By Bryan Smith for Coin Insider 

Eran Eyal, a South African-educated technology entrepreneur who now lives in the US, is facing criminal charges in the New York for allegedly stealing more than US$600 000 from investors.

According to a new release from New York Attorney General Barbara Underwood, South African Eran Eyal – former CEO of Springleap and incumbent CEO of Shopin – has formally been charged with fraudulently soliciting investors, making false representations, and for computer crimes during his tenure with the former company.

Underwood’s statement outlines that Eyal allegedly stole as much as $600,000 USD from investors by ‘fraudulently soliciting investors’ to ‘purchase convertible notes through false representations of his company.’

In a statement to the press, Underwood outlined that “As we allege, this massive securities fraud scheme bilked investors out of hundreds of thousands of dollars… Defrauding New Yorkers through false representations and fabrications about a business will not be tolerated by my office – and we’ll continue to do what it takes to root out and prosecute securities fraud.”

Springleap – a global crowdsourcing company – has now been alleged to have made false representations about its management team and pool of professionals, and fabricated the existence of several senior staff members and an Advisory Board.

Further, Underwood’s office cites that Springleap’s community of over 180,000 creative professionals was fabricated by means of hiring a ‘freelance computer hacker to web-scrape computer data from a legitimate online portfolio website in order to obtain pedigree information for creative professionals to falsely inflate his existing list’.

In cryptocurrency circles, Eyal serves as the CEO and founder of Shopin – a platform touting itself as the “world’s first decentralized shopper profile built on the blockchain.”

Shopin concluded its private pre-sale on January 27th this year, reportedly raising as much as $10 million USD. The platform claims to have raked in $32.5 million USD through its public pre-sale on March 30th, and apparently concluded its token generation event with a total of $42.5 million USD.

Eyal faces no charges for his activities or role with Shopin.

As Underwood’s office outlines, Eyal presently faces three counts of Grand Larceny in the Second Degree, one count of Grand Larceny in the Third Degree, one count of Unlawful Duplication of Computer Related Material in the First Degree, one count of Criminal Possession of Computer Related Material), one count of Scheme to Defraud in the First Degree, and four counts of Securities Fraud under the Martin Act. If convicted, Eyal would face between five to fifteen years in prison.

Eyal has not made public comment since the announcement of his indictment, while Shopin itself has not issued public word on the charges laid against its CEO at press time.

HP posts upbeat results, boosts outlook

Source: Financial Times 

Hewlett Packard Enterprise posted upbeat quarterly results and issued a rosier outlook that topped analyst forecasts, sending shares higher.

HPE — the enterprise technology business that split off from HP Inc’s PCs and printers unit — says its fiscal third quarter net revenue climbed 4% from a year ago to $7.76-billion — or a 1% rise when adjusted for currency effects.

That topped analyst forecasts for $7.68-billion, according to a Thomson Reuters survey.

Revenues in hybrid IT — its largest division, which includes computer systems with storage and networking functions — rose 3% from a year ago to $6.2-billion.

In its so-called Intelligent Edge division, which is developing decentralised “Internet of things” technology that allows data to be processed at the point of collection, revenues were up 10% from a year ago to $785m, while financial services revenues rose 3% to $928-million.

Net income rose to $451-million or 29 cents a share in the three months ended in July, up from $165-million or 10 cents a share in the year ago quarter.

Adjusting for one-time items, earnings of 44 cents a share, handily topped forecasts of 37 cents.

“HPE has delivered a strong Q3 and our results prove we have the right strategy to deliver in the areas of highest value for our customers,” says Antonio Neri, chief executive officer.

“Solid execution across each of our business segments, combined with market momentum, will enable us to deliver FY18 revenue and earnings well beyond our original outlook,” he adds.

The company also lifted its full-year earnings outlook again, to a range of $1.85 to $1.90, up from $1.70 to $1.80 previously.

On an adjusted basis, the company now expects to report earnings of between $1.50 to $1.55 a share, up from $1.40 to $1.50 previously. That also exceeded Wall Street’s projections of $1.46.

For the current quarter, HPE forecast adjusted earnings of between 39 to 44 cents a share.

The Palo Alto-based company also says it appointed Tarek Robbiati as its new finance chief effective September 17. Mr Robbiati, who most recently served as finance chief at Sprint, will succeed Tim Stonesifer, who will remain with the company through the end of October.

HPE shares, which are up nearly 17% year-to-date, climbed 1.4% in extended trade to $16.98.

See just how much YouTube you really watch

By Chris Welch for The Verge 

In keeping with Google’s push into digital well-being, YouTube is continuing to roll out more tools that give users a clearer overview of their usage habits. When users open their account menu, they’ll now see an updated profile that shows the amount of time they’ve viewed videos that day, the previous day, and over the last week.

“Our goal is to provide a better understanding of time spent on YouTube, so you can make informed decisions about how you want YouTube to best fit into your life,” the company wrote in its blog post. YouTube pulls these stats from your watch history, so if you’ve got that option disabled for privacy reasons, it’s not entirely clear if you’ll get the usage breakdown or not. We’ve asked YouTube for clarification. Hopefully, the service is at least smart enough to know when you’re watching something and calculate that time.

YouTube Music and YouTube TV do not count toward the “time watched” profile.

The new, more thorough user profile comes in addition to other recent features YouTube has rolled out to help its users “better understand their tech usage, focus on what matters most and disconnect when needed.”

The service has already added optional reminders to take a break during extended viewing, and you can also choose to streamline all of your usual YouTube notifications into a condensed, once-per-day “digest” that pings your device at a time of your choosing. By default, YouTube now silences notifications — so they won’t cause sounds or phone vibrations — between the hours of 10PM and 8AM. You can opt to disable this or adjust the quiet notification hours to your own schedule.

YouTube joins other tech giants, including parent company Google, Apple, Facebook, and Instagram, in adding greater detail and transparency about the minutes and hours that people can spend using their apps daily. As always, acting on the information is up to you, but at least it’s now readily accessible.

By Gabriella Steyn for IOL 

The Road Traffic Management Corporation (RTMC) will soon launch a new online booking platform for South Africans to get their driver’s license.

First launched in the City of Tshwane, the system allows users to make an appointment to renew their driver’s license and also offers a delivery service that will deliver you a new card to you through MDS Collivery.

The RTMC said that waiting in long queues will soon be a thing of the past.

“The platform will ease the process of applying for vehicle driving licenses and combat corruption by minimising the manipulation of the process by unscrupulous officials,” said the RTMC in a statement.

The RTMC said that the current process requires applicants to queue for between 140-180 minutes at a testing station. “This process is also fraught with corruption as officials at the licensing centres have an incentive to withhold available bookings for lucrative payments from willing applicants,” said the RTMC.

They believe that this platform will promote efficient service delivery.

“When it is launched later this month, the solution will benefit the public by removing barriers to access, eliminating fraud and corruption, and optimising business operations.”

The system will first be available to people making their applications in Gauteng before it will gradually expand to other parts of the country.

Bookings for Gauteng can be done through The Online Company SA.

Source: Fin24

Naspers has concluded the disposal of its 11.18% stake in Indian commerce company Flipkart, for $2.2bn (about R27.7bn), according to a notice issued to shareholders on Monday.

The e-commerce giant in May announced it was selling its stake in Flipkart to US-based retailer Walmart.

In the shareholder notice, the group said that the transaction was closed on August 18.

The proceeds of the sale will be used to reinforce the balance sheet and will be invested over time to support the growth of Naspers’ classifieds, online food delivery and fintech businesses as well as other growth opportunities, when they arise, the group said.

Naspers shares, which opened at R3 252 on Monday morning were up 4.1% to R3 310.47 by 12:19.

By Mark Bergen and Christopher Palmeri for Business Day 

A backlash against Apple and Google app stores is gaining steam, with a growing number of companies saying the tech giants are collecting too high a tax for connecting consumers to developers’ wares.

Netflix and video game makers Epic Games and Valve are among companies that have recently tried to usurp the app stores or complained about the cost of the tolls Apple and Google charge.

Grumbling about app store economics isn’t new. But the number of complaints, combined with new ways of reaching users, regulatory scrutiny and competitive pressure are threatening to undermine what have become digital gold mines for Apple and Google.

“It feels like something bubbling up here,” said Ben Schachter, an analyst at Macquarie. “The dollars are just getting so big. They just don’t want to be paying Apple and Google billions.”

Apple and Google launched their app stores in 2008, and they soon grew into powerful marketplaces that matched the creations of millions of independent developers will billions of smartphone users. In exchange, the companies take up to 30% of the money consumers pay developers.

For most of the decade, the companies won praise for helping build an app economy that’s projected to grow to $157bn in 2022, from $82bn last year. But more recently, smartphones and apps have become so important for reaching customers that these app stores have been criticised for taking too big a share of the spoils. Rather than supporting innovation, Apple and Google are being talked about as tax collectors inhibiting the flow of dollars between creators and consumers.

“They’re very aggressive about making sure companies aren’t trying to work around their billing,” said Alex Austin, co-founder of mobile company Branch. “They have whole teams reviewing these flows to ensure they get their tax.”

Last week, Schachter co-authored a report arguing that current app store fees were unsustainable. Apple and Google take 30% of subscription dollars and in-app purchases made on iPhones and Android phones using Google’s app store (effectively all those outside China). About two years ago, the companies lowered that cut to 15% in some cases.

If app store commissions fell to a blended rate of 5% to 15%, it would knock up to 21% off Apple’s earnings, before interest and tax, by fiscal 2020, Macquarie estimated. Google could lose up to 20% by the same measure, according to the brokerage firm. The technology giants are expected to earn more than $50bn each, before interest and tax, in 2020, according to analyst forecast data compiled by Bloomberg.

This is particularly worrying for Apple investors, who are expecting the App Store to support the growth of the company’s services business. Apple often highlights the financial success of its App Store on conference calls with analysts.

Alphabet’s Google is susceptible given its legal problems. A recent EU anti-trust ruling requires the company to stop automatically installing its app store on Android phones in Europe. (Google is fighting the charges.) This may compel more app makers to circumvent Google, luring in customers through the web or through partnerships with other companies. “Around the world, everyone is looking for ways to push back against American tech,” Schachter said. “This feels like a natural way to go about it.”

Complaints about app store taxes became louder in 2015 as Apple and Google waded deeper into the digital content business, making them rivals, not just digital distribution partners. In 2015, music streaming company Spotify began e-mailing customers saying that they should cancel subscriptions purchased through Apple’s app store.

On Tuesday, video streaming company Netflix said it’s testing a way to bypass Apple in-app subscriptions by sending users to its own website. Currently, Netflix users on iPads and iPhones can subscribe via the App Store’s in-app purchasing system. This makes subscribing simpler, but also gives Apple a 15% cut of those subscriptions. And as of May, Google Play billing for Netflix was unavailable to new or rejoining customers, according to Netflix’s website.

On iPhones in the US, Netflix was the number one entertainment app by consumer spend and the most downloaded entertainment app on the Google Play store over the last 90 days, according to App Annie, which tracks the industry.

The video game industry has also worked to avoid app store taxes this year. Valve’s Steam, the largest distributor of video games for PCs, planned to release a free iPhone app that let gamers keep playing while away from their computers. Apple blocked the app. Soon after, the tech giant updated its app review guidelines to ban anything that looks like an app store within an app or gives users the ability to “browse, select, or purchase software not already owned or licensed by the user”, according to Reuters.

More recently, Epic Games, the maker of hit video game Fortnite, opted to ditch Google’s app store. Epic executive Tim Sweeney said the 30% app store fee is a “high cost” in a world where publishers must bear the expense of developing, operating and supporting their games. “Middlemen distributors are no longer required.”

Fortnite has grossed $200m on the Apple App Store since its release there in March, according to Sensor Tower, which tracks app purchases. Apple could make as much as $135m in fees from the title, Sensor Tower estimates, while Google misses out on at least $50m.

How shopping is changing in a digital world

Shopping: love it or loathe it, a wave of innovation is heading this way – and it promises to make a visit to your local mall a far more productive and pleasant experience.

Deloitte is at the forefront of this trend with the creation of a Connected Retail Experience at its Deloitte Greenhouse innovation hub in Cape Town.

Shorter queues at checkout, a much better selection of goods, personalised, relevant special offers and the ability to have out-of-stock items delivered to your door within 24 hours. These are just a sample of the innovations coming to the South African retail sector that promise to make your shopping experience a whole lot more enjoyable and engaging.

That’s according to Corniel van Niekerk, senior manager at Deloitte, the professional services firm which is emerging as one of the key players bringing what’s known as ‘Connected Retail’ to South Africa.

“It’s an exciting time for consumers and retailers alike. Connected Retail technologies will not only make for a vastly improved shopping experience for customers, but retailers and suppliers who embrace and implement them effectively will see a significant boost to their bottom line. In this sense it’s a genuine win-win situation,” says Corniel.

So how could such a Connected Retail experience play out for you as a shopper? It may begin well before a visit to the store with an email, instant message or app notification about a product you’re actually interested in, rather than annoying spam about stuff with no relevance to you.

You may, for example, have a dinner party coming up at the weekend and get a discount voucher on a hard-to-find ingredient for that recipe you bookmarked in the store’s smartphone app last week which has now come into season and just arrived at the store.

Once you go to the store, the personalised experience continues. After you put the ingredients for that recipe into your basket and approach the wine section, you get a notification alerting you to a Pinot Noir that’s not only on promotion but will pair perfectly with the wild mushroom risotto you’ve planning to serve your guests.

Another innovation called ‘endless aisles’ will allow you to buy items currently out of stock or not usually stocked at the store, like a garment or shoes in a less common size or colour, and have it delivered to your home within a day or two.

And leaving with your purchases promises to be a more streamlined affair thanks to technology that lets stores better monitor customer flows and allocate staff to till points more quickly when demand increases – one element of the Connected Workforce which will empower and incentivise staff with technologies like gamification.

Self-service checkouts – which are currently being trialled by a major retailer at one of its Cape Town stores – promise, if properly implemented, to make for another quicker and easier checkout option for customers.

“The coming Connected Retail revolution will combine the best aspects of the online and bricks and mortar shopping experience, making for happier, more loyal customers who spend more at the store,” says Corniel.

But for this to happen will require looking beyond the Connected Customer, Connected Store and Connected Workforce, and bringing a series of technologies and innovations to the entire retail value chain.

The Connected Supplier will use embedded sensors and advanced analytics to prevent unscheduled asset downtime, increase labour productivity and synchronise or integrate activities, while the Connected Supply Chain will employ advanced computational techniques to forecast disruptions, reduce shortages, optimise warehouse collection and delivery slots and pro-actively manage advanced chains to reduce waste and theft.

Digitalisation and the store of the future have been topics of discussion in various forums, but at Deloitte, we believe it’s now time to make the concept real for the clients in our market and link business value to practical solutions,” says Corniel.

To this end, the firm recently strengthened its South African retail team with the addition of a number of individuals with extensive expertise in the international and domestic retail sectors.

It has also established a physical Connected Retail Experience at its Deloitte Greenhouse innovation hub in Cape Town. This immersive, interactive experience allows visitors to gain practical, tangible insights into every aspect of the Connected Retail ecosystem, sampling proven solutions alongside brand new technology relevant to each of the touch points: consumer, store, workforce, supplier and supply chain.

“It’s part of Deloitte’s new focus on ‘show not tell’ and we’re confident it will give our retail sector clients a significant advantage over their competitors as they position themselves to avoid the pitfalls and capitalise on the enormous opportunities offered by the Connected Retail wave,” concludes Corniel.

By Giovanni Buttarelli for The Washington Post 

First came the scaremongering. Then came the strong-arming. After being contested in arguably the biggest lobbying exercise in the history of the European Union, the General Data Protection Regulation became fully applicable at the end of May.

Since its passage, there have been great efforts at compliance, which regulators recognize. At the same time, unfortunately, consumers have felt nudged or bullied by companies into agreeing to business as usual. This would appear to violate the spirit, if not the letter, of the new law.

The GDPR aims to redress the startling imbalance of power between big tech and the consumer, giving people more control over their data and making big companies accountable for what they do with it. It replaces the 1995 Data Protection Directive, which required national legislation in each of the 28 E.U. countries in order to be implemented. And it offers people and businesses a single rulebook for the biggest data privacy questions. Tech titans now have a single point of contact instead of 28.

The new regulation, like the old directive, requires all personal data processing to be “lawful and fair.” To process data lawfully, companies need to identify the most appropriate basis for doing so. The most common method is to obtain the freely given and informed consent of the person to whom the data relates. A business can also have a “legitimate interest” to use data in the service of its aims as a business, as long as it doesn’t unduly impinge on the rights and interests of the individual. Take, for example, a pizza shop that processes your personal information, such as your home address, in order to deliver your order. It may be considered to have a legitimate interest to maintain your details for a reasonable period of time afterward in order to send you information about its services. It isn’t violating your rights, just pursing its business interests. What the pizza shop cannot do is then offer its clients’ data to the juice shop next door without going back and requesting consent.

A third aspect of lawfully processing data pertains to contracts between a company and client. When you purchase an item online, for example, you enter into a contract. But in order for the business to fulfill that contract and send you your goods, you must offer credit card details and a delivery address. In this scenario, the business may also legitimately store your data, depending on the terms of that limited business-client relationship.

But under the GDPR, a contract cannot be used to obtain consent. Some major companies seem to be relying on take-it-or-leave-it contracts to justify their sweeping data practices. Witness the hundreds of messages telling us we cannot continue to use a service unless we agree to the data use policy. We’ve all faced the pop-up window that gives us the option of clicking a brightly colored button to simply accept the terms, with the “manage settings” or “read more” section often greyed-out. One of the big questions is the extent to which a company can justify collecting and using massive amounts of information in order to offer a “free” service.

Under E.U. law, a contractual term may be unfair if it “causes a significant imbalance in the parties’ rights and obligations arising under the contract that are to the detriment of the consumer.” The E.U. is seeking to prevent people from being cajoled into “consenting” to unfair contracts and accepting surveillance in exchange for a service. What’s more, a company is generally prohibited to process, without the “explicit consent” of the individual, sensitive types of information that may reveal race or political, religious, genetic and biometric data.

Indeed, regulators are being asked to determine whether disclosing so much data is even necessary for the provision of services — whether it is ecommerce, search or social media. One key principle to remember is that asking for an individual’s consent should be regarded as an unusual request, given that asking for consent often signals that a party wants to do something with personal data that the individual may not be comfortable with or might not reasonably expect. Thus, it should be a duty of customer care for a company to check back with users or patrons honestly, transparently and respectfully. As the Facebook/Cambridge Analytica scandal revealed, allowing an outside company to collect personal data was not the type of service that users would have reasonably expected. Clearly, abuse has become the norm. The aim of the EU data protection agency that I lead is to stop it.

Independent E.U. enforcement authorities — at least one in each E.U. member state — are already investigating 30 cases of such alleged violations, including those lodged by the activist group NOYB (“none of your business”). The public will see the first results before the end of the year. Regulators will use the full range of their enforcement powers to address abuses, including issuing fines.

The GDPR is not perfect, but it passed into law with an extraordinary consensus across the political spectrum, belying the increasingly fractious politics of our times. As of June, there were 126 countries around the world with modern data protection laws broadly modeled on the European approach. This month, Brazil is next. And it will the biggest country to date to adopt such laws. It is likely to be followed by Pakistan and India, both of which recently published draft laws.

But if the latest effort is a reliable precedent, data protection reform comes around every two decades or so — several lifetimes in terms of the pace of technological change. We still need to finish the job with the ePrivacy Regulation still under negotiation, which would stop companies snooping on private communications and require — again — genuine consent to use metadata about who you talk to as well as when and where.

I am nevertheless already thinking about the post-GDPR future: a manifesto for the effective de-bureaucratizing and safeguarding of peoples’ digital selves. It would include a consensus among developers, companies and governments on the ethics of the underlying decisions in the application of digital technology. Devices and programming would be geared by default to safeguard people’s privacy and freedom. Today’s overcentralized Internet would be de-concentrated, as advocated by Tim Berners-Lee, who first invented the Internet, with a fairer allocation of the digital dividend and with the control of information handed back to individuals from big tech and the state.

This is a long-term project. But nothing could be more urgent as the digital world develops ever more rapidly.

Government’s entire IT system goes down

By Gaye Davis for EWN 

It has emerged that not only Home Affairs but IT systems across government were affected by Friday’s power outage.

The head of the State Information Technology Agency (Sita) has told Parliament that the power outage that caused Home Affairs’ systems to shutdown triggered a “catastrophic event” that affected all of government.

Sita CEO Dr Setumo Mohapi and the Department of Home Affairs have been called to Parliament to explain what went wrong.

Mohapi has painted a worrying picture of system and communication failures.

Sita’s generator kicked in when power from Tshwane municipality failed at 2am but its fuel pump burned out for reasons that are as yet unclear.

An overloaded UPS battery system then went into distress and systems had to be shut down at Home Affairs as well as government’s entire IT plant.

Mohapi on Tuesday explained: “It was a catastrophic event that affected not just Home Affairs but the entire IT system of government.”

Mohapi’s apologised for what happened, including a second power outage that took place on Monday, when Home Affairs systems were again down for around 90 minutes.

Mohapi says he wasn’t informed until hours after the power outage. Home Affairs’ acting Director-General Thulani Mavuso says they also had no early warning, leading to their systems crashing rather than being properly shut down.

By Veronica An for The Hub

Despite being known as the digital generation, tech-obsessed millennials are spending more money on handmade cards and letterpress stationery.

“Everyone says that paper is dying but our experience is that paper is not dying,” said Rosanna Kvernmo, who runs Iron Curtain Press and the adjacent stationery store, Shorthand, in Highland Park.

According to a report by Paper Culture, the average number of holiday cards purchased by customers has actually increased by 38 percent over the last five years.

“I don’t think this is just a flash in the pan,” Kvernmo said. “I think stationery is here to stay.”

Stationery makers and letter pressers agree that millennials are some of their biggest consumers.

“I interface with people a lot and, yes, I can say that people are sending cards again,” said Elisa Goodman, 62, owner of Curmudgeon Cards. Goodman has an online store and travels to various art fairs and open air markets in Los Angeles to sell her cards.

Goodman has been making her unique brand of handmade cards for 18 years and says her message is one that resonates with millennials as well as Baby Boomers. Goodman started making cards while dealing with a difficult time in her life and said that encouragement cards were among the first she created.

“I’m happy millennials are resonating with my brand so much. They really are appreciative of the quality and not price-resistant to the cost of handmade cards,” Goodman said.

Curmudgeon Cards retail for $10-$12 – about double the cost of digitally printed cards. Goodman sells many of her cards at craft fairs and farmers markets across L.A.

Cost still a factor
Still, other stationery-makers cite price as a sticking point with customers. Letter pressers say that the cost of paper and ink have gone up, not to mention the difficulty of working with machines that are out of production.

Adam Smith, 38, the owner of Life is Funny letterpress, got his start at Sugar Paper letterpress in 2006 and purchased his own press, a 1953 Heidelberg Windmill, in 2013. He said his cards retail at comparable prices to digitally printed cards which make them more affordable than most.

“One of my biggest clients is Alfred Coffee so the people who are buying these cards are who you’d expect …millennials with money,” Smith said.

According to customers, Smith’s sarcastic cards appeal to millennials. One card under the “Love” category tagged as #FirstDateWarnings says “I Use A Lot Of Emojis…I Hope You’re Okay With That.”

In addition to letter presses that have opened recently, older L.A.-based companies are also seeing an increase in business. Aardvark Letterpress, a family-owned letterpress in MacArthur Park, celebrated its 50th year in 2018 and owners say that not much has changed in terms of production.

“People are rediscovering [letterpress] and coming back to us…but the economic factors are still an issue,” said Cary Ocon, co-owner of Aardvark Letterpress.

Ocon said the company saw a drop in sales during and after the 2008 recession but that they are currently doing well. Although sales have not quite surpassed pre-recession numbers, Ocon said Aardvark still does solid business with many celebrities, entertainment companies, and governmental organizations, including the mayor’s office.

“I think there’s this reaction to the temporary nature of stuff – most things aren’t even printed anymore, they’re just read and shared digitally,” Ocon said. “I think people realize that this is a whole different product…so much more work goes into it than digital printing.”

Unique feel
Customers at Aardvark agree, saying that they are willing to pay extra for the uniqueness of letterpress.

“The presentation is everything,” said Darius Washington, founder of the D Hollywood Agency.

Washington was shopping for letterpress and foil printed business cards for his clients and said he had heard about Aardvark Letterpress through Instagram.

“Letterpress has that special feel to it. It’s like old cars, there’s something special about the handcrafted effort,” Washington said.

The handcrafted nature makes letterpress and handmade cards ideal for customization.

According to Entrepreneur Magazine and a report by Forbes, customization is a major selling point for millennials.

Specialization works for Goodman, who said she accepts many commissions for Curmudgeon Cards and Aardvark Letterpress has an in-house designer who can make custom designers for clients.

“People want to connect,” Kvernmo said. “There’s something about connecting with paper that’s more special than connecting through text.”

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