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<p>Threat Monitoring Vulnerability Scanning Web Application Firewall Escrow Edition 3, October 2016 HOW TECH STRUCK GOLD AT RIO 2016 LEED S A N D N EW C A ST LE R O U N D TA B LES / T EC H IN T H E N O RT H ER N PO W ER H O U SE / V O O X N ET-A -PO RT ER / A I / C R EAT IN G A U N IC O R N / B IG D ATA C O N FER EN C E / T EC H IN T R AV EL FINDFACE RISE OF FACIAL RECOGNITION p5 STEVE BARTLETT REACTION TO SOCIAL CHAIN p14 BREXIT WHAT NOW FOR UK TECH? p39 SU E B LA C K / IA IN H EN N ESSEY / TO M G ILLIS / T EC H D ISR U PT ERS / R IC H A R D G R EG O RY / LA N C A SH IR E R EG IO N A L R EV IEW / T EC H IN LEG A L SEC TO R / R ETA IL R O U N D TA B LE / B IG D ATA CONTENT BUSINESSCLOUD OCTOBER 2016 BUSINESSCLOUD.CO.UK 03 Editor’s comment Chris Maguire on losing his Uber virginity 05 Inside tech Do you know how facial recognition technology is being used? What is its potential in the future? 08 Tech at the Olympics How Team GB used technology to produce its best performance at a Games since 1908 14 Big interview Meet Steve Bartlett, the man behind flying influencer marketing agency the Social Chain 18 Restaurants How the nation’s eateries are innovating to give customers unique experiences 22 Women in tech Sue Black MBE on her humble beginnings and empowering businesswomen through technology 24 Comment Tech Doctor Lawrence Jones on going into business with your other half 26 Health tech Alder Hey surgeon and innovation director Iain Hennessey reveals how he is creating a digital hospital 14 22 26 50 CONTACT US Editor Chris Maguire: 0161 215 7144; chris.maguire@businesscloud.co.uk; @editor_maguire | Deputy editor Jonathan Symcox: 0161 215 7143; jonathan.symcox@businesscloud.co.uk; @jonathansymcox | Events: 0161 215 7142; andrea@businesscloud.co.uk | Advertise in BusinessCloud: 0161 215 3877; sponsor@businesscloud.co.uk | Subscriptions: subscriptions@businesscloud.co.uk | Contributors: Jenny Brookfield, Ged Henderson, Katherine Lofthouse, Lowri Williams | Designer: Erica Cheung Website: www.businesscloud.co.uk Twitter: @BCloudUK Address: BusinessCloud, UKFast Campus, Birley Fields, Manchester M15 5QJ 30 Property See the high-tech living quarters of the modern-day graduate 32 Comment Gavin Wheeldon – alias Gadget Gavin – on Oculus Rift, PlayStation VR and the virtual reality revolution 34 Silicon Valley Bracket CEO Tom Gillis takes us inside the world’s premier tech hub in California 39 Politics What does Britain’s decision to leave the European Union mean for the tech sector – and which countries are tempting firms away? 44 Meet the disrupters The next generation of companies seeking to drive a coach and horses through their sectors 48 Tech North Meet Richard Gregory, the new man at the helm of the cheerleader for Northern tech 50 Hotels From robot concierges to smart walls, these are the world’s techiest hotels 54 Start-ups Roundwaves founder Amman Ahmed on why he decided to wind down his previous music business Rormix 56 Regional review Can Lancashire overcome its geographical challenges to rival its neighbours in the tech community? 60 Comment GP Bullhound director Nick Horrocks looks at the growing role of tech in cars 63 Legal roundtable BusinessCloud and Converge Technology Specialists brought together legal experts to find out how they are using tech 66 Retail roundtable BusinessCloud joined forces with digital agency Space 48 to discover how people’s buying habits have changed 71 Big Data roundtable BusinessCloud and law firm Weightmans hosted a discussion on the future importance of data to business 75 Social media What does the story of Boaty McBoatface tell us about the potential impact social media can have on a business? The story goes on…. ...help us write the next pag e EDITOR’S INTRODUCTION It’s official. Since the last edition of BusinessCloud, I’ve lost my Uber virginity and I don’t know how I lived without the taxi firm for so long. More about that later but in the last few months I’ve used Just Eat for the first time to deliver takeaway food straight to my home and today someone has recommended Waze, which is the world’s largest community-based traffic and navigation app. If a 44-year-old technophobe like me is embracing technology then something amazing is happening - and that’s the point. Uber, Just Eat and Waze are great examples of how technology has come up with easy and quick solutions to long-standing problems that we’ve all moaned about. What’s not to like? As a consequence, using these types of technology becomes second nature. Take the example of Uber. BusinessCloud is based on the very edge of Manchester city centre. A lot my meetings are in and around Spinningfields. To walk there takes 25 minutes and to drive involves dodging roadworks and paying a fortune in parking charges. Calling a private hire company is a faff. Travis Kalanick and Garrett Camp recognised this problem was being replicated all over the world and founded Uber in 2009. Today it has a valuation of $66bn. I downloaded the Uber app, set up an account and gave it a go. I typed in my pick-up and destination details then requested an Uber. Six minutes later (Editor’s note: That’s six minutes!) the vehicle pulled up. I knew the name of my driver, what he looked like and the registration plate before it arrived. The fare was £3.20 and was debited from my account so no money changed hands. I was then sent a feedback form about the driver. It was so simple and quick even I got it. Now I can’t get enough of Uber. The third edition of BusinessCloud is full of examples of how technology makes our lives easier and more efficient. Our cover story is a special report on the difference tech made to the victorious Team GB team at the Rio Olympics (p8). One of my favourite stories in the magazine is also one of the scariest. Jenny Brookfield spoke to Artem Kuharenko, founder and chief executive of an app called FindFace (p5). I have a problem remembering the names of everyone I meet and this might be the solution. FindFace works by scanning users on Russian social network Vkontakte and comparing it with a photo the user uploads. The app is currently about 70 per cent accurate but the implications are enormous and it can’t be long before it’s available here. Social media is a massive part of our lives and it’s only going to get bigger. Entrepreneur Steve Bartlett recognised that a few years ago and made a living out of it by launching marketing agency the Social Chain (p14). Bartlett is an interesting character. Image is important to him both personally and for his business. However, great technology will only get you so far. Your business can have all the bells and whistles going but the foundation has to be great customer service and products. Rarely have I met anyone more inspirational than Iain Hennessey (p26). He’s a paediatric surgeon and director of innovation at Alder Hey children’s hospital in Liverpool. He wants to provide the best service to his patients and recognises that technology can make this happen. Hennessey is one of those people that the Government needs to listen to. It’s crazy that the software he has to manage his music collection is better than the software available to manage his patients. Why do we spend billions of pounds on patient care but send them appointments in the post? It has to change. It’s one of the reasons why BusinessCloud is holding a conference on technology in the healthcare sector on November 23. Check out our website or Eventbrite for details. It’s one of a number of events we’re organising. These are exciting times. Chris Maguire, editor BusinessCloud 0161 2157144 editor_maguire chris.maguire@businesscloud.co.uk 3 LOSING MY VIRGINITY @BCloudUK /businesscloudmedia businesscloud.co.uk BusinessCloud Media BusinessCloud DISCUSSION CONTACTS BUSINESSCLOUD EDITION 3, OCTOBER 2016 5 @BCLOUDUK INSIDE TECH Facing facts Facial recognition technology is used all around us – we perhaps just don’t realise it. Jenny Brookfield talks to the makers of an app which is proving a huge success in Russia and looks at uses of the technology closer to home. It’s the app that’s taken Russia by storm – and prompted concerns over privacy. Upload a photograph of someone’s face and FindFace will search billions of photographs in less than a second to try to find that person on social media. Launched earlier this year, the app scans users on Russian social network Vkontakte to find the exact person, or those who look similar, based on the picture. One million users have already enlisted FindFace to track down people they know or – as some have suggested – attempt to find a stranger they’ve snapped on the street. Founder and chief executive Artem Kuharenko, speaking to BusinessCloud from Moscow, says his business NTechLab has also received letters from police forces that have reopened cold cases and used the app with photos of suspects they had on file. TV stardom “In Russia it has become very widely used and people have been really keen on the project,” he says. “We also have a show in Russia called ‘Wait for me’ where relatives are looking for lost family members, and FindFace is now used in that show.” But how does it work? The app takes measurements from unchanging facial features such as eye shape and size, and lip shape, discounting those features that can change due to age, facial expression or when that person is wearing glasses. The algorithm recognises faces in a more sophisticated way, picking up many more subtle features that are not perceptible to the human brain and creating an index of numbers for the face. This is then compared to faces in the system which have already been measured. A list of potential matches is then brought up. While privacy has been a concern for some, Kuharenko says users can opt to hide their faces from the app. He is keen to point out that the benefits of the system far outweigh any concerns. The app is 70 per cent accurate when searching a data set of 250m photos – and Kuharenko says this is just the start. “FindFace is just a demonstration of the technology, with the main advantages being accuracy and speed,” he says. “There are other projects we are working on and we see a lot of applications for security, entertainment and banking.” NTechLab is currently in talks about integrating the technology into security cameras around Moscow, as well as other cities in Europe and the US. “After a crime you could search all the state cameras to find that person, which would make it really hard for the criminal to be in the city,” he adds. Entertain me He sees uses in the entertainment sector and it has already been used in a Russian music festival where photographers spent the “We have a show in Russia called ‘Wait for me’ where relatives are looking for lost family members. Find Face is now used in that show.” Artem Kuharenko BUSINESSCLOUD EDITION 3, OCTOBER 2016 6 BUSINESSCLOUD.CO.UK INSIDE TECH day snapping guests. “At the end of the day, anyone who was there could upload a selfie onto the system and it would bring up all the photographs of them, rather than them having to go through every photograph that was taken,” Kuharenko adds. Another potentially more creepy application could be in the field of dating. “Another entertainment use would be dating, where someone could find a potential girlfriend or boyfriend who looked like their ex or a famous person,” Kuharenko says. He also suggests the tech could be used as a way of authorising transactions in a bank branch or while using mobile banking. It could even be used internally by businesses as a way of accurately tracking time management. Growth spurt Founded last May, the company launched FindFace seven months later and has gone from three founders, who built the core technology, to a workforce of 20. There are plans to take on another 50 in the coming year. “We have more than 400 clients who want our solution, many who are coming up with some interesting applications for the technology on their own,” Kuharenko says. “They’re saying ‘can you do this with the technology?’ and we’re saying ‘yes, we can’. “We have the best accuracy and speed of large data sets and we’re improving our algorithms all the time so we can build interesting projects. Our team is growing so fast and it’s very interesting and exciting – we’ve been very surprised at how fast things are moving.” Closer to home, Liverpool-based Human Recognition Systems has been using automated identification technology since 2001. The challenge at that time was to take it from being a gadget to a tool, says founder and chief executive Neil Norman. Today its facial recognition technology, MFlow, is used to track passenger movements at Gatwick, Heathrow, London City and Edinburgh airports, as well as a number of international ones. Cameras are set up at key locations around the airports – the flow routes – and can track faces from a distance of 8ft to record how long people spend in any area. “If the cameras have tracked you coming in from the car park, dropping your bag off and then going though security, we can then piece together that journey and know how long it has taken you to go through different flow paths,” Norman says. This could be of benefit to airlines, he adds, if passengers miss their flights. “Airports have obligations to the airlines and get fined if people miss “Someone could find a potential girlfriend or boyfriend who looked like their ex or a famous person.” Artem Kuharenko Artem Kuharenko. BUSINESSCLOUD EDITION 3, OCTOBER 2016 7 @BCLOUDUK INSIDE TECH flights, but if they have data to say it’s taking 27 minutes to get through security they can respond by opening another lane to get people through. “At Gatwick we can process 40,000 passengers a day and when you’re looking at numbers like that it’s worth investing in the technology.” Privacy concerns While this sort of tracking was once performed using passengers’ mobile signal, facial recognition has proven much more accurate, Norman says, and is used in most airports. MFlow works in three stages: acquisition of the image; normalisation, which isolates the specific features that need to be measured; and encoding, turning those measurements into a number to enable any face to be searchable in a database. Yet, Norman says, the technology never reveals identities and merely uses faces to map journeys and allow the airport to function more smoothly. He accepts there are some reservations over privacy. “The reason governments lean in the way of facial recognition is that there’s a rich database already in existence, because most citizens have drivers’ licences or passports, whereas to collect the data for iris recognition or fingerprinting would be a major exercise and expense,” says Norman, whose business also offers fingerprinting systems to allow construction workers to access building sites, which was used in the building of London’s Olympic Park. The technology means you can limit who can use certain types of machinery and access different areas, and allows time tracking. THE LYING GAME “Governments lean in the way of facial recognition rather than iris recognition or fingerprinting because there’s a rich database already in existence thanks to drivers’ licences and passports.” Neil Norman University academics are using facial technology to predict when a person is telling a lie. Silent Talker is a lie detector device built by experts at Manchester Metropolitan University that monitors a person’s face when they are asked a series of questions and then classifies their behaviour. Jim O’Shea, a senior lecturer in computing, maths and digital technology, came up with the device, which looks at “fine grained gestures” – those that the human eye does not necessarily detect. During extensive research, the system has learned by example to identify behaviours that suggest lying, O’Shea says, adding that it has been 87 per cent accurate based on sample groups. But he says it would be impossible to list the exact gestures people make when lying. “We tried converting the learning to a rule-based system but that would need thousands of rules to explain what’s going on,” he says. “It doesn’t look at smiles but at the things that happen in between the gestures – a change of gaze or an eye moving from half open to fully open.” The patented system began as a research topic in 2000 and a limited company was formed in March 2016 after O’Shea had identified the right investors. He is about to start a Horizon 2020-funded project to use the system at border crossing points in Europe. “The potential applications commercially are enormous,” he adds. “There are big opportunities in security, in war zones where there is risk of green on blue attacks, at airports or in schools to protect from random shooters. I’ve also been asked if we can do a system for traders in the City to predict when somebody is going rogue. People might have an occasional interview with the system and we’re train it to detect precursors to this activity happening. The idea is to intervene to stop these things happening in the first place.” In the field of facial recognition, Norman says the technology is beginning to plateau and he expects a shift to occur in the future as people seek to evade it. Filter apps like Snapchat and MSQRD use facial recognition but where the current trend is for people to put their lives on social media, he thinks this will reverse. “We’re going to see more processing power for the technology with the introduction of quantum computing and AI meaning we can process reams of data faster,” he says. “But I also think that in the next five years we’re going to see a massive flurry of privacy control technology that will help counter this growth of what are quite simple ways of accessing the rich material that is online.” BUSINESSCLOUD EDITION 3, OCTOBER 2016 8 BUSINESSCLOUD.CO.UK RIO 2016 TECHNOLOGY Team GB returned from Rio 2016 with 27 golds, 23 silvers and 17 bronzes to fi nish second in the overall medal table. From athletics to equestrian, from gymnastics to hockey, from diving to shooting, it was an unforgettable Games but, as Ged Henderson reports, the big diff erence was technology. WINS GOLD AT RIO 2016 It had been a close call. British cycling legend Jason Kenny stood on the Olympic podium to have a sixth gold medal placed around his neck with the strains of the national anthem ringing out. But it could have been so diff erent. Kenny’s record-equalling gold – his third of the Rio Games – came in the keirin event. But if it had not been for two members of Team GB’s backroom technical staff he might well have been disqualifi ed. It appeared Kenny and another rider had come close to illegally overtaking the pace motorbike before it had left the track. The race was stopped, the nation held its breath. That’s when two data performance analysts from British Cycling – Will Forbes and Dr Debs Sides – entered the picture. From their vantage point in the gallery at the Olympic velodrome they sent GB’s head coach Iain Dyer video footage of the incident. Beamed through the team’s own internal WiFi system it was available less than a minute after the gun was fi red to stop the race. Tension As the tension mounted and millions of TV viewers waited anxiously, Dyer was able to show the race offi cials – who did not have their own on side-on camera to prove that the riders were over when the pacemaker left the track - Team GB’s footage. Dyer said later: “I off ered our footage, not really knowing how it looked. It was a big call in hindsight, but we didn’t have anything to lose.” Fortunately for Kenny the offi cials were willing to accept the help Dyer off ered. The video showed it was too close to call, no-one was disqualifi ed and the race was re-run with all six riders. Frustratingly that second attempt was also aborted and Team GB’s video evidence again came to the judges’ aid, preventing the eviction of a German rider. Finally, on the third attempt, the race was completed, Kenny powered his way Medal winners: Mo Farah, the women’s hockey team, Victoria Thornley and Katherine Grainger, and Jessica Ennis-Hill. 11 JUNE 2018 EXHIBITION CENTRE LIVERPOOL, UK BUSINESSCLOUD EDITION 3, OCTOBER 2016 9 @BCLOUDUK RIO 2016 to victory – and the rest is now Olympic history. The eff orts of Forbes and Sides that evening may have been the most high- profi le example of technology helping bring Brazilian gold back to Britain but it is by no means the only one. Olympic powerhouse In sports from rowing to taekwondo, a host of highly skilled and dedicated backroom staff – “the team behind the team” - have harnessed the latest technology to help Britain’s athletes deliver and to give them and their coaches that competitive edge. And how they delivered! Team GB returned from Rio with 27 golds in total – a haul of 67 medals altogether – the most Great Britain has won at an Olympics since 1908 and putting us ahead of China in the fi nal medals table. It’s all a far cry from 20 years ago when the team returned from Atlanta with just one gold medal between them. The journey from Olympic no-hoper to powerhouse began shortly afterwards. It has been fuelled by hundreds of millions of pounds of National Lottery cash. And investment in technology has played a major part. Established in May 2002, The English Institute of Sport (EIS) is a grant-funded organisation that provides sport science and medical support services to elite athletes. EIS experts help coaches and performance directors to improve the performance of their athletes by delivering services which enable them to optimise training programmes, maximise performance in competition and boost their health and wellbeing. Glenn Hunter is EIS research and innovation manager and has seen fi rst- hand the work that has moved Team GB up the medals table. He says: “When I joined we were 36th in the table, now we are second. Part of that is UK Sport creating a culture where you are expected to go out and win. “We’re here to support and help the athletes on their performance journey. There is quite a machine behind the scenes to help people win. “The athletes and their coaches are the important people, they do it all. We provide the support. It’s also about continual forward planning and trying to get better.” Hunter says: “The only really true competitive advantage you have is to learn faster than the opposition. We have a whole range of projects based around that idea.” He has been involved in the development of the Performance Data Management System (PDMS), which played an important role in the run-up to Rio. PDMS is available to all athletes, coaches and EIS sport scientists. It brings together data from a variety of sources. This information- led approach allows athletes and coaches to better manage and understand health and fi tness and reduce the incidence and impact of illness. Data-driven The intelligence gathered allows coaches to monitor and adapt training programmes and manage recovery in a way that optimises their athletes’ availability to train and compete with maximum eff ort - giving them the best possible chance of achieving their performance targets. It includes monitoring and input from the athletes themselves, insights and reports based on medical records and the use of the data to look at potential future injury issues, their causes and the probability of occurrence. The PDMS app is also used to communicate directly with athletes and deliver advice and tips on a wide range of recovery techniques. Advice is sport specifi c and tailored to refl ect the individual circumstances of a sport or athlete and covers a range of subjects - everything from meal planning and nutritional advice, to tips for minimising the impact of jet lag, or even the best way to create a home ice bath. PDMS has been used by competitors in a range of Olympic sports from cycling and gymnastics to women’s rugby, canoeing and hockey. British Cycling was one of the fi rst sports to use the PDMS app to support its athletes in their recovery strategies and provide them with specifi c, best practice information to suit their individual requirements. GB Hockey, whose women won gold in Rio, also used the PDMS app as part of its athlete monitoring. EIS strength and conditioning coach, Andy Hudson, head of physical preparation for GB and England Hockey, says: “PDMS has a user friendly interface so it makes it easier to capture information and then present it back quickly in graphical reports that provide a snapshot of athlete availability for training and, longer term, enable us to track and analyse the volume and intensity of their work. “We’re here to support and help the athletes on their performance journey. There is quite a machine behind the scenes to help people win.” Glenn Hunter 11 JUNE 2018 EXHIBITION CENTRE LIVERPOOL, UK Performance analysis is crucial. BUSINESSCLOUD EDITION 3, OCTOBER 2016 10 BUSINESSCLOUD.CO.UK RIO 2016 “Having all of the information available and up-to-date in a single place makes it much easier for the sport science team to support the athletes as they are all working from the same data. “It means the strength and conditioning coaches can use it to inform their work as can the physiotherapists, physiologists, doctors and other practitioners that are also part of the multi-disciplinary team.” Steve Ludlow is principal analyst at analytics, business intelligence and data management experts SAS UK, which has worked closely with Britain’s successful Olympic rowers. He says: “Sport generally is making more and more use of data and analytics. We only got involved with British Rowing and the GB Rowing Team in May 2014, so rowing has already come a long way. “All sports, including rowing, are continually looking for diff erent ways they can make those small marginal gains. “We are looking at new areas, such as biomechanics – all the forces and angles of those forces that are operating on the boat – to see how we can make each of the strokes, by rowers and the crew as a whole, more effi cient.” He adds: “Data is never going to be the complete answer, but making use of the available data to extract insights can only help the various experts within the sport to make smarter decisions.” The crowds may only just have stopped cheering the eff orts of Team GB’s Rio triumph but attention has already turned to the Tokyo Games in four years’ time. Creating “what it takes to win” models will continue to play an important part in those preparations. Hunter at EIS says: “We are already looking at the Tokyo timeline, asking what are the key things that might go wrong and how do we mitigate against them. “It’s about gathering intelligence to help us make decisions, putting it all together for the bigger picture. “It’s a bit like working for MI6, gathering intelligence, putting it on the table and asking, ‘What does this mean? And, if it means this, what should we do about it?’” Some 6,000 miles from the sandy stretches of Copacabana beach or the Olympic stadium, a special sporting team in Manchester played a key role in helping Team GB athletes to golden glory. The EIS performance analysis hub, set up in the state-of-the-art Manchester Institute of Health and Performance (MIHP), was linked directly with the British School in Rio. Experts based at both sites recorded and reviewed hundreds of hours of footage of the Olympic sporting events as they took place. The work of the central performance analysis team was sent immediately through to the embedded analysts, coaches and athletes in more than 17 Team GB sports using the online video analysis platform dartfi sh.tv. It provided crucial information on the performance of British competitors and their opposition – helping make the diff erence between winning Olympic gold and missing out on the podium altogether. EIS head of performance analysis Chris White (pictured left) was based at the British School, just eight kilometres from the Olympic Village and Athletes’ Village in Barra de Tijuca. As well as the technology that allowed the performance analysis team to link with Manchester, it boasted top training facilities, medical, physio and operational areas. White says: “Team GB in Rio was the most supported that has ever competed at an overseas Games, and the performance analysts in Manchester played a vital role in this as the team behind the team.” Cutting edge technology was used to deliver targeted video analysis to teams in the time frame they needed to make a diff erence. The time diff erence meant some late nights for those back in Manchester. One of the main roles for the team back in North West England was to review Team GB’s opposition – looking to identify all their strengths and weaknesses. White says: “High performance sport within the UK has advanced signifi cantly since the London 2012 Olympic Games in its delivery of technical expertise to sport and the performance analysis team based in Manchester are at the forefront of this.” He adds: “The job of the analysts embedded within the teams at Rio and working at pitch side or in the arena was to provide simple, targeted and eff ective video and digital feedback to coaches. “Research shows coaches only recall 30 per cent of the action and incidents played out on a pitch. We fi ll in the other 70 per cent. Why would you guess when you can know?” White, who spent a decade working with British Cycling and Team Sky, says: “It’s an exciting job, every day is diff erent. You are on the frontline, working with coaches and athletes, genuinely having an impact and adding value to their success. “The athlete’s performance is what is important. You are the team behind the team, looking to support them in the best possible way. “It never stops, and that is our challenge. You need to stay on the front foot with the technology.” PUTTING TEAM GB IN THE PICTURE BUSINESSCLOUD EDITION 3, OCTOBER 2016 11 @BCLOUDUK BAE Systems delivers some of the world’s most advanced, technology-led defence, aerospace and security programmes. If there were medals for innovation and engineering excellence it would be in the running for gold. While its high-fl ying Typhoon and Lightning fi ghter plane programmes make all the headlines, the company had a crucial role as part of Team GB’s Rio success. BAE Systems is UK Sport’s offi cial research and innovation partner. The eight-year partnership has seen it apply technology usually reserved for the defence and security sector to help the nation’s athletes improve their performance. This partnership approach has helped more than 30 diff erent sports and 250 Olympic and Paralympic athletes since 2008. Recent projects include an advanced cycling ergometer used to measure the power output of Britain’s all-conquering Rio cyclists. Its visualisation experts have also been helping British athletes train by providing 360° and 3D simulations of course layouts ahead of major competitions. Digital headset technologies are being used to integrate 3D video in new ways, aimed at providing a real benefi t to a wide variety of sports including sailing, canoeing and triathlon – all Rio gold medal winning sports. The technology provides a playback of 3D recorded material collated ahead of competition, giving athletes a fully immersive experience. It allows them to feel familiar in the environments they’ll be competing in as well as understanding the undulations, twists and turns of a course layout. Again it is all about giving Britain’s elite sporting performers an edge. Simon Timson, director of performance at UK Sport, says: “Familiarity and practice in the competition environment, whether real or virtual, breeds confi dence in athletes. “The advantages of virtual training should not be underestimated in the pursuit of excellence. This adaptation of new technology allows us to digitally bottle that experience for elite athletes and help them perform at their best.” Brendan Purcell, performance director for British Triathlon, adds: “Having the support of a major technology business such as BAE Systems is exciting and opens up new opportunities for us. “We worked with them on this 3D video imaging project as part of our intelligent racing strategy, using content gathered at the Rio Test Event last summer.” Another team of engineering experts at BAE Systems worked closely with the British cycling team to develop the state- of-the art advanced cycling ergometer to measure the immense power output of its elite performers. It measures the work-rate and energy expended by cyclists and according to the BAE Systems experts is capable of replicating the inertial forces of a velodrome more accurately than any other testing tool. The important data collected includes gas and blood analysis and enables testing at high speeds to analyse the technique of the cyclist. In another of its sporting projects BAE Systems applied some of the techniques and principles used to develop fi ghter jets and military tanks to help give the GB Taekwondo team an edge. Its team of engineers and scientists helped the team to evaluate the electronic scoring vest which is used in major international competitions. As a result the GB Taekwondo team adjusted its training style to maximise the methods needed to score. The company has also worked on a training simulator to enable GB’s Taekwondo competitors to develop new skills while signifi cantly reducing the risk of injury through repetitive impact. Henry White, BAE Systems’ UK Sport Technology Partnership lead, says: “We apply the same problem-solving principles and ingenuity to challenges in sport as we do to tackling complex defence and security programmes.” VISUALISING SUCCESS “Virtual training should not be underestimated in the pursuit of excellence. It allows us to digitally bottle that experience for elite athletes.” Simon Timson Virtual training in action. BUSINESSCLOUD EDITION 3, OCTOBER 2016 12 BUSINESSCLOUD.CO.UK At 6ft 8ins Olympic rower Paul Bennett (pictured above) was the tallest member of Team GB’s victorious men’s eight crew in Rio. In an immense performance in the fi nal Team GB led from start to fi nish to beat their great rivals Germany. The 27-year-old Oxford Blue, who has a Masters in computer science, has seen fi rst-hand how performance analytics and the information it delivers can help elite athletes in their pursuit of success. Earlier this year London-born Bennett, who is also a double world rowing champion, was appointed as a part-time intern at SAS (pictured right, below), the analytics partner for British Rowing and the GB Rowing Team. He says: “Currently the main use of data we have is through a system referred to as ‘telemetry’. Essentially this is a sensor system which we can fi x to boats to gather data about the rowing stroke and the boat speed. “From this we draw conclusions about how each of us is rowing, and whether we are rowing together. It is essentially a form of coaching by data. “It has in the past been shown to be useful for identifying areas in which we can improve so we can be better prepared for racing.” He adds: “The key pieces of information I use are predominantly my ergo scores. If I am pumping out personal bests all year then I think I am on to be winning medals come the summer. “When we are in crews we have fi xed goals for boat speed during training pieces. These speeds are based on the fastest speeds that boats have ever done. We aim to be beating those speeds when we are practising at or close to maximum intensity.” Steve Ludlow, SAS UK and Ireland’s principal analyst, says: “The GB Rowing Team collects lots of diff erent data on each of the rowers – strength and conditioning data, on the water data, physiological data such as blood lactate levels, biomechanical data – as well as other data types such as weather data. “We analyse their data to fi nd insights that aid decision-making. We can spot anomalies in the data and look into why they might exist, and we can look into correlations between one set of data and another. “As well as better understanding of what the data is telling us, it can help uncover things we may have not previously known about – the hidden gems or needles in the haystack. “All this ultimately helps the coaches make better decisions so the boats go faster. If we can fi nd a few marginal gains here and there, that can make a signifi cant diff erence. “At the Olympics in Rio, you will have noticed that some of the races were extremely close including one, not involving the GB Rowing Team, close to a dead heat.” He adds: “A key element is the in-built analytical capability – it’s predictive, meaning it can be used to generate insights into various future scenarios, making it a key aid to better decision- making. “For example, it could reveal information about a particular rower that is indicative of a slight muscle strain that could lead to a full-blown injury unless their training schedule is adapted accordingly.” A MASTER STROKE There is also a psychological edge to performance analytics. Bennett says: “Knowing that you are going fast in training and knowing that you are physically at your fi ttest can do a lot to calm your nerves before racing.” He also sees performance analytics continuing to develop in his and other sports. “Currently it all feels very rudimentary. There is a huge amount we can do with the data we have.” Britain’s rowers returned from Rio with three gold medals – it’s a sport where success is now demanded and expected. With top British rowers training multiple times a day, the amount of data that a single athlete can produce can be extensive. On top of that there is the combined crew information to sift through. SAS has worked with British Rowing to provide the tools to examine and interpret all this information more quickly and in-depth. Mark Homer, GB Rowing Team’s senior sports scientist, says: “Bringing together that array of data, combined with data from competition, we have a huge resource to inform our training and help to enhance athlete performance. But the data is nothing without the tools to analyse it.” Data analytics is used to spot initial signs of injury so training regimes can be tailored accordingly, enabling rowers to miss fewer sessions. Data modelling also provides the knowledge that allows more informed coaches and managers to make better decisions. BUSINESSCLOUD EDITION 3, OCTOBER 2016 13 @BCLOUDUK RIO 2016 The mass celebration after Great Britain’s women won a fi rst Olympic hockey gold medal was one of the most enduring images of Rio 2016. The fi nal against defending champions Netherlands fi nished 3-3 and Team GB won a dramatic penalty shoot-out, with Britain’s keeper Maddie Hinch – who keeps a database of information on opposition players – making a string of remarkable saves. The team was put on the road to Olympic success by everyday technology used in car sat-nav systems. With eight games in just 13 days, high fi tness levels were of critical importance, but coaches were also keen to focus on the technical and tactical aspects of the sport in training – and also keep an eye on how hard individual players performed at certain times. GPS tracking technology was introduced in 2009-10 to monitor the training routines of both male and female players. If the data shows that a player hasn’t covered enough ground, or completed enough high intensity drills, these can be incorporated into later sessions. A coach might make a drill physically harder by increasing the physical space used, reducing recovery time or increasing the number of reps. The development of more individualised programmes also recognises physiological diff erences between players and whether they are – or aren’t – responding to training. Andy Hudson, head of physical preparation for GB and England Hockey, says the trackers are incorporated in vests worn by players in training and matches. “It works in the same way as the sat-nav in your car, only the units are much more sensitive. It can place someone within a few centimetres,” he says. “We use it to analyse performance, thought processes and positional play. “We use the data to answer questions around the work done by individuals and the collective. “We look at individual player performance and understand what their training and playing footprint is. “It’s also important for monitoring and maintaining the levels of fi tness players need to carry into the next game.” SAT-NAV PUTS HOCKEY STARS ON RIGHT ROAD Andy Hudson delivers conditioning training. BUSINESSCLOUD EDITION 3, OCTOBER 2016 14 BUSINESSCLOUD.CO.UK With his trademark black hat, tight-fi tting black jumper, skinny black jeans, perfectly manicured facial hair and massive watch, image is clearly important to Steve Bartlett. The 24-year-old CEO of the Social Chain says he chooses to wear black because it limits the number of decisions he has to make – and he has to make a lot of decisions. Bartlett is supremely confi dent but insists it falls short of arrogance. “I don’t think I’m arrogant,” he says. “I know what arrogance would feel like if it was in me. I really believe in myself. “I’ve sucked at all of my businesses, in diff erent ways. I’ve made loads of mistakes. You’ve got to make mistakes to learn: a good failure is worth much more than a good success, in my mind.” Bartlett was fashionably late for our interview and, as befi ts a man who has made a living through managing social media, he knows the profi le he wants to maintain. A quick look through his Twitter timeline reveals photos of him catching planes to New York, dining with clients in LA and speaking to budding entrepreneurs. However he aims to paint a picture of someone who doesn’t give his clothing much thought. “Someone in the company sat down with me recently and asked me what they should be wearing – for their image – and my opinion was ‘be true to yourself’,” he says. “This is what I dress like on the weekend. I’m not trying to be someone I’m not. This is who I am. “I’ve had people come for an interview in a shirt and tie and an amazing suit on and I think ‘what is it you’re trying to do with that suit? Are you trying to tell me that you’re smart, or intelligent?’ I’d much rather someone rolled in with whatever they wear on the weekend so I can get to know the person, without the wrap.” If ever an offi ce refl ects the vision of its leader then the Social Chain is it. From the surreal moment French Bulldog Louie sauntered into our meeting room to the offi ce’s slide, sleep pods and fully stocked bar, there seem to be no limits to Bartlett’s imagination – which explains the success It’s all about the image Marketing agency the Social Chain has achieved explosive growth, attracted multi-million pound funding and generated headlines aplenty. Jonathan Symcox met co-founder and CEO Steve Bartlett, who is shaking up the industry. @BCLOUDUK THE BIG INTERVIEW he and his company have achieved. The ‘infl uencer’ business claims to be able to reach more than 300 million people with its viral marketing campaigns. Bartlett, who promotes his company in part through public speaking, expects it to turn over £9 million in this fi nancial year. Independent childhood It’s all a far cry from his childhood, which Bartlett says didn’t involve birthdays or Christmases. “My parents had no money,” he refl ects. “I’d be lucky to get a card. I came to realise fairly quickly that if I was going to have stuff in my life, it was going to be down to me. “I wanted to have a good life. I wanted to have all the things that my friends had. I wanted to create my own birthdays and Christmases.” Bartlett, one of four children, was born in Botswana but raised in Plymouth. His parents were hardworking, but hands-off . “My parents would leave the house at 6am and not get back until 1am,” he says. “I developed a real independence. “I’d be pretty naïve if I didn’t think that inadvertently they’re completely responsible [for my success]. I was born a blank canvas, right? If you have the parents and childhood you’d always wished for, you wouldn’t be the person you are today. I’m very thankful. “I realised I wanted to be an entrepreneur when I was 12. The skills I had were 100 per cent tailored to running a business. At the age of 14 I started running a website selling clothes from Japan to the UK market after witnessing this whole Superdry trend. I borrowed £140 off my dad to pay for the hosting and domain. “Then eight years ago [at age 16] I was throwing these big parties in the South West for under-18s. When I say big, I mean for like 2,000 people. I’d always throw a big one on my birthday and make about 10 grand.” At school the young Bartlett realised his brain was wired up in a diff erent way to other students. He arranged commercial deals for the school – for example persuading a coff ee company to pay for the privilege of selling its products on the site – which made it tens of thousands of pounds a month. He says his money-making exploits earned him the nickname of the ‘Harry Potter under the stairs’ from his grateful headteacher. “I stopped going to school. I never did my homework,” he says with no obvious regret. “I didn’t even attempt to do it. And I didn’t really apologise for it either. I was just too preoccupied with other things.” His fi rst serious internet business, Wallpark, was a virtual noticeboard for students in the same city to connect in any number of ways, from selling textbooks to arranging social events. He exited in December 2013 after four years, having founded the fi rm at age 18. Chain reaction At Wallpark he met the Social Chain co- founder Dom McGregor (pictured with Bartlett, left), who ran a ‘Student Problems’ Twitter page in his free time. Realising the enormous potential reach of social media, upon leaving Wallpark the pair began to seek out the authors behind other irreverent millennial blogs with mass followings. After a year of travelling and consultancy work – at one point Bartlett found himself advising Bebo in San Francisco after sending a witty email about chatting up girls to founder Michael Birch – they took £300,000 investment from NVC, a talent management fi rm, to found the Social Chain in London. The team runs hundreds of social media pages across Twitter, Facebook, YouTube, Instagram and other channels. Among its Twitter accounts are @BeFitMotivation – which has 1.67 million followers – @BritishLogic and @PrimarySklProbs. The fi rm has run campaigns for global brands such as Twentieth Century Fox, Universal, MTV, Spotify, Microsoft, the UFC, Huawei and PUMA. It can get hashtags trending within minutes. The Social Chain staff , which have an average age of 21, will pick a trend that they know their audience will engage with and contribute to. They then push the message, which is tailored to each individual account, out from many of their pages at the same time. Trending The company only launched in November 2014 but has already opened offi ces in Berlin and New York. It retains a presence in London, having moved “I don’t think I’m arrogant. I know what arrogance would feel like if it was in me. I really believe in myself. BUSINESSCLOUD EDITION 3, OCTOBER 2016 16 BUSINESSCLOUD.CO.UK THE BIG INTERVIEW its headquarters to Manchester. Its first success was with mobile puzzle game Tippy Tap, which achieved two million downloads and was number one in the UK Apple App Store for two weeks after the Social Chain helped it become the trending number one topic worldwide. “Dom and I are like two pieces of a jigsaw puzzle,” he says of McGregor. “There are no gaps. We’re very complementary. Social Chain has changed him: when I met him he was so thankful for the opportunity, super nice – too nice, almost – and now he’s a little more worn. Like a stone in a river, you come out a little bit different, a little more rounded off and hard. “I’m way different too – you’ve got to be. I’m a lot harder than I was, but in other ways I’m a lot softer.” The company recently appointed a head of happiness. “People are your most valuable asset,” explains Bartlett. “You invest in cleaning the office and keeping your finances in order, so you should invest in keeping your people happy.” NVC has to date invested more than $2m – for no equity – in Social Chain, such is its confidence in the ability of Bartlett and the team to control the online conversation – regardless of how the social media landscape alters. “It can get as big as we want to make it. It can be a billion-pound company,” says Bartlett. “You have to constantly disrupt yourself to succeed. Whatever is making you money today probably won’t be making you money in 10 years. It probably won’t be making you money in five years. It probably won’t be making you as much money next year. There might be 25 people behind you ready to take little pieces of that money away. Either a younger, more agile and hungry person will disrupt that model, or you can do it yourself. “Social media changes all the time but when one door shuts, it shuts for everybody – and another one opens. People who were relying on that platform have no answers. They need someone to solve it for them – which is us. We ride that change.” Does that make him alert, or paranoid? “Both.” Criticism The Social Chain has been accused of plagiarism and openly admits to reusing content from Twitter, Tumblr and Reddit. However Bartlett says that it’s a two-way street. “Any publisher which puts out thousands of pieces of content every single day runs the risk of one of those images or sentences they’ve used having been used by someone else,” he contends. “There’s a very fine line between curation and plagiarism. Some of our pages curate images so they’ll find images online, post them and tag the person who made the images. We’re probably the biggest victim of plagiarism.” Social Chain also attracted negative headlines recently when it was ordered by the Competition and Markets Authority to stop its practice of promoting films, games, takeaway and dating apps through celebrities’ social media accounts without declaring that the content was paid-for advertising. The CMA wrote to 43 unnamed celebrities and 15 businesses to “warn them that arranging or publishing advertising that is not clearly labelled may result in them breaching consumer protection law”. “When we started the Social Chain, we weren’t aware of the rules regarding advertising. Four of us were university dropouts and the other was planning to become a primary school teacher. We didn’t have anyone from advertising in our company,” says Bartlett. “Social media is a new thing and the Advertising Standards Authority regulations hadn’t been adapted to it a couple of years ago. “There were no guidelines about how to make it transparent. We didn’t know that you had to write #ad in a post. “The ASA contacting us in March 2015 was the first moment we were made aware – then we didn’t hear anything back until the piece came out.” However the bad publicity hasn’t dented his confidence. “Social Chain is going to get closer and closer to excellence and being perfect at what we do,” he says. “We’ll never get there, but we’ll get closer. We want to make sure that Social Chain is synonymous with social media. “We want to go into a number of different markets: Australia is a big one for us. And we want to continue to be disruptive and bold.” “There’s a very fine line between curation and plagiarism. We tag the person who made the images. We’re probably the biggest victim of plagiarism.” BUSINESSCLOUD EDITION 3, OCTOBER 2016 17 @BCLOUDUK READER COLUMN Like a Fish out of water Monday Day one of my smartphone experiment. I’ve checked Facebook and LinkedIn four times and done the same with my emails. I’m in the car with my better half Tom and friend Danny. There’s not much of a conversation. By midday I’ve interviewed two candidates and been run off my feet with calls. Over lunch, I sit with my work mate and we’ve both been Facebooking and texting most of the hour. I’m out on the road in the afternoon but check my phone every time I stop to meet with a candidate or client. At home, Tom and I hunt through Facebook while we cook tea: videos of jumping dogs, friends’ posts, news articles. It dawns on me that we haven’t spoken more than two words to each other. Tuesday There isn’t much conversation in the car again this morning. At 1pm I stop for something to eat and speak to candidates, text other candidates and check LinkedIn - all at the same time. Has technology enabled me to multi-task better than in the days before smartphones? Tonight I have candidate interviews over in Bolton. I use my smartphone on the way: Waze is the world's largest community- based navigation app and I don’t know what I’d do without it. I get home at 7pm and Tom is already cooking tea. I sit on the sofa and watch some Judge Judy. I’m playing on my phone for a good 20 minutes when I realise I haven’t paid attention to the programme I’m watching and have to rewind it, not once, but twice. Tom and I sit down to have tea and I get aggravated that he’s playing on his phone and not talking to me. Wednesday I try to start a conversation this morning but Tom is concentrating on the road and Danny is on Facebook playing music videos. I’m already making a conscious eff ort to reduce my phone usage. I’m out and about with clients in Liverpool. It’s a very exciting outcome and I can’t wait to update my Facebook status: ‘Rachael Fish is feeling happy – what a great meeting. I’m learning so much.. woo hoo!’ I try to start a conversation in the evening. We spend so much time sharing pictures and videos while sat on the same sofa, grunting yes or no in the right places. He has told me I don’t listen. Is it because I’m too busy reading Facebook posts? Thursday A later start as I have a couple of meetings in Blackburn and Bury with candidates. The fi rst thing I do when I wake up is check my messages, WhatsApps and Facebook followed by my bank account (to see what I can play with at the weekend). How has this happened to me? For eight years on ships, I didn’t have the ability to use my phone whilst we were at sea: the internet was a privilege when we went ashore. In the four years since, my phone seems to have become glued to my hand. I resolve to make a concerted eff ort to not use my phone unless necessarybut by 1pm I’ve already checked my Facebook countless times. Will Rachael be able to live without her smartphone? Find out in the next edition of BusinessCloud. Rachael Fish is a senior recruitment consultant at Badenoch & Clark in Manchester. A fully paid-up member of the smartphone generation, BusinessCloud challenged Rachael to keep a diary of her handset usage for a few days then live without it for a week. The results may astound you. BUSINESSCLOUD EDITION 3, OCTOBER 2016 18 BUSINESSCLOUD.CO.UK RESTAURANT TECH With an overhead projection system and interactive touch panel table, visitors to inamo could be forgiven for thinking they’ve walked into a spaceship rather than an exclusive restaurant. Restaurant technology has come a long way in a short space of time and inamo has been at the front of the tech queue. Co-founders Noel Hunwick (pictured right) and Daniel Potter met while at Oxford University and were reportedly so fed up at the tardy service it took to order some beer that they came up with the idea for the E-Table. The patented technology was then brought to diners through their pan- Asian fusion restaurant inamo, which they opened in London’s Soho in August 2008. They have opened a second Putting tech on the menu From interactive tables to smartphone charging, restaurants are adopting technology at a rapid pace. Katherine Lofthouse reports on the innovations taking place in the nation’s eateries. restaurant in London and will launch a third venue in Camden this November. “I think the hospitality industry has been relatively slow to adopt new tech,” says Hunwick. “For many years it was tricky as no one else was really doing what we’re doing, so we had to look outside our industry.” The team turned to the tech sector, exhibiting at consumer tech show CES in Las Vegas for inspiration. A decade later the team has split the two sides of the business in order to better focus on both. Inamo now off ers the tech we have come to expect at restaurants – online booking, contactless payments, online reviews – as well as a more high- tech, interactive dining experience that led it to be described as “possibly the best fi rst date spot in London” by one leading dating site. The tech varies slightly between the diff erent locations but each incorporates variations of an overhead projection system, touch panels and a track pad built into the table; with these you can do everything from playing Battleships to changing the colour of the table cloth and placing your order. This might sound tech-heavy but the team wanted to make sure the customer experience wasn’t too ‘computery’ or intrusive. BUSINESSCLOUD EDITION 3, OCTOBER 2016 19 @BCLOUDUK RESTAURANT TECH “We see it as something which adds to the experience rather than being dehumanising,” explains Hunwick. “It’s a talking point as well as being something that adds significant functional value, and also helps the waiter. “It’s still vital to have an engaged friendly team on the floor as well, though it’s important for them to adapt to a different type of service than they may have delivered in other restaurants; but from the kitchen’s point of view not a great deal changes.” As tech continues to innovate, the team’s plans for the future will too. “We’re developing a music application to tell you what’s playing and what’s on next which might develop into a jukebox,” says Hunwick. “We also recently introduced the opportunity to choose different backgrounds – for example blackboard or brick wall – so you can graffiti on the table. We’re also looking at monthly magic nights and ways of integrating some elements of magic into (the) table, which I’ll keep a bit schtum about, but will be fun. “We don’t see ourselves as looking to push out the other types of restaurant – I like going to fine dining restaurants or street food places too. It’s just a gradual shift in adoption of tech in different forms. “It’s quite funny now – lots of people said ‘tech in a social space? We’re not sure about that!’ Now that’s radically changed.” ‘Smart-card’ Tanja Scheffel is marketing and operations advisor for Italian restaurant chain Vapiano. The restaurants centre around stations where you can pick your food, watch the chef cook it and customise it to your taste. At each station customers touch a Vapiano ‘smart-card’, which they are handed on entry; it logs their choices and they then use it to pay at the end. The system means you can pay together or separately, so don’t have to worry about figuring out the bill. Scheffel feels that having a few key pieces of tech is better than using more for the sake of it. “We are actually happy with the tech we have,” says Scheffel. “There might be some add-ons coming though; for example, in London one of restaurants is trialling a smartphone charging system which is installed in the tables. If it goes well it will be rolled out worldwide. We are happy to have one trial here in London then to focus on the card-based ordering systems. “We try to see what makes it more enjoyable for guests. The world is getting more tech, and it seems like more and more people are addicted to their smartphones, so this was one project that came from the department.” The company’s ‘special projects’ department, based in its head office in Germany, is responsible for deciding which tech they try. “We mainly get suggestions from Germany but obviously the UK, and especially London, is a bit of a different market to the German one – it’s more dynamic and modern – so we always give feedback back to Germany and from there they use that feedback to develop projects for the rest of the world.” Are they worried about getting overtaken by tech-focused restaurants like inamo? Not as long as they focus on what works for them, and do it well. “I would say we still should focus on the core things that we’re doing great – good, fresh food cooked in front of you,” says Scheffel. “I personally would say that it might get a bit too complicated for guests if you have too much tech in your restaurant.” “It might get a bit too complicated for guests if you have too much tech in your restaurant.” Tanja Scheffel BUSINESSCLOUD EDITION 3, OCTOBER 2016 20 BUSINESSCLOUD.CO.UK RESTAURANT TECH Restaurant Tech Live This idea of fi guring out which tech is right for your restaurant is one of the key aims of Restaurant Tech Live, a London-based exhibition that takes place at the end of September. Laura San Segundo (pictured right, top) is the marketing manager for the show, and wants to educate the restaurateurs of Europe. “If you’re not up-to-date you’ll become old in the industry,” she says. “No one wants to be old – you want to be up-to-date and at the top of the pyramid. “We know this industry is growing a lot and tech is becoming part of our lives in everything we do. At this event we want everything restaurants can think of, and some things they haven’t yet thought of, under the same roof.” Having an awareness of tech is important for any restaurant, says San Segundo, and there will be some key things that any business can use – if they make the most of it. “Not everyone will use the same tech but to help people to talk about you, for example, you need social media. You can do it yourself by being on the computer or you can buy a programme that will do it for you for a bit of money, but you will then have a lot of people talking about you and coming through your doors.” Slow to adapt The show was originally part of the Takeaway and Restaurant Innovation expo, which is in its fourth year. San Segundo says that now tech in restaurants deserves its own; the problem is getting the rest of the industry to realise that. “They’re worried it’s expensive so they’re slow to adopt tech,” she explains. She suggests making small changes within your budget such as a new payment system, or looking to start-ups to fi nd new, inexpensive ideas to innovate with. “For example, contactless payment is something simple which</p>
