300,000 users and growing all controlled by a small startup in san francisco. matt is one of three gigwalk founders, all former yahoo! engineers, cnn calls the company brilliant, one of the most innovative companies in mobile. joined by chris from eweek and the reporter from silicon beat as well. well, this seems fairly straightforward. this is one of those apps i got immediately. it sees what's around me.

it says somebody somewhere needs you to do x, y, z and we'll pay you five bucks. it's that simple. >> it is. it's a temp agency on phones. companies will post on gigwalk. it will be like i need you to take a picture at a menu or fold t-shirts at a supermarket. people doing that will install gigwalk, launched android act, presented with pins all over the map, they are jobs that need to be completed this. they will apply, travel to the location and get paid when they are complete. >> this came to you at yahoo!. i read you were sending literal phone books, the actual yellow pages to china. >> we weren't doing it, yes. >> they would go through and essentially key in all the information in the yellow pages open monday through friday 9:00 to 5:00. now you have somebody take a

picture of the restaurant. >> restaurants will go out of business 10% a month. so for the listings we had for this is a pizza restaurant, sushi restaurant, out of date so fast. >> sushi will be pizza restaurant. >> companies would send yellow pages to be transcribed, so out of date. we've got all these people running around the world with smart phones, why can't we build a platform on top of them and push work out for them to collect data. once we started doing it, these are people highly capable, working part-time jobs, maybe barista at starbucks, real estate agent, you've got extra time. why can't we utilize it not just for data but real work kinds of things. >> how does someone apply? >> the way it works when you download the app, anyone can download, fill out a couple of pieces of personal information. immediately you get access to kind of the first tier of jobs inside of gigwalk. these are jobs that might take

you 10 minutes to do. the thing with those are, somebody will go out and do maybe 10 or 15 of those at a time. once you've proven yourself inside of the system, what's happening on the back end we're watching you while you're doing that work. we're figuring out are you doing the work you said you were going to do, how well, what kinds of work are you gad at? maybe you're good at taking photos or following super complex sets of instructions doing work that might take you an hour to do. once we've learned information about you, feel you're a reliable worker we give you more complex but higher paying jobs in the system. >> what do you do with this when you finish with them, resell them to businesses? >> businesses actually order them, right? yelp says go out and take pictures of coffee shops. >> a lot of customers are merchandisers or manufacturers. you take somebody that makes

french's mustard, air freshener's those kind of things. they need somebody to go to walmart to see if their product is on the shelf, is it out of stock, does anybody need to reorder. they will post jobs on gig walk, they will need somebody to go to every walmart. they need that done in 24 hours. >> how does the politeness, social of this work. when you walk into a store, i didn't mention anythinged to beauty supply store. should i have announced myself and said i'm from gigwalk, i'm here to check your stock. >> everything is different. the manufacturer posting jobs has an arrangement. >> they know they are coming in. >> we're sending workers to go in. these people are taking the place of what a traditional merchandiser would do, merchandising companies they use traditionally aren't big enough to do the work. walk in, u.s., canada, puerto

rico, also the uk. that kind of reach means they can come to us and send people everywhere. >> how do you track how good a job they are doing? >> a bunch of different dimensions we look at. how long were you on site while you were doing the work? what was the kind of work you were being asked to do? maybe it was folding t-shirts at walmart or something like that. maybe it was i need you to go through and scan bar codes on every biologist of vitamins on a huge shelf. might take you four hours to do that. we look at how well did you do that job. everything that gets done inside gigwalk we have a team looking at work completed while it's happening, making sure everybody is doing a good job. we have a question, need you to change something you might have done wrong. you can communicate back and forth with service people realtime, messaging back and forth, all of that is happening inside the app. while you're doing the work

getting realtime feedback. >> i've heard this called labor metrics. you're getting pushback, not everybody thinks this is a good idea, which i don't understand. >> there's been a little controversy. we get looped into a lot of other things getting tracked browsing websites, looking to see what kind of friends you have, targeting products. we don't do that kind of thing. while you're on the job, while you're working, getting paid between $10 and $15 an hour, watching what kind of jobs you're doing and what you do well at, this lets us match the kinds of job you do well to you, which makes you be successful, makes you do very good work. >> let me stop you there. chris, i cut you off. >> i was going to say with your hundreds of thousands of minions working for you, do you have

anyone doing it full time? >> we love our gigwalkers, they are amazing folks. they do some amazing things. we've got folks doing 1,000, 2,000 jobs over a calendar year running around doing that. i think 60% have another job, doing it as a second paycheck. we have some folks doing it full time. >> two questions. i'm walking into the store, hit by a car and killed, am i a gigwalking employee. >> you're an independent contractor. >> there's language i've agreed to this kind of thing. >> it's aboveboard. we'll issue tax documents at the end of the year for the work you've done. you report it to the irs. >> same question, what's the weirdest gigwalk? >> we had a genealogy job that had them going and cataloging grave stones for the genealogy website. we had another one people were going and cataloging where plugs were in airports. >> somebody can put it on the

website and explain it. >> how many companies of gig walkers. >> we have 365,000 gigwalkers. >> 355,000 minions. >> jerry chen, newest partner when "press: here" continues.

welcome back to "press: here." venture capital firm gray lock partners is relatively new to silicon valley, also one of the most successful. brad points out the company's bets have been some of the best in venture capital history. so it kind of follows whatever gray lock is interested in, the rest of us should be, too. lately that's been enterprise palo alto, clouder, a, appsdax, tiedmark and biggie, workday.

the partner in charge is jerry chen. he's been on the job about 12 weeks. thanks for being with us. you came from vm ware which does many of the same ideas, right? >> yes. >> explain this to me like i'm the english major i am. you talk about a post server world. i know things are moving into the cloud. i know things are moving away from traditional hardware. clouds made up of hardware. what is the opportunity here? it seems to me they are moving computers from in the basement at work to someplace in the cloud. >> pro server first refers to less of technology purchasing but how company think about their i.t. budgets. five, ten years ago they said i'm going to buy 10 servers, 100 servers or a bunch of storage. they don't think servers, they think i'm going to buy the application, cloud capacity. the metrics how they buy it is

changing. >> i'm going to buy capability, not iron. >> you're no longer buying hardware but a service. that shift, although subtle is a complete change in how you think about business model and technology serving the customers. if you're a cloud company like amazon, vmware, you serve in a different way. still using storage, but density, multiple users on a single computer that changes how you serve customers and economics of business model. >> there's still trust though, spr especially regulated industries. they would like to see where it is, want to know where everything is. the cloud you're trusting a service you'll never see in your lifetime. >> right. >> is that still an issue? it was a few years ago. >> got worse with the nsa. >> there you go. >> the recent use has cast a

spotlight on security and privacy in the cloud. it was there before hand and now enterprises are thinking twice. there's no obstacle lights in technology. there's a category of applications you'll be fine in a public cloud. data specifically you as large company will say you know what i'm going to store this in my own building, data center or trusted partner or i have, for lack of a better term, lock and key so i know exactly what's going on. it's kind of this mixture we call hybrid environment creates more technical problems. for an entrepreneur or investor like myself creates more opportunity. you think about things between your vote and cloud voting. >> there's a software company in that seam. >> multiple software companies in that seam. >> recently there was -- amazon had an outage and it had vine and instagram.

a high-profile outage. do you think when things like that happen it's a huge setback for the cloud and trust? >> absolutely. i think the cloud is still early. there's two things that keys into that state, one is amazon is becoming this powerful tech player in the cloud that a lot of stars like instagram and vine are on amazon. when that goes down shows you, gosh, we really would love to have another term out there besides amazon. in terms of investments, entrepreneurs, we are looking for a viable -- >> go ahead. >> second is the question, how to make the cloud reliable. there's downtime everywhere you go. you think products and technology, make our apps reliable so they don't go down, recovery strategy or back-up with another cloud or another application. that, again, is an opportunity.

>> back to the first, you said amazon, it would be nice to have an alternative to them. you think what amazon has done with this web service so massive the barrier to entry -- the capital outlay to match amazon, what would it cost me to say you and me together, we're going to match amazon. we're going to call it the jws. >> sure. what do we need to spend on that? >> amazon keeps growing. quite the risk of microsoft type of dominance in the cloud. it's something to be leery of. still early. i think competing in microsoft on scale and cost is a tough proposition. >> you said microsoft. >> i think microsoft -- google, potentially, a bunch of other cloud scale players, they can compete on mass, scale, cost but you probably want to fight something in a different way.

generals are always trying to fight the last war. don't use the tactics that won the first battle with cost and scale but maybe security, maybe reliability, maybe performance. a different set of services or things customers care about. for example, lets say everything goes to mobile app, ipad or smartphone, mobile applications like purpose built for that. maybe that could be a different wedge against amazon or microsoft. focus on these other services. >> good metric about amazon is the fact -- and their growth is the fact they have lowered pricing model 37 times in seven years, which is amazing. >> isn't that exceptional. used to be you had to buy a server, put it in your garage, then call location now it's something you kick on and it's taken care of. >> what kind of trends are you seeing at graylock, areas you're looking at investing in in the

next two or three years. >> sure. two to three years is kind of a long timeframe. we look out across our headlights, there's two or three areas i get excited about. data center, everything with storage networking is being disbrupti disruptive. $150 billion, servers, all at risk. looking at my partners. secondly, when you look what mobility means, what cloud means to enterprise applications, customer relation management, service report, so a great example, the category defining company in cloud erp. >> enterprise research play. you look at those applications that power your business, what you can do better and cheaper via the cloud or a, you have a

smart tablet or more data. this trend will use better analytics and better science. you can do pretty neat thing around serving your customers. >> just 30 seconds left. the young person who just heard that, the person coming out of school, you're getting good response. >> absolutely. >> kids are hearing what you're saying about enterprise, this sort of thing and building those products, aren't they? >> absolutely. so enterprise software, i think, is becoming increasingly popular area for investors as well as new engineers. it's pretty amazing, we're seeing a crop of talented technologists, coming out of school with creativity and technology what these consumer area companies have done and tried to marry those technologies and user experience to the enterprise problems. also we have that combination of consumer-like user interface,

consumer scale or web scale technology solving a business problem, amazing companies. >> thank you for being with us. >> thank you for having me. >> "press: here" will be back in a minute.

welcome back to "press: here." i'm scott mcgrew. the most important bridge in the most important state is closed. bay bridge used by 280,000 people a day, so its closure is inconvenient for 279,999 of them. for stew aaron, it's a marketing opportunity. aaron is in charge of advertising for blue jeans network teleconference company earning a reputation for marketing. case in point when yee's ceo marissa meyer told employees they couldn't teleconference blue jeans put this up on highway 101 in hours.

a guest lecturer at horton school of business and one of the most glowing news report, bloom energy and bloom boxes on cbs show "60 minutes." you used to be with bloom energy. i'm not going to ask you about it other than to say that was the most clothing report of a technology company i've ever seen and my hat is off to you. >> thank you very much. >> lets talk about the first one, the billboard. how quickly did you get that turned around when meyer said no more teleconferencing at yahoo! >> from the time she first said that to the time we had the execution wheels rolling was about two to three hours. it was a team effort like any successful marketing team, ideas come from different places. it might germinate in one way and by the time you talk -- >> hu talked about anything else? >> all kinds of things. what we realized was we were

very fortunate. a week before we put up a billboard by san francisco. >> you had the spaces. >> announcing blue jeans as sponsor of wgh, work from home. we thought, we've got the real estate, what can we do with it? yahoo!. the people said you can't use use yahoo! by name. >> everybody got it. >> stewart, high level in the company itself, what is the wrinkle blue jeans brings. second question is why blue jeans. you don't make apparel. >> blinlgs is an inner operable conferencing service in the cloud. you can think about it as a video bridge in the cloud. the play on your bridge is closed yours ours makes a lot of since. only inner operable video company that can bring together people on a diverse range of

traditional business, cisco and poly con, et cetera, as well as people on consumer solutions on their desktop or laptop. >> can i translate that for you. you bring face time and my corporate cisco systems into the same -- >> people at home and want to use skype or google or microsoft link can talk to people in the office and want to use cisco or poly con conference rooms with the all expensive equipment. >> traditionally video conferencing has been for the elite, heads of state, ceos, celebrities. it hasn't been for the every day person. relegated to high-end cancer rooms, required a lot of money. what we're trying to do is take something stiff an stodgy and make it comfortable, casual, easy as your favorite pair of jeans. >> you had an ad on youtube, not even on television, an ad on youtube. i think we have a little bit here.

>> as you know, a critical transition, the global economy itself -- >> get the point. >> stop beating around the bush. >> of course. take a look at this video. >> so this has gone viral, made the rounds. again, illustrates your point, target marketing. >> when you're a small company you have to be opportunistic, scrappy. we don't have the resources a competitor would have for marketing campaigns. we have to be more vaetive. we have to think creatively and act quickly and that's the advantage of being a small company, you can do those things. >> speaking of that, marissa meyer thing, what kind of feedback? any blowback. >> like you say only one person happy about the bay bridge closure, only one person hasn't contacted us is marissa meyer

herself. >> you are bigger than people think. you say you're start up, strath strappy, you're fairly big. >> pretty good run, company is three and a half years old, launched the service two years ago we have about 30% of the conferencing market. now, we think that's great. video conferences service market is not the market we're going after. our goal is to cannibalize the entire audio conferences service. to do that you would never do an audio call because you would do video call. what blue jeans is about, taking it, incompatible, expensive, making a video call as easy, as open and affordable as an audio call. >> isn't there a risk there's a commoditization of this, i won't need you anymore? >> yes and no certainly the more it proliferates, it

commodityizes. one will never win. skype is not the only solution on the market, cisco isn't. there will always be the need for somebody with technology, architect you're and skills to bring it together. we're video dial tone, the business opportunity -- think about it every year 100 billion services sold worldwide. >> i'm not sure how it all works, is it possible a cisco or poly com can freeze out technology so what you do isn't compatible. >> frankly a yes or no answer. >> disruptive technology. to go from a hardware to cloud cover is a very big change of the product pieces are the easiest pieces of that change. it's a business model, a support model, competing with your customers that will in the end make it too hard for those companies to follow this trend. >> thank you for being with us this morning. "press: here" will be back in just a minute.

that's our show for this week. my thanks to our guests. you can find gigwalk in the apple and android story, talking to jerry chen, that firm is big. other graylock partners, on our website "press: here" tv.com. i'm scott mcgrew, thank you for making us part of your sunday.

hello and welcome to comunidad del valle. today's topic is girls in gang. how big is it and what's being done about it on your comunidad del valle. a growing number of girls are joining gangs, the silicon valley council of nonprofits conducted a study on this topic. lets take a look. there was a time when elizabeth walked a street with a pack, girls and young men who enjoyed the gang lifestyle. elizabeth was only 14 when she joined. >> all my