Wails of lamentation spread across the local tech community every time an entity like Zendesk or Greylock or Y Combinator departs Boston for parts west. But today we have a different tale to report. Day Software (SIX: DAYN) a Zurich, Switzerland-based content management software specialist that builds interactive websites for Fortune-1000 giants like Adobe and General Motors, is about to move its U.S. headquarters from Newport Beach, CA, to Boston.

When it comes to the software platforms and interactive content that define the world of Web 2.0 commerce, the Hub is the emerging capital, says Kevin Cochrane, Day’s chief marketing officer. “It’s inefficient for us to be anywhere other than Boston,” Cochrane says. “The majority of the partners we need to work with today in the Enterprise 2.0 and Web 2.0 universe are in the Boston area, and Boston is ideally located for all of the major customers we’re securing up and down the Northeast corridor.”

Day’s new office, at 320 Congress Street in the booming Fort Point Channel area of South Boston, will open December 1, according to Kellie Snyder, a native Bostonian who is Day’s vice president of professional services. The office will initially employ 12 to 15 people and has room for up to 30. The company is “aggressively hiring” in all areas, including consulting and tech support, Snyder says.

Day Software was founded in 1994 as an interactive marketing agency but quickly evolved into a maker of software platforms for companies managing large websites. It’s been a public company on the Swiss Exchange since 2000. But last year, it brought in a new CEO, Erik Hansen, and rewrote its software from scratch to make it easier for clients to design, develop, and host customer-centric websites with interactive features such as blogs and wikis. The company counts GM, Adobe, Newsweek, the United States Army, Boston College, Ingersoll Rand, Rosetta Stone, Virgin Media, and the governments of Singapore and New Brunswick, Canada, among its big clients.

It will be much easier for Hansen, who is based in Zurich, to reach the new Boston headquarters than the company’s current Newport Beach digs. But that was “by no means the driving factor” behind the move, Cochrane says. “First and foremost, Boston is the hotbed for technology partners and interactive agencies, all of the companies that are critical to us as we look to build up our ecosystem,” he says. Boston offers the nation’s best pool of job talent for all departments of enterprise software companies, Cochrane adds. It’s also home to plenty of potential customers in higher education, a market Day has begun to penetrate, and it’s closer to the press and industry analysts who follow the content management sector, he says.

Another incidental benefit to the move, which has been in the planning stages for about 9 months: Day’s board chairman Barry Bycoff, a former Pequot Ventures partner who is also executive chairman at Progress Software (NASDAQ: PRGS), is based in Boston. Day’s planned grand-opening party at its new Boston headquarters on December 1 will coincide with a board meeting, according to Cochrane.

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TheNextRound, a Framingham, MA-based startup that makes software for private equity and alternative investors, has been acquired by Windsor, CT-based SS&C Technologies for an undisclosed amount, according to an SS&C announcement today. SS&C makes financial management software for insurance companies, hedge funds, banks and credit unions, real estate companies, and other institutions.

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Cambridge, MA-based Cambridgesoft, which makes software for life sciences companies, disclosed in regulatory documents filed November 17 that it has raised $31.3 million in new equity-based financing. Cambridgesoft first announced the funding round (though not the amount) in a November 16 release that named new investor Health Evolution Partners and existing investor Goldman Sachs as the funders in the round.

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A new IBM supercomputer opened at Brown University’s Center for Computation and Visualization in Providence, RI, today is 50 times faster than Brown’s next best machine and is the most powerful computer in Rhode Island, according to an announcement from IBM (NYSE: IBM). Researchers at Brown and other institutions intend to use the 1,440-processor machine to model subjects such as the genomes of ocean-going microbes, the mechanics of human and animal movement, and the topography of other planets. Brown ordered the multimillion-dollar supercomputer in June; its exact cost hasn’t been disclosed, but IBM and Brown are calling it “a shared investment.”

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When I was in fifth grade, I wanted to be an architect. (I also wanted to be a geneticist, a meteorologist, and an astronaut. I guess I wound up doing the next best thing to all of those sci/tech careers—writing about them.) I loved my junior builder kit, a collection of little plastic columns and I-beams and snap-on windows that was perfect for constructing models of International-style skyscrapers like the Sears Tower in Chicago. The only problem with the kit was that once you’d finished your perfect modernist creation, you had to tear it all down before you could build something else.

Now there’s an easy way to build as many model buildings as you want—and put them on display for millions of people to see. It’s Google’s Building Maker tool, released last month. The Web-based software lets you easily create beautifully textured 3-D models of real buildings by matching up simple digital shapes with information from Google’s aerial photographs of major cities. You can store your finished models in Google’s 3-D Warehouse and submit them to Google for “publication.” If a model is well-constructed and no one else has built a better version, Google will insert it into Google Earth itself.

Google made Building Maker available for about 50 world cities when it introduced the tool on October 13. This Tuesday, it added eight new cities to the list: Boston; Brussels, Belgium; Cologne and Dortmund in Germany; Las Vegas; Los Angeles; Rotterdam in the Netherlands; and San Jose, CA. Once I heard Boston had been added to the list, I couldn’t resist diving in and playing around with the tool, starting with a model of my own apartment building in Boston’s South End.

After a couple of days of experimenting, I can tell that Building Maker is going to provide some addictive fun for a lot of mapping and modeling freaks like me. But just as important, I think it will provide a rewarding way for people who aren’t professional architects or cartographers to contribute to the “geoweb.” Today, we can explore this expanding digital replica of the real world through 2-D interfaces like Google Maps, Google Earth, and Microsoft Virtual Earth. But as it gains fidelity, the geoweb could eventually blossom into the immersive, geographically accurate 3-D online world that futurists have called the Metaverse.

If the Metaverse does come into being someday, it will be in large part thanks to Google, which is on a mission to “create a three-dimensional model of every built structure on Earth,” according to an October blog past by Google product manager Mark Limber. But even a company as wealthy as Google doesn’t have the resources to model all the world’s buildings on its own. So in classic Tom Sawyer fashion, it came up with Building Maker, which makes the work so enjoyable that thousands of Google users will be glad to pitch in.

From talking with Limber himself yesterday, I’m convinced that this strategy is only one part shrewdness and about three parts sheer enthusiasm. “The world is really big, and there are an awful lot of buildings, so I do think everybody will have to get involved” to fill out the 3-D world, Limber says. “But on a personal level, it’s really fun to be able to drop a couple of blocks, move them around a bit, add a texture, and voila! There is a little bit of magic there that we hope will draw people into this whole word of 3-D, and be a little more informed about it because they participated in it.”

Like all good pastimes, Building Maker starts out simple, but goes very deep. What makes the tool possible in the first place is the fact that …Next Page »

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Believe it or not, the troubles besetting Genzyme (NASDAQ: GENZ) were not the only life science stories coming out of the Boston area this week, although they sure grabbed most of the attention. So let’s get them all out of the way first:

—On Friday the 13th, the FDA said bits of steel, rubber, and fiber had been detected in vials of five major enzyme replacement drugs made by Genzyme, all manufactured at the company’s troubled Allston Landing plant in Boston. But the agency said that the problem affected only about 1 percent of Genzyme’s products, and that no serious side effects have been reported. In a statement, Genzyme said a review of its safety database “has not identified any safety concerns to suggest that patients treated with Genzyme products have been exposed to foreign particles.”

—On Monday the 16th, Genzyme got word that the FDA won’t approve its application to market its drug alglucosidase alfa (Lumizyme), a proposed treatment for Pompe disease, until the company fixes deficiencies at the Allston Landing facility, where it wants to mass-produce the drug in large batches. But Genzyme continues to make the drug in smaller batches and sell it under the name Myozyme.

—On Tuesday the 17th, shares in Carlsbad, CA-based Isis Pharmaceuticals (NASDAQ: ISIS) fell 16 percent after Isis and Genzyme released the full details of joint clinical trials of mipomersen, a cholesterol-lowering drug that the two companies see as a potential successor to Pfizer’s blockbuster atorvastatin (Lipitor). The drug lowered “bad” LDL cholesterol levels by 25 percent on average, but in several patients it raised liver enzymes to triple their normal levels, indicating potential liver damage. In new trials, Genzyme and Isis say they’re going to study what side effects, if any, mipomersen causes at different doses.

—On Wednesday the 18th, Genzyme said it had decided to scrap an experimental kidney disease drug, an “advanced phosphate binder,” after a clinical trial of 349 patients showed that it was no better at ridding phosphorus from the blood of dialysis patients than Genzyme’s existing drug sevelamer carbonate (Renvela). Genzyme’s two existing phosphate binders, which generate $850 million per year in sales, go off-patent in 2014, and the company is anxious to find a next-generation treatment.

—In non-Genzyme news, Chelmsford, MA-based Zoll Medical (NASDAQ: ZOLL), which makes cardiac defibrillators and other emergency medical devices, released a CPR training app for the Apple iPhone and iPod Touch that Ryan called the “most advanced” he’s seen. The “PocketCPR” app, which provides visual and audio instructions on proper CPR technique, could help lower the death toll from sudden cardiac arrest, which kills 300,000 Americans each year.

—Alkermes (NASDAQ: ALKS) of Cambridge, MA, said a 250-patient clinical trial showed that its drug naltrexone (Vivitrol), which is already used as a treatment for alcoholism, was more effective than a placebo at treating dependence on opioids such as heroin. The company plans to ask the FDA to approve this new use of the drug next year.

—Waltham, MA-based Polaris Venture Partners contributed to a $30 million Series B venture financing round for San Diego-based stem cell startup Fate Therapeutics. Kirkland, WA-based OVP Venture Partners led the deal, which also involved Arch Venture Partners, Venrock Associates, Astellas Venture Management, and Genzyme Ventures. Fate has collected about $50 million in venture funding all told.

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Yesterday we ran the first part of our interview with Steve Bratt, the CEO of the new World Wide Web Foundation, which was unveiled on November 15 by Web inventor Tim-Berners-Lee. The foundation aims to empower people in developing regions to access “life-critical information” on the Web using mobile phones and other simplified interfaces.

Bratt, who leads the Geneva, Switzerland-based foundation from offices in Boston, talked in the first half of the interview about the origins of the group, how its mission differs from that of its sister organization the World Wide Web Consortium, and the gaps in content, research, and technology it hopes to address.

In Part 2, below, Bratt details the foundation’s initial projects in Africa and South America, the role of voice technology in broadening Web access, and the foundation’s plans for growth.

Xconomy: What can you tell me about your initial projects?

Steve Bratt: There are two: the Web Alliance for Re-Greening Africa, and Empowering Youth in Inner Cities. Both are in partnership with other organizations. With the first one, the goal is to provide Web systems that will help capture local knowledge about how to plant in very harsh desert environments. There is a group, the Africa Re-Greening Initiative, that has been working for 20 years to take local innovations in how to plant and conveying them to others. This is a great example because it’s not a case of foreign aid coming in and saying, “Let’s build a dam and here’s some chemical fertilizer and some genetically engineered corn.” It’s about what is working for the 1 percent and how to convey that to the other 99 percent. I met this farmer in Burkina Faso, Yacouba Sawadogo, who figured a different geometry for making trenches to grow seeds and plants that turns out to be much more productive—what size hole to use, when to put manure in. He didn’t have any training, he just discovered it. It’s a perfect example. They’ve been busing farmers into to see him; he might see 10 a month. We want to create a digital bus to allow all of the farmers in that area to have the knowledge.

We’re working with VU University in the Netherlands, and we’re going to see if the Web can empower the conveyance of information, and how to use voice to enable the Web. VoiceXML has been heavily used commercially in the West—every call center uses it—but it hasn’t been used as much for development. There are no new standards needed. We just want to work with local developers and local farmers so they can develop something that meets farmers’ needs.

The Empowering Youth project is in concert with the Center for Digital Inclusion, a fantastic organization started by Rodrigo Baggio in Brazil. They started in the poorest areas of Rio de Janeiro and they have close to 800 community centers in inner cities training kids on computers. We’re going in to help them develop a curriculum to teach youth how to develop content and Web applications. Again, we’ll focus on mobile and voice, because those are the predominant technologies available to people, even in poor areas. Even in the Sahel in Africa, we were told that every family has access to a mobile phone and a radio. It’s the same in Brazil and Latin America. So that will be a pilot project in five cities—one in Brazil, one in Latin America, one in the Middle East, and probably one in a Western city. But this is an unfunded project at this point, so we’re looking for partners to help fund it.

X: Do you ever worry that the voice-accessible Web that you’re describing will be an extremely slow, impoverished version of the Web that we enjoy here in the United States? I mean, just to keep things manageable, you’d probably have to limit menu choices at each level of a voice interface to four or five. How do you translate a complex Website into something that can be consumed that way?

SB: We are so spoiled. We have our iPhones and our high-speed Internet. Well, if you’re making a decision about what movie to go to and it starts in five minutes, you need a pretty fast answer. But if you’re making a decision about which direction to walk in when …Next Page »

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Wade Roush wrote:

One of the great things about doing your computing in the cloud is that you don’t have to worry about which machines your jobs are running on, or whether they have the right software on them, or even what city they’re in. Indeed, that’s the whole point. But one of the less ideal things about doing your computing in the cloud is that the network everyone uses to reach various public clouds—the Internet itself—is so unpredictable.

Cloud providers—who essentially rent out processing and storage resources so that companies can outsource IT infrastructure—can guarantee a certain level of service within their clouds. But there’s almost nothing they can do about traffic delays on the Internet, a problem that falls right back into the laps of users who were trying to increase efficiency in the first place.

Now, companies that rely on big cloud providers like Google, Amazon Web Services, or GoGrid will have a better way to see how the network connections linking them to each provider’s data centers are performing—and make judgments over time about which clouds are easiest to reach. That’s thanks to Apparent Networks, a Wellesley Hills, MA-based network performance software startup that’s introducing a service today called the Cloud Performance Center. It’s a free online tool that visually quantifies network performance for up to five “paths” between a user’s location and any specified cloud provider. (After the first five paths, Apparent charges $5 per path per month for the information.)

Information about network performance is useful because large delays or “latency” can disrupt business and weaken the argument for outsourcing computing jobs to off-premises resources. “Providers like Amazon or Google are building these beautiful data centers with top-notch people that have got these great services that are highly available, and that’s all good, but when I have to connect, I have to do it over the same old Internet,” says Jim Melvin, Apparent Networks’ president and chief marketing officer. “What we’ve done is provision the Internet, in North America to start with, with performance monitors in about a dozen key points like Boston, Miami, San Francisco, Vancouver, and Detroit. Our service will allow customers to see the performance for any of the top-tier cloud providers in those locations, trending back in time.”

So if you have an office in Boston, you can use the Cloud Performance Center to see which cloud provider has a history of the fastest network connections to the Hub. Melvin emphasizes that Apparent is “not trying to poke anyone in the eye” over the latency issue, but rather to raise awareness. Network connection slowdowns are most often a result of logjams within the network itself, he says.

“The vision and the ideal of cloud computing is that you don’t have to worry about where the compute cycles are being generated, but we’ve seen countless times that the reality of the Internet today is that you cannot count on connectivity,” he says. “You do need to care what level of performance you’re getting across the Internet.”

The fact that cloud computing providers can’t or won’t take responsibility for network performance issues once information leaves the data center “is one of the big stumbling blocks for the growth of cloud computing in general,” Melvin says. His company’s so-called “path-based” performance monitoring is one way businesses can get around that problem, he argues—indeed, he says some Apparent clients are already using the service to monitors tens of thousands of paths.

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For the fourteenth year in a row, the Massachusetts Innovation and Technology Exchange—far better known as MITX (pronounced my-tex)—handed out its Interactive Awards tonight, in a sold-out ceremony at the Marriott Copley Place Hotel in Boston. The awards honor the most creative digital advertising and marketing campaigns devised by companies and agencies in the New England region.

The evening’s spotlight shined with extra sparkles on Dunkin’ Donuts, which won the title Interactive Marketer of the Year. The award was partly in recognition of “Create Dunkin’ Donuts’ Next Donut,”  a website where donut lovers can literally design potential donut shapes, flavors, and decorations for next-generation pastries. (The 2009 winner: “Toffee For Your Coffee,” a classic toroid donut with sour cream dough, a glaze covering, and a chopped Heath Bar topping.)

Dunkin’ Donuts also won in the “Best Cross Media Campaign” category of the MITX awards. “Being named MITX Interactive Marketer of the Year is wonderful honor and a great thrill,” said Cynthia Ashworth, Dunkin’ Donuts’ vice president of consumer engagement, in a prepared statement. “Along with our loyal fan base, we’re excited about the seemingly endless possibilities within interactive and are intent on continuing to make strides in this area.”

Of course, many other companies and interactive marketing agencies also took home awards, in categories ranging from “Best Use of Social Media” to best biotechnology/pharmaceutical campaign. The full list of honorees is below.

We asked MITX Presidentt Kiki Mills to sum up some of the trends she perceived in this year’s awards, especially the technology-related changes. She sent along the following thoughts:

“Social networks are not a discrete category anymore. Social functionality is now showing up in the most mundane applications, reinforcing the notion that marketers of every stripe recognize that the days of the one-way conversation are over. While many are still unsure how to effectively leverage social technologies to effectively support their messaging, there is a clear realization that there is some evolving role for this fast moving area.

“Video and other rich media are also an increasingly large component of many sites (supporting yesterday’s announcement from Brightcove of their lower cost Brightcove Express solution).

“Campaigns have matured in that they are much more user/use-case driven than in the past. Moving forward, we’re more likely to see analytics framing the creative—focusing campaigns on critical behaviors to influence, shaping what the costs and execution have to be to justify themselves in the face of the likely numbers.

“There is an increasing willingness of companies to experiment and include these technologies. Particularly with tech now so much [more] affordable, it’s easy to work a variety of things into a campaign.”

And finally: “The interactive industry in general has matured to the point where even small companies with (presumably) modest budgets are delivering high quality Web experiences.” (Thanks Kiki!)

Continue to page 2 for the full list of MITX Interactive Award Winners (including project, agency/creator, and client). …Next Page »

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From all outward appearances, Cambridge, MA-based data warehousing appliance maker Dataupia and its founder Foster Hinshaw have both been through near-death experiences this year. Heart problems forced to Hinshaw to step down as CEO in January. Dataupia’s board brought in not just a new leader, Tony Sirianni, but a new strategy, concentrating on selling software rather than integrated hardware-software packages.

But the strategy didn’t seem to be enough to stave off the effects of the recession: by June, as we reported, the company had laid off the majority of its staff and was seeking new financing in order to stay alive. In August, reports surfaced that the company had been reduced to a skeleton crew and was selling off its assets. Many database industry observers put the company into the dead pool.

But appearances can be deceiving. Hinshaw is back as CEO, the company’s workforce has stabilized at about 30 (half the number from one year ago), and the startup’s difficult period is behind it, according to an announcement set to be released tomorrow. “After taking a hiatus following a medical surgery, [Hinshaw] is back to lead the Company into a high growth phase,” the announcement says.

That “hiatus” language is a bit of a gloss on the actual situation, which I understand much better after having spoken with Hinshaw himself at length today. Most importantly, Hinshaw—who is widely considered to be the father of the data warehousing appliance business—says that he has fully recovered from coronary artery bypass graft surgery. “I’m out hiking now and doing my normal stuff, which is beautiful,” he says. “It was a long recovery, but it’s amazing what they do.”

But Hinshaw also says that while the recession caused some bumps for the company, including the big wave of layoffs, the rumors about Dataupia’s troubles were far out of proportion to reality. “I don’t want to quote Mark Twain, but some folks on their way out may have said some things that were very hypey,” he says.

Like Hinshaw’s previous company, Netezza (which went public in 2007), Dataupia started out selling data warehousing appliances—very fast servers preloaded with the software needed to help companies such as wireless operators sort through terabytes of historical customer data to discern patterns and extract intelligence. And with Hinshaw back in the saddle, that is once again the company’s emphasis.

But under Sirianni’s leadership, Hinshaw explains, the company steered for a while toward selling the software designed for Dataupia’s hardware as a standalone product. The attraction of this strategy was that it necessitated much lower research and development costs, Hinshaw says.

“With an appliance, you can drop it into a customer site and literally within days you are up and running, which is a powerful story, but the R&D costs are fairly high,” he says. “So there is always the question of whether you want to spend on that R&D, or just take the software and let the customer do the integration” into their existing IT systems.

Whether or not the software strategy was justified, it didn’t boost sales in the way the company would have liked, Hinshaw says. A horrid economic climate was at least part of the problem. “I’m not saying that Tony or the board did a bad job. I interviewed Tony myself,” he says. “But the economy certainly didn’t help any of this stuff.”

While there’s ongoing debate within the industry over the “tools” versus “appliances” question, Hinshaw says he’s personally convinced that …Next Page »

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Here at Xconomy we may not be on the absolute bleeding edge of media technology—usually we’re too busy writing about the latest stuff to adopt it right away ourselves—but when there’s a cool new way to get our content out, we try to take advantage of it as soon as we can. In that spirit, we wanted to call your attention to a few of the features we’ve introduced lately to make Xconomy easier to use.

1. Social Media Sharing—including Twitter and Facebook

If you’re reading this story on our website and you glance at the upper right corner of the story area, just above the “Related Posts” section, you’ll see a new collection of widgets from ShareThis that make it easy to share Xconomy stories with your Twitter followers, your Facebook friends, and users of many other social bookmarking and sharing services. It’s also a snap to e-mail stories to your friends (or yourself). Just mouse over one of the widget icons and the ShareThis window will pop up.

We’re especially excited about the new Twitter button, which makes it really simple to tweet any story you like and was one of the most-requested features from our readers. Speaking of Twitter, you can sign up to follow us there at twitter.com/xconomy, twitter.com/bbuderi, twitter.com/ldtimmerman, twitter.com/ryan_mcbride, and twitter.com/wroush.

2. Single-Page View

Many Web users feel overwhelmed by long rivers of text, so we insert page breaks into our stories every 500 words or so. But we also realize that other readers dislike having to click the “next” link several times to get through our longer stories. So we’ve added a “Single Page View” option. You’ll find it at the bottom of each page of multi-page stories, near the “Page” link and the little orange arrow. Click on that link once, and you’ll be able to view even our longest columns and interviews with no further hassle. This is also a useful feature if you want to print out our longer stories.

3. Xconomy Kindle Edition

These days, there are as many ways to read digital content as there are digital devices. For readers who’ve joined the e-book revolution, we now offer a Kindle Edition of Xconomy, available through Amazon’s Kindle Store. To sign up, go to the Xconomy page on Amazon and click on the Subscribe Now button. Or, on your Kindle, click Menu > Shop Kindle Store > Blogs, then type in Xconomy and click Search Store. The Kindle version includes the full text of all Xconomy stories delivered to your device wirelessly and automatically, every weekday.

4. Xconomy Mobile

This one isn’t quite as new—we actually launched it back in August—but we thought we’d remind you about it. If you open a browser on your mobile phone and go to www.xconomy.com, you’ll automatically be redirected to the mobile version of our site, which is optimized by Mofuse for viewing on a small screen. (You can also get to the mobile site directly at m.xconomy.com.) If you click on the “All Stories” link on the main page of the mobile site, you can then click through to full-text versions of all of our stories (just like you’d get on the Kindle). You can also browse by city and topic.

5. E-mail and RSS

These really aren’t new—we’ve offered them since we launched Xconomy in 2007. But while our e-mail newsletters and RSS feeds are extremely popular (we reach at least as many people through these mechanisms as we do through the website), we still talk to many readers who aren’t aware of them. To sign up for daily e-mails with Xconomy headlines and stories, or to add Xconomy to your RSS readers such as Netvibes or Google Reader, just go to our Email – RSS page. You can choose newsletters and RSS feeds specific to our cities (Boston, San Diego, or Seattle) or key topics (life sciences, information technology, nanotechnology, energy, people, venture capital, and my World Wide Wade column) that most interest you. Or you can just sign up to get all of our stories. (That’s our favorite option!)

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[Updated 9:05 a.m., 11/16/09, see below] David Cohen, the co-founder of Boulder, CO-based venture incubator program TechStars, sent Xconomy a note this morning to say that the Boston version of TechStars is coming back to town a bit earlier than expected. The 2010 session of TechStars Boston will take place in the spring, rather than the summer, as it did this year.

For teams considering applying for TechStars’ increasingly renowned startup mentorship bootcamp, that means applications for the Boston program are open and due pretty soon—on January 11, in fact. The Boston program will run from March 2 through June 2. As in the past, about 10 companies will be selected for the session. (Applications for the Boulder program are due March 22, and the program will run from May 10 to August 6.)

[Update] We e-mailed TechStar’s Boston executive director, Shawn Broderick, to ask about the reasons for the switch in timing. Broderick says there are several. “We realized that running the Boston and Boulder programs simultaneously during the summer this year spread a bunch of our shared resources thin—mentors, staff, investors, etc.,” Broderick writes. “We also wrestled with the traditional ’silent summer’ of Boston that happens in July and August. It made it tough for some of the mentors to be as involved as they wanted to be.”

“I’m sure we’ll learn a few interesting things we didn’t expect, but I’m also sure it’ll be a net positive as we optimize our resources for the new teams,” Broderick continues.

I also asked Broderick whether he’s located new office space in town—as Bob wrote recently, Broderick has taken up temporary residence in Polaris’s Dogpatch Labs after TechStars vacated last summer’s Central Square digs. “Not yet,” he answers, “but I’m working on it!”

Here’s David Cohen’s entire note, which contains quite a few interesting TechStars tidbits:

“TechStars will now run the Boston program in the Spring instead of the Summer. As such, applications are now open. We would love it if you’d help us get the word out to entrepreneurs.

Some thoughts for this story:

- TechStars Boulder will still operate in the summer as it has for the past 3 years.

- Three TechStars startups from the first year of the program were recently acquired: Socialthing (by AOL), Brightkite (by Limbo), and Intense Debate (by Wordpress).

- TechStars has now run the Boulder program for 3 years, and the Boston program for one year (it was added last year).

- Hundreds of investors attended the first TechStars demo day in Boston in September. The program has been very well received there, with some 60 mentors participating.

- TechStars was started by David Cohen and Brad Feld.

- Shawn Broderick is the Executive Director of the Boston program.

- Bill Warner instigated bringing the program to Boston.

- The Boston program last summer produced 9 new companies, about 5 of which look like they’ll end up closing additional outside funding. oneforty is perhaps the most well known so far. See techstars.org/companies for a complete list of companies we’ve funded historically.

- The Boulder program recently completed its third year, and 6 of the 10 companies are funded by VC firms (not all disclosed by the companies yet, but more should be soon). 1 (or perhaps 2) others will be angel backed shortly.

- TechStars is mentorship driven. What sets us apart is the fantastic mentors that participate in the program and meaningfully help each company. We also think our focus on quality over quantity has led to such a high rate of follow on funding for 75% of our companies.

- Because the Boston program is now operating in the spring, applications are now open at http://www.techstars.org/apply – apps will automatically roll over from Boston (spring) to Boulder (summer).”

[Update] I asked Broderick to clarify Cohen’s last point. He says teams that aren’t accepted for the Boston session will automatically be considered for the Boulder session, if they are so inclined.

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Only 25 percent of adults around the world have access to a computer that they can use to reach the Web. But 75 percent have access to a mobile phone. So the simplest way to open up the wealth of information on the Web to more people would be to make it usable via voice connections—for instance, through some combination of speech synthesis and speech recognition technologies and voice-driven interfaces customized for each region.

Making that happen will be the first mission for the new World Wide Web Foundation, officially launched November 15 by Tim Berners-Lee, the inventor of the Web and the director of the Cambridge, MA-based World Wide Web Consortium (W3C). Berners-Lee unveiled the foundation’s plans in a speech before the Internet Governance Forum, a non-governmental organization meeting this week in Sharm El Sheikh, Egypt. (Watch the video.)

It was 20 years ago this year that Berners-Lee proposed the Web’s basic markup language (HTML), its data protocol (HTTP), and its system of document addresses (URLs). “The thing that made the Web work then and the most important thing about it today is its universality,” Berners-Lee said in his speech. “Two Webs doesn’t work. It has to be one Web for all sorts of information, no matter what hardware you have, no matter who you buy your computer from, and now more importantly, no matter what sort of device you have.”

The basic tenet behind the Web Foundation is that the Web can empower people around the world to help themselves, if only barriers of language, literacy, location, and income can be overcome. The foundation’s first efforts in this direction will include support for an emerging discipline it’s calling “Web science,” as well as collaborations with VU University in Amsterdam and the Center for Digital Inclusion in Brazil focusing on the deployment of Web-based mobile communications technologies among farmers in Africa and schoolchildren in South and Central America and elsewhere.

A non-profit founded in 2008 and operating largely under the radar until now, the Web Foundation is subsisting for the time being on a five-year, $5 million seed grant from the John S. and James L. Knight Foundation. The organization (which is not using the acronym WWWF, perhaps to avoid confusion with the World Wildlife Fund and the World Wrestling Federation) is headquartered in Geneva, Switzerland. But its CEO, Steve Bratt—formerly the CEO of the W3C—is working from a newly opened office in Boston’s downtown financial district.

Bratt met with Xconomy on Monday morning for his first detailed Q&A session about the creation of the Foundation, the philosophy of its early projects, and his and Berners-Lee’s ambitious plans for making the Web more accessible. Part 1 of our interview appears here; we’ll publish Part 2 on Wednesday.

Xconomy: What’s the mission of the World Wide Web Foundation, and how is it different from the mission of the World Wide Web Consortium?

Steve Bratt: Our overarching theme is empowering people through the Web—giving people the power through the Web to accomplish their own goals. It’s about helping people, not just having cool technologies. You never hear Tim Berners-Lee give a talk without …Next Page »

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Framingham, MA-based Punchbowl Software, the company behind party planning site MyPunchbowl.com, said today that it has acquired the assets of I’m In, a group vacation website formerly owned by Waltham, MA-based GroupGo. Punchbowl’s founder and CEO Matt Douglas says the local search tools created by I’m In have enabled MyPunchbowl to launch a new local vendor portal where party planners can connect with small businesses.

“I had known the guys at I’m In from the local startup scene,” says Douglas. “They were building a group travel and local search product for the trip and travel world, and what impressed me most was their local vendor portal. They were doing a great job, and we kept an eye on them. Over time, the opportunity came to us to acquire the property, and long story short, I decided to pull the trigger. It’s not every day that a startup acquires another startup, but my investors and our board got together and said, ‘You know what, this is something that could really accelerate the company.’”

Punchbowl has acquired I’m In’s software code, designs, trademarks, and domain names, but hasn’t brought in any of its former employees. Douglas isn’t saying how much Punchbowl paid in the deal, but he says Punchbowl didn’t have to raise any new venture funding to make the purchase. The company’s most recent venture round of $2.1 million, supplied by Contour Ventures, Intel Capital, and eCoast Angels, came in September 2008.

Punchbowl earns revenue largely by generating sales leads for party vendors, so the new directory could be a big asset. “I can’t overemphasize how big of a project it is to launch a local vendor portal for 50 states and 30,000 cities—there are over 1 million vendors” in the new portal, says Douglas. “The technology we acquired will give us a huge head start, and we’re excited that we can finally talk about the acquisition and our new portal.”

Don Dodge—the former Microsoft emerging business team director who announced this week that he has accepted a position at Google—is on the board at Punchbowl. We profiled the startup shortly after its launch in October 2007.

GroupGo, meanwhile, was founded in 2005 by entrepreneurs and hotel-industry veterans Brian Harrington and Josh Lesnick and had backing from Annex Ventures. The company was known for helping groups of young adults plan so-called “girlcations” and “mancursions” to locations such as Napa Valley or Las Vegas. Boston.com profiled the company in 2007.

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The Securities and Exchange Commission is investigating whether a surge in call option trading on 3Com shares just hours before the announcement that Hewlett-Packard would take over the Marlborough, MA-based networking equipment maker for $2.7 billion was a result of insider knowledge of the deal, Bloomberg and other outlets are reporting today. Trading in call options—which guarantee the right to acquire a stock at a certain price—hit a 26-month high on November 11, just before the after-hours announcement of the acquisition. That “screams insider trading to the SEC,” Wayne State University law professor and former SEC attorney Peter Henning told Bloomberg, whose report was based on information from an unnamed source inside the agency.

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It’s day 6 of our 7-day auction to raise funds for two of our favorite causes, Science Club for Girls and Technology Underwriting Greater Good. So hurry to eBay, because as of this writing you’ve only got about 20 hours left to bid on the amazing Lord of the Rings Online Collector’s Edition boxed set, autographed by the game’s developers at Westwood, MA-based Turbine.

I explained the whole back story to the auction last week. In a nutshell, Turbine gave Xconomy the autographed set back in July as a memento of our visit, and we decided (with Turbine’s blessing) to auction it off and donate the proceeds.

Lord of the Rings Online is Turbine’s award-winning massively multiplayer game world based on the famous J.R.R. Tolkien novels. The boxed set includes two Windows program discs, a Music & Art Collection bound volume including “The Music of Mines of Moria” soundtrack CD, a premium cloth map of the game world, a Middle Earth poster, the Collector’s Edition Starter Guide manual, a product key and three free 14-day buddy keys, a quick reference card, and—perhaps coolest of all—a gold-plated replica of the One Ring (evil powers not included).

Bid now—click here to visit the auction page. To whet your appetite, here are a few pictures of the set and its contents:

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It turns out that Don Dodge—famous among entrepreneurs for putting a personal face on Microsoft’s operations in New England, until his unceremonious termination earlier this month—was only in job limbo for about about an hour and a half. Dodge sends Xconomy word this morning that he has been hired by Microsoft archrival Google.

Vic Gundotra, Google’s vice president of engineering, was the first person to contact him with a job offer, “90 minutes after the news of the layoff hit” on November 4, Dodge says in a blog post about his move.

At Microsoft, Dodge was director of business development for the Emerging Business Team. In an e-mail, Dodge says he’ll have a similar role at Google: “My main job will be working with developers helping them build apps on Google technologies and platforms. Startups will always be my first love, so I will spend as much time as possible with developers at startups.”

Dodge says he will spend his “20 percent time”—the one day per week that Google employees are encouraged to spend on personal projects—working with Google Ventures, the venture funding wing led by Rich Miner from Google’s Cambridge office and Bill Maris from the company’s Mountain View, CA, headquarters. “There are some obvious synergies there,” Dodge writes.

Dodge’s job shift will ultimately take him away from Massachusetts. But he says he’ll be working from Google’s Cambridge office through the holidays, and that he will be “back in Boston so often people will think I still live here. It was the same after I left Silicon Valley…they think I still live there.”

Michael Arrington of TechCrunch broke the story about Dodge’s new job last night, and Dodge himself shared more details about it this morning.

In previous public statements about his departure from Microsoft, Dodge has been diplomatic to the point of saintliness. But in today’s post he takes the gloves partway off, writing that “laying off 5,000 people when you have $37B in cash and huge profits is not cool.”

He also takes a few jabs at Microsoft products—calling Microsoft’s Outlook e-mail management program “tired,” saying that his Windows Mobile 6.5 smartphone “didn’t measure up,” and commenting that Microsoft’s Internet Explorer browser is too slow. At Google, naturally enough, Dodge will be using Gmail to manage his e-mail, getting an Android-powered mobile phone, and using the Google Chrome browser. And it’s probably safe to assume he won’t be doing many searches on Bing.

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Where is “the cloud”? It’s everywhere and nowhere; it’s the power of algorithms distributed across entire networks but concentrated down to the screen of your wireless laptop; it’s the sum of all the world’s on-demand computing jobs, churning away in big data centers in secure, undisclosed locations, flinging their inputs and outputs across the electronic ether. But for one day, at least, the nucleus of the cloud will be in a definite place: Microsoft’s New England Research and Development Center in Cambridge, the venue for Xconomy’s December 10 Cloud³ Forum and its companion event, CloudCamp Boston.

That 3 in the title of our event is an exponent, as in “Cloud Cubed.” The first time Xconomy organized a cloud computing seminar, back in June 2008, the urgent questions in cloud computing still centered around the basics—was the cloud secure? private? reliable? Today, vendors are on their way to solving most these fundamental technological challenges. But in their place, there’s a new welter of implementation-related questions.

Which cloud service model would your company be best off using—Software as a Service, Platform as a Service, Infrastructure as a Service? Should you build a private cloud, tap a public one, or think about hybrid models? How much money can you really save by turning to the cloud—and how much will you have to spend? Which cloud services are startups and big enterprises really using today, and which are still hype? Which cloud players do entrepreneurs need to know about beyond the Big Seven (Amazon, Google, IBM, Microsoft, Salesforce, Sun, and VMware)? And where is the cloud heading—what new services and opportunities are being opened up for entrepreneurs?

When we sat down to design the agenda for this year’s cloud forum, we realized that there are so many of these important questions on the table that we couldn’t just call the event Cloud²—so we jumped straight to Cloud³.

We’re assembling a crack crew of industry experts for Cloud³, including representatives of big cloud infrastructure providers such as Akamai, Microsoft, and Iron Mountain; startups making the cloud more useful to other companies, such as Cloudswitch; and companies leveraging the cloud to provide services to their own customers, such as Allurent, Litl, Pixily, and Sonian. The half-day session (from 8:30 a.m. to 12:30 p.m.) is designed especially for entrepreneurs, investors, and technologists, and our goal is to make sure that every attendee has a chance to learn from (and network with) the practitioners who are building and exploiting real cloud services.

We’ll release the detailed agenda for the event soon, but here’s the general picture:

• Keynote talks by Tom Leighteon, chief scientist at Akamai, and Yousef Khalidi, of the Windows Azure team at Microsoft.

• “Cloudbursts”—a series of presentations by six local startups offering innovative cloud services and/or making creative use of the cloud.

• An interactive “unpanel” exploring the nuts and bolts of how companies can best tap cloud services led by Sim Simeonov, a former partner at Polaris Venture Partners who now heads executive advisory service FastIgnite.

• A progress report from Eric Nakajima from the Commonwealth of Massachusetts on the Holyoke High Performance Computing Center in western Massachusetts.

You can see the full speaker list for Cloud³ here, and you can register for the event here. Early bird registration is available for $95—but we urge you to reserve your place now, because after November 23, the price goes up to $150. (We’ve also got a limited number of student tickets available for $30, and students can apply for event scholarships through the Stay in MA Program.)

We’re pleased to announce that we’re partnering with the CloudCamp organization to turn December 10 into a full day of cloud computing discussion and learning. CloudCamp Boston, an unconference for early adopters of cloud computing, will take place in the same space at Microsoft from 2:00 p.m. to 7:00 p.m. People who sign up for CloudCamp (registration is free) not only get discounted admission to Cloud3, but are welcome at a joint networking lunch from 12:30 to 2:00 p.m., which is hosted by Xconomy and Microsoft.

If you have questions about the event, please feel free to contact me at wroush@xconomy.com.

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Say you’d like to look up an old friend from high school. You have no idea what happened to him after college, and you can’t find him on Facebook. But you do remember the address of his house down the street from your childhood home. What if there was a Web-based map where you could log on, locate your friend’s old house, and leave a virtual note for him to find?

That’s the scenario that Mark Sherman hopes millions of people will explore at ZoomAtlas, a new social mapping service going public today at O’Reilly Media’s Web 2.0 Expo in New York. Using the site’s tools, you can publicly annotate any location that has some personal meaning to you. That might mean leaving a note for someone, or it might mean reminiscing about the house where you grew up, or a school you attended, or even a restaurant where you had a good meal.

But Sherman, the president, CEO, and main funder of the Cambridge, MA-based startup, thinks finding long-lost acquaintances will be the most compelling use for the site. “There’s nothing on Facebook I’ve seen that allows you to reconnect on the micro level,” he says. “The closest thing you have is groups for school alumni—but that’s not the only place that people want to reconnect from.”

You can think of ZoomAtlas as a cross between Google Maps, Facebook, and Wikipedia, with user-generated missives and memories as the key ingredients that—in theory, at least—will make it more than just another mapping site.

Speaking of Wikipedia, Sherman says Ward Cunningham, the inventor of the first wiki, is a close friend and an advisor to the company. In a short essay posted on the site, Cunningham says ZoomAtlas is “a perfect example” of the collaborative philosophy behind wikis. “We can make an atlas of our world that shows what we know and love, not just what a satellite can see,” Cunningham writes. “We can weave our memories and impressions together using the computer’s ever improving graphics to make a collaborative picture from our eyes and minds and hearts in equal proportion.”

The first thing to try when you visit ZoomAtlas is typing in a specific street address—say, the house where you grew up. You’ll see a satellite image of the neighborhood, with small icons representing the location of each house. Each house icon can be edited in a number of ways: you can move it in case it’s not in the right location on the property, you can give it a different look to correspond to your memory of the place, you can write an article about that address (this is the most Wikipedia-like part), and you can attach short notes for others to find. Right now the maps are 2-D, but in the future, according to Sherman, you’ll be able to go inside houses and annotate individual rooms. “Users are empowered to help detail to the map to the point that every location on Earth, no matter how small, can be defined and have attributes assigned to it,” says Sherman.

But ZoomAtlas is more than just a map-based bulletin board where people can leave notes for long-lost friends, Sherman says. He hopes it will evolve into the locus for any online conversation linked to a place. “It’s a framework on which to allow discussion of locations, whether big or small,” he says. “If there were another Fort Hood incident, God forbid, you could …Next Page »

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To make it easier for small Web publishers to host videos on their sites, Cambridge, MA-based Brightcove will announce today that it is rolling out an “Express Edition” service starting at $99 per month.

The company’s previous lowest-end offering cost several hundred dollars per month. At the new $99 monthly level—which doesn’t require a monthly contract, as previous Brightcove packages did—users can store up to 50 videos on Brightcove’s servers and use up to 40 gigabytes of download bandwidth. (For $199 per month, they can store 200 videos and use 100 gigabytes of bandwidth; $499 per month will get them space for 500 videos and 250 gigabytes of bandwidth.)

“Nearly every sector of industry and society is embracing online video for marketing, education, and communications, so there is a huge opportunity” for a cheaper video hosting service, says Jeff Whatcott, Brightcove’s senior vice president of marketing. “Based on the research we’ve done and the demand we’ve seen from organizations of all sizes and scope over the past year, we’re confident Brightcove Express will be a success.”

Brightcove argues that free video-sharing sites like YouTube aren’t adequate for serious publishers because they limit videos to 10 minutes or less and don’t allow live streaming or control over advertising.

The Express Edition pricing is part of the new Brightcove 4 video platform being introduced today, just 13 months after the company rolled out its Brightcove 3 service. In recognition of the growing number of devices that consumers use to access video, the platform includes improvements such as support for developers who want to build video-driven iPhone applications.

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