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Rivian Recalls Basically Every Vehicle It Has Ever Made
David Shultz
David Shultz reports on clean technology and electric vehicles, among other industries, for dot.LA. His writing has appeared in The Atlantic, Outside, Nautilus and many other publications.
On Friday evening, Rivian Automotive announced a recall on nearly every single vehicle it has produced so far.
According to documentation filed with the Nation Transportation and Highway Safety Administration, “The fastener connecting the front upper control arm and steering knuckle may have been improperly tightened … A loose steering knuckle fastener could separate, causing a loss of vehicle control and increasing the risk of a crash.”
The recall affects 12,212 total vehicles spanning the R1S, R1T and delivery van platforms. In layman's terms, the car’s suspension system has a loose bolt that can make the ride harsher or even result in a loss of steering control for the driver.
While undoubtedly bad news for the EV hopeful, the company has stated that there have been no reported injuries due to the defect. The fix for the problem–essentially just tightening the bolt–also appears to be simple and relatively cheap for Rivian to execute.
For context, recalls are relatively commonplace in the automotive industry. Though it’s also worth mentioning that EV startups have been particularly susceptible to them due to the sheer quantity of new technology and engineering in each car. To that end, Toyota also recently had to pause production on its new EV, the bz4x, over safety concerns related to the wheels coming loose. The Chevy Bolt has also faced its share of recall issues.
Nonetheless, this is Rivian’s third recall since May of this year. The company has previously had issues with airbags and seat belt anchors that required maintenance. Whether these three issues represent a concerning pattern or just normal growing pains for a company that only delivered its first vehicle 13 months ago remains to be seen, but the latest recall has taken its toll on the company’s stock, which is down nearly 8.5% by early afternoon Monday.
David Shultz
David Shultz reports on clean technology and electric vehicles, among other industries, for dot.LA. His writing has appeared in The Atlantic, Outside, Nautilus and many other publications.
⚖️FTC’s "Click to Cancel" Rule and Its Ripple Effect on Tech
09:58 AM | October 18, 2024
🔦 Spotlight
Happy Friday Los Angeles,
The FTC’s new “Click to Cancel” rule is shaking up subscription-based tech. Now, instead of navigating a maze of cancellation hurdles, users can cancel subscriptions as easily as they signed up—with a single click. This shift is a wake-up call for SaaS, streaming, and app-based companies, where once-hidden exit options often kept users around simply because canceling was a hassle.
The rule also requires businesses to send regular renewal reminders, ensuring customers stay informed about upcoming charges. It's more than a cancellation button—it’s about transparency and giving users control over their decisions.
For startups, the impact goes deeper than UX adjustments. Many have relied on "dark patterns," which subtly discourage cancellations by hiding the exit. Now, companies must shift toward building genuine loyalty by delivering real value, not by complicating exits.
While this might affect retention rates initially, it could lead to more sustainable business models that rely on satisfaction-driven loyalty. Investors may start prioritizing companies that emphasize transparent, long-term engagement over those that depend on dark patterns to maintain retention metrics.
The rule opens the door to more ethical UX design and a truly user-centered approach across the tech industry. It may even set a precedent against manipulative design in other areas, such as privacy settings or payment methods.
Ultimately, the “Click to Cancel” rule presents an opportunity for the tech industry to foster trust and build stronger customer relationships. Startups and established companies that embrace transparency will likely stand out as leaders in a new era of customer-centric tech, where trust—not tricky design—is what retains users.
As the tech landscape continues to evolve, LA Tech Week 2024 offers a chance to explore these shifts in real-time. Check out the upcoming event lineups to stay informed and make the most of your time:
For updates or more event information, visit the official Tech Week calendar.
🤝 Venture Deals
LA Companies
- Ghost, a company supporting top brands and retailers with streamlined logistics and fulfillment solutions, raised a $40M Series C funding round led by L Catterton to fuel its continued growth and innovation. - learn more
- Hello Cake, a sexual wellness and health brand, raised an $18M Series B funding round led by Silas Capital and Strand Equity and acquired Trigg Laboratories, a Las Vegas-based company, to expand its product line and market presence. - learn more
- Horizon Surgical Systems, a microsurgical robotics company, has raised a $30M Series A funding round led by ExSight Ventures to advance its platform, fund first-in-human studies, and expand its team to drive further innovation. - learn more
- Terray Therapeutics, a biotech company using generative AI to develop small-molecule therapeutics, raised $120M in a Series B funding round led by Bedford Ridge Capital and NVentures, to advance it’s internal programs to clinical trials and further develop its AI-driven platform, tNova. - learn more
LA Venture Funds
- Finality Capital Partners participated in a $2.85M seed round for Blockcast, a decentralized content delivery network focused on lowering streaming costs and enhancing quality for digital media providers. - learn more
- Assembly Ventures participated in a $27M Series A round for Monogoto, a provider of software-defined connectivity solutions that enable secure, cloud-based IoT and cellular network management on a global scale. - learn more
- StoryHouse Ventures participated in a $3M seed round for Parakeet Health, a generative AI company dedicated to enhancing patient engagement for healthcare providers - learn more
- Angeleno Group participated in a $32M Series C round for REsurety, a company that recently launched an innovative clean energy marketplace aimed at providing better financial and operational insights to support renewable energy transactions. - learn more
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'I Don't Think Anybody Could Have Imagined What Actually Happened.' Former Consumer CEO Jeff Wilke on Building the Amazon Empire
07:00 AM | May 03, 2021
illustration by Eduardo Ramón Trejo
In March, Jeff Wilke quietly stepped away from Amazon, the company he was instrumental in building from an online book retailer to one of the most valuable and influential corporations in the world.
As CEO of Amazon Worldwide Consumer since 2016, he oversaw the company's vast retail business, Prime, the Amazon marketplace, Amazon stores, marketing and Whole Foods.
When Wilke joined Amazon in 1999 to oversee operations the company was doing about $2 billion of revenue a year. Now it brings in about $1 billion every day and last week announced its sales grew by an astonishing 44% year-over-year.
Wilke was long considered the second most important person in the company behind Amazon CEO Jeff Bezos, who shocked the world by announcing his own departure in February.
Bezos called Wilke his tutor and he was seen as a likely successor, but that job instead went to Andy Jassy, the chief executive of Amazon Web Services.
In a wide ranging conversation with dot.LA – among his first since leaving – Wilke says he has no regrets and felt it simply time to do something else.
Wilke also talked about what it was like to work for Bezos and his reaction to last month's failed unionization vote at an Amazon warehouse in Alabama.
This interview has been edited for length and clarity.
You left Amazon only a few weeks ago. What's it been like these past couple of weeks, not being at the helm of that giant operation?
Jeff Wilke: It's certainly been an adjustment and I'm still adjusting. I was there over 21 years and it's a part of me in so many different ways. I have so many connections there still and friends who are there. I spent the first two weeks learning to code in Python, which I thought would be a really good way to stay connected to the engineers that build Amazon every day and upgrade my skills since I hadn't written code in modern languages.
So you're not on the golf course. You're learning Python?
Yeah, it was super fun. It was very immersive. It was a reminder to me of how coding compounds creativity and invention.
Why did you want to depart Amazon?
I just said it was time. I didn't spend any time through the years carefully charting some course. We were building what we hoped would be a lasting, important company and worrying about the customer experience and I got to a point where I felt like it was time to do other things.
Did the job become not as fun with all of the scrutiny from Washington and organized labor and just the giant pressure you were under with all that?
The job was just as fun when I started to think about leaving, which was well before the pandemic. And it was really meaningful last year in terms of all that was accomplished. But it just felt time for me to move on.
Did you want to be the next CEO?
I never really thought about it because I always imagined Jeff doing it forever. When I was making my decision that wasn't what I was thinking about.
But when you heard he was stepping down, were you like, "I should have just stuck around a little longer?"
No. I was super excited and I am super excited for [new Amazon Worldwide Consumer CEO] Dave Clark and for Andy Jassy.
Were you surprised when the other Jeff said he was leaving?
Yes
It's interesting that both of you who had been there over 20 years and in his case founded the company decided at this moment to leave. Do you think he took some inspiration from you?
(Laughs) That's hard to say but I think in many ways the last year or so has been quite a time of self-reflection for many people. It's not surprising to me that if people were maybe thinking in the back of their mind about making a change, the events of the last year would have caused them to think even harder about it. I don't know for sure why Jeff chose the particular time he chose, but he has so many things in his life that he wants to focus on, too. And I'm just really happy for him.
How do you think the company will be different under Andy Jassy?
Andy was a part of the S-team [Amazon's senior leadership group] for a long time and contributed materially to a bunch of the things that are part of the culture. He and I worked with a group of people on a couple of the revisions to the leadership principles that really have guided the company for nearly two decades. And of course the business and culture that he built with the team and AWS is a big part of Amazon and certainly a big part of the technical underpinnings of the way Amazon works. And that's not going to change at all. So I think it's a terrific team with a great mission and a lot of runway because of the businesses that they're in. I'm going to remain a fan.
What was Jeff Bezos like to work for?
You vote with your feet at work, and if I didn't think he was somebody that I enjoyed working for and that I could learn from, I wouldn't have had him as my boss for over 20 years. He and I have different strengths in different areas where we were able to help each other out by learning from each other and of course Amazon is more than just one or two or 10 people – it's thousands and now actually over a million people.
In those early days what did you see Amazon becoming? Did you just think it would be a big bookseller or could you have seen this global colossus?
I don't think anybody could have imagined what actually happened. Too many things had to fall into place. For instance, there was no iPhone or Android system in 1999 when I joined. People weren't carrying around what are basically supercomputers in their hands, which radically changed the way people interact with the World Wide Web. The delivery networks were not nearly as capable as they became over those 20 years. There's a ton of work to do to get costs to a point where you could afford to offer something like Prime. We didn't have a studio so the idea that we would be creating movies and TV shows as a complement to the delivery services as part of the subscription program called Prime – I think it would have been hard to envision all these things in detail.
What was your reaction to the union vote in Alabama failing by a pretty wide margin?
Jeff hit this well in the shareholder letter; the company can always be better at taking care of employees. If I were still there, I wouldn't have hung my hat on the outcome of that particular vote. I would have said there are some signals that we're receiving that say we have more work to do. We should be proud of what we've done – proud of our safety record and proud that we pay industry leading wages and proud that we have 20 weeks of family leave for people who started an unskilled hourly job on day one, which is really unheard of. So, we have all these things that we've done that are great and then there's a lot of things that we can do to get better.
What did you think of "Nomadland"?
The work camper thing was something that sort of naturally evolved. There were groups of people who had come to work only for the holiday at Amazon and they showed up in campers and they were making great money and then they left post-holiday. They started coming back every year. They really enjoyed it. They built email networks together and they coordinated their work. They asked Amazon to help with finding parking lots for the campers and we were happy to do that. But it was really an organic thing. It just sprouted up. I really enjoyed my trips to the fulfillment centers, hearing their stories and then seeing them come back year after year.
Is it hard when you order something now from Amazon and it doesn't arrive on time and you're like, "why did this happen?" Is it hard to get that out of your system after all these years?
Of course. I mean, the team knows any time there's a defect, I'm going to send an email and that's not going to change.
Part two: Jeff Wilke reveals his next chapter.
Lead illustration by Eduardo Ramón Trejo.
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Ben Bergman
Ben Bergman is the newsroom's senior finance reporter. Previously he was a senior business reporter and host at KPCC, a senior producer at Gimlet Media, a producer at NPR's Morning Edition, and produced two investigative documentaries for KCET. He has been a frequent on-air contributor to business coverage on NPR and Marketplace and has written for The New York Times and Columbia Journalism Review. Ben was a 2017-2018 Knight-Bagehot Fellow in Economic and Business Journalism at Columbia Business School. In his free time, he enjoys skiing, playing poker, and cheering on The Seattle Seahawks.
https://twitter.com/thebenbergman
ben@dot.la
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