Tesla has reportedly been searching for years for a No. 2 to ease CEO Elon Musk’s workload, even approaching Facebook Chief Operating Officer Sheryl Sandberg at one point. Executive recruiters and industry analysts agree Musk needs help.

Musk’s erratic behavior on Twitter has reportedly drawn a federal securities investigation and put Musk himself at risk of criminal charges, securities lawyers say. He drew criticism for calling a diver helping to rescue boys trapped in a cave in Thailand a “pedo.” His mental fitness was also called into question in a lengthy interview he gave the New York Times two weeks ago complaining about the stress of trying to keep up with demand for the Model 3 sedan.

“It is time for Tesla’s board to consider that as a publicly held company it has a responsibility to the shareholders and to the public,” said Dale Jones, president of executive recruiting firm Diversified Search. “When you move from a founder led organization, you have to move to more of a team-led organization where you have leaders that are complemented by other leaders who bring strengths you don’t have.”

Tesla didn’t directly address the search for another executive to help Musk in a statement from the board of directors released to CNBC.

“There have been many false and irresponsible rumors in the press about the discussions of the Tesla board,” the board said. “We would like to make clear that Elon’s commitment and dedication to Tesla is obvious. Over the past 15 years, Elon’s leadership of the Tesla team has caused Tesla to grow from a small startup to having hundreds of thousands of cars on the road that customers love, employing tens of thousands of people around the world, and creating significant shareholder value in the process.”

Still, recruiters and industry watchers say the company may need to add more than one person to its executive ranks to help keep Musk on task and from tweeting himself into more hot water.

Although Musk told the New York Times Tesla wasn’t able to get Sandberg, Jeff Cohn, managing partner at leadership advisory firm Elevate Partners, said a woman would be a good fit for Musk.

“Someone who has those Sheryl Sandberg-esque qualities that could figure out how to develop the kind of relationship with Elon that is candid and transparent, so she could be a coach to him,” Cohn said. “These soft skills for a CEO I think would be at least as important as the harder skills of knowing logistics, supply, and global operations.”

He said women have an innate advantage over men when it comes to empathy and emotional intelligence. “That would really play well when you are dealing with a strong ego, like Elon,” he said.

Emotional intelligence aside, Musk currently has a more practical and pressing problems at his plants. The automaker has repeatedly missed production targets, has rarely been able to earn a profit and has been criticized for quality issues with its vehicles and problems getting timely service for customers.

Some of this results directly Musk’s tendency to make big promises and take on too much, said Karl Brauer, executive publisher for Cox Automotive which provides a range of services to the auto industry.

“The smartest thing that Elon could have done was hired John Krafchik after he left Hyundai in 2013,” Abuelsamid said. Krafchik, who was instead later scooped up to run Google’s self driving project Waymo, is a longtime automotive industry executive who understands many of the complex aspects of running a major automaker, including manufacturing, engineering, labor, and relationships with suppliers.

Brauer also suggested Aston Martin CEO Andy Palmer. Aston Martin is the strongest it has been in its 100 year history, he said. Palmer has a lot to do with that. Palmer has deep experience in the industry. He worked for Nissan, a high-volume manufacturer, and understands how to make cars.

“He and brought that grounded industrial perspective to a Aston Martin,” Brauer said.

Someone like John Martin at Nissan North America also comes to mind, said Dave Sullivan, an analyst for industry research firm AutoPacific. Martin is senior vice president of manufacturing, supply chain management and purchasing at Nissan. He is known as a financially savvy, no-nonsense executive and has experience at a large industrial automaker.

John Savona, who is director of manufacturing for assembly at Ford could also bring some rigor to Tesla’s production issues. Savona is a quietly rising star at Ford. Sullivan said he has an impressive ability to handle manufacturing problems.

Tesla may have trouble recruiting because a lot of industry veterans at large manufacturers might not want to give up a stable job to leave for a company in as much turmoil as Tesla. And they might not want to work for a boss who is reported to control everything down to the color of paint on the factory floor.

The problem is, the house is on fire,” Sullivan said. “No one really wants to run in. You might not make it out alive.”

Musk is largely in this position for several reasons, say industry analysts. Trying to build an automotive manufacturer in this competitive market is difficult enough. But Tesla is extremely unusual. For example, it owns a solar power and energy storage business and owns its own stores and service centers, something conventional automakers don’t do. Many have also criticized Musk for setting unrealistic goals and targets, and for failing to learn from the mistakes and moves made by other automakers over the last century.

For example, Musk said he wanted to hit a Model 3 production rate of 5,000 vehicles a week by the end of 2017. Many said the goal was unrealistic. Tesla didn’t hit that goal until the end of June 2018. Likewise, the Model 3’s predecessor, the Model X SUV, was delayed largely due to all of the complex and high-tech features Tesla stuffed into the car.

“The rule in business, perhaps in everything, is you under-promise and you over-deliver,” Brauer said. “And I don’t think it is inaccurate to say Tesla has fairly consistently done the opposite. That is the nexus of what restricts Tesla from being what it could be.”

While Musk has said he wants to revolutionize automotive manufacturing, Tesla has repeated mistakes made by other automakers decades ago.

For example, Musk was criticized for relying too heavily on automation at its Fremont factory, especially in the later stages of the assembly process. It has long been believed some processes are simply too difficult to automate. Musk later said as much. “It tuns out humans are underrated,” he said.

Humans are underrated

But General Motors had made that mistake in the 1980’s when then-chairman and CEO Roger Smith was a serious proponent of automation, to the point of believing that GM could have factories so automated they could run in the dark, said Sam Abuelsamid, a senior research analyst for industry researcher Navigant Research. It was a disaster for GM.

These are the kinds of errors the company can avoid with input from industry veterans.

“I think one of the issues with Elon and maybe a lot of smart people is overconfidence,” he said. “It is important to have visionary ideas, but you also need to have some humility.”

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Facebook executives have long called the company’s top ranks a “family,” but after a series of high-profile exits, the family is about to get a lot of new faces.

At least seven senior Facebook executives have announced their departures this year. None are leaving on bad terms, a company spokesperson told CNBC, and some will remain on in advisory positions.

The company is looking at the planned exits in part as an opportunity to improve diversity among leadership, the spokesperson said.

It’s not entirely shocking — on-lookers have often speculated that Facebook’s many “could-be-CEOs” would eventually move on.

Still, it’s a major shake-up for a company that prides itself on keeping executives around — and that’s pretty consistently been answering to scandal and public scrutiny in recent months.

Jan Koum, co-founder of Facebook-owned WhatsApp, announced his exit in April in a Facebook post saying it was time to “move on.”

“I’ve been blessed to work with such an incredibly small team,” Koum said in a statement at the time. “The team is stronger than ever and it’ll continue to do amazing things. I’m taking some time off to do things I enjoy outside of technology, such as collecting rare air-cooled Porsches, working on my cars and playing ultimate frisbee.”

Koum led WhatsApp for nearly a decade and joined Facebook’s leadership team in 2014 when the social media giant bought WhatsApp for $19 billion.

Elliot Schrage, head of communications and public policy, said in June he was leaving Facebook after more than 10 years.

“I’ve decided it’s time to start a new chapter in my life,” Schrage said in a post to his Facebook page. “Leading policy and communications for hyper growth technology companies is a joy — but it’s also intense and leaves little room for much else.”

Schrage didn’t address his next steps, but did include lengthy praise and words of gratitude for Facebook, CEO Mark Zuckerberg and COO Sheryl Sandberg.

In July, Colin Stretch, Facebook’s top lawyer, announced he’d be leaving the company after more than eight years.

“When my wife Alyse and I made the decision a few years ago to move back to DC from California, we knew it would be difficult for me to remain in this role indefinitely,” he said in a Facebook post. “As Facebook embraces the broader responsibility Mark has discussed in recent months, I’ve concluded that the company and the Legal team need sustained leadership in Menlo Park.”

As general counsel, Stretch represented Facebook before Congress to address Russian interference in the 2016 presidential election.

“I often stop myself and ask how I got so lucky to be a part of this,” Stretch said in the post announcing his exit.

Alex Stamos, formerly chief security officer at Facebook, formally stepped down in August following earlier rumors of his departure and an internal memo to staff.

In the memo — reported by Buzzfeed news — Stamos said a re-organization of his team left him eyeing a transition:

I initiated the discussion of changing the structure of the InfoSec team just before Thanksgiving 2017. This was due to my concerns that organizational issues impaired our election security work in 2016. While the outcome of this discussion was not one I proposed, at the time I committed myself to making the transition as smooth as possible and trying to set the new teams up for success. I am genuinely proud of the capable, diverse security teams we have built and I truly want my colleagues to continue to be successful in their vital work.

The re-org, did, however, leave me with a challenge, in that it created a big mismatch between the responsibilities I felt carrying the Chief Security Officer title and the potential for big impact I could have from my redefined role. This conundrum was pretty obvious to many, and when people internally asked if I was leaving I rather openly told them that I was committed to staying through August.

Stamos had been at Facebook since 2015. He’s now teaching at Stanford University.

“For the last three years, I have been proud to work with some of the most skilled and dedicated security professionals in the world in one of the most difficult threat environments faced by any technology company,” Stamos said in a Facebook post confirming his departure.

Also in August, Dan Rose, one of Facebook’s earliest executives and VP of partnerships, said he was leaving. Rose joined Facebook in 2006, and is leaving to join his family in Hawaii.

“Over the past 12 years, this company has become my second family. When people ask me why I’m still at Facebook after so long, my answer is always simple — I love the people I work with and I believe deeply in our mission,” Rose said in a Facebook post.

“Mark and Sheryl changed my life and my career. I would walk through fire for them, or fly across the ocean on a regular basis. But they deserve someone in my role who is present and fully engaged every day in the many opportunities and challenges that lie ahead,” he said.

Earlier this week, Netflix announced it had poached Rachel Whetstone, a top communications executive at Facebook.

Whetstone had only been at the company for a year. She is the only executive on this list not to comment on her exit on her personal Facebook account. She follows her boss, Schrage, in leaving.

That brings us to Wednesday, when Alex Hardiman, head of news products, announced her departure. Hardiman had been at Facebook for what she called “two deeply gratifying years,” and will join The Atlantic.

“I’ve always been a news person. It’s my passion during the workday and my guilty pleasure on nights and weekends,” Hardiman said on her Facebook page. “It’s why I spent a decade at The Times before coming to Facebook to help tackle some of the company’s formidable news challenges, and it’s why I’m now joining The Atlantic at a unique moment in its history.”

“Facebook has given me so many things for which I’m profoundly grateful: wildly talented colleagues, great relationships with news organizations that are reinventing their future, and deep humility for the difficulty of solving nuanced problems at Facebook’s scale,” she said.

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Michael Jackson fans worldwide are celebrating what would have been his 60th birthday this week, a testament to his enduring reign as the king of pop.

But that title took a hit this month.

Classic rockers The Eagles dethroned Jackson’s 1982 masterwork “Thriller” as the top-selling album of all time when the band’s “Their Greatest Hits 1971-1975” surpassed 38 million copies sold.

Regardless of what it says about their relative musical talents, the milestone is evidence of the awesome spending power of the generation that’s just a few years older than Jackson’s Generation X fan base: baby boomers.

‘You can check out any time you like, but you can never leave’

Representatives for the band and its music label didn’t have an exact demographic profile of Eagles fans available, but the band formed in 1971, and it’s safe to assume that the bulk of the band’s fans are baby boomers, the group born between 1946 to 1964 and now in their mid-50s to early 70s.

Research has shown that musical taste freezes in your early 30s. That’s how old millions of boomers were when the Eagles were churning out chart-toppers like “Hotel California,” which included the immortal lines “You can check out any time you like, but you can never leave.”

Most people (69%) who like similar artists of that era — including Eric Clapton, The Grateful Dead, Fleetwood Mac, and Paul McCartney — are 45 and older, said Russ Crupnick, managing partner of the research firm MusicWatch. And those fans have had ample opportunity to buy the record-setting Eagles’ greatest hits album again and again.

As one fan noted on The Eagles official Facebook page, “I had this twice on vinyl, once on cassette, and three times on CD. I’m pretty sure I’m due for another copy. I play them so much they wear out.”

‘I had this twice on vinyl, once on cassette, and three times on CD. I’m pretty sure I’m due for another copy. I play them so much they wear out.’

– Eagles fan on the album Their Greatest Hits (1971-1975)

In fact, today’s music listeners get most excited about rediscovering songs and bands they already know, like the song that played at their prom, or a band they liked in college. “Every time we ask people about music discovery, more people are interested in rediscovering older music than in discovering new music,” Crupnick said.

‘Life in the Fast Lane’

The Eagles sang about “Life in the Fast Lane” and the boomers are living it now. Their boomer fans have come a long way from their days spent wearing tattered jeans and shaggy hair and rejecting conformity. They’ve more than embraced the mainstream. They now control 70% of all disposable income in the U.S., and boomers 50 and older account for more than half of U.S. consumer spending, according to a 2016 report by Visa.

They also stand to inherit some $15 trillion in wealth over the next 15 years. And far from “dropping out” as they did in the late ’60s, they’re staying in the workforce far longer than previous generations did.

Millennials now outnumber boomers, and marketers are obsessed with capturing their screen-challenged attention spans. But brands would be wise to shift their efforts to well-resourced boomers, said Peter Hubbell, founder and CEO of Boomagers, an ad agency and consulting firm focused on boomers.

“The millennials may represent the future of marketing, but the future isn’t here yet,” Hubbell said. Millennials are still five to 15 years away or so away from their peak earning years. Hubbell has seen some long-established companies panic when they realize their core customers are now in their 70s and awkwardly try to pivot to selling to millennials. “That’s a wrong move,” Hubbell said. “They should be going after the people who actually have money.”

Melissa Prepster, a 49-year-old from Austin, Texas, and co-founder of a Facebook page for Eagles fans, says she thinks Eagles music still sells because fans associate the songs with important moments in their lives. “It’s their personal soundtrack,” Prepster said. “People did things to the music of the Eagles. They partied, they got engaged, they went on road trips.”

She says she tries not to think about how much money she’s spent on The Eagles over the years. She’s seen them in concert 109 times since 1994.

Why boomers want to ‘take it to the limit’

Why does The Eagles music still sell so well? And why are fans willing to pay $148 and up for their October show at New York City’s Madison Square Garden?

It’s partly related to boomers’ attitude toward aging. The older boomers get, the younger they claim to feel. Among boomers aged 65 to 74, 33% feel 10 to 19 years younger than their age. And when they predict how healthy they’ll be in their golden years, they don’t envision a decline, Hubbell said.

That’s why the Eagles’ greatest hits still finds buyers. “It’s timeless music for ageless people,” Hubbell said. “It’s really about: if my music is timeless, then I must be timeless too. Boomers don’t want to be young again, they just want to be ageless.”

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Encouraging low-income families to squirrel away money for their children’s future sounds like a great way to help kids achieve financially stability. But children’s savings account programs may not be doing much to level the playing field for people of color in the U.S.

A new report from Prosperity Now (formerly the Corporation for Enterprise Development), a nonprofit based in Washington, D.C., said many children’s savings accounts or CSAs are ineffective at addressing the racial wealth gap.

“CSAs, as currently constructed, do not provide the incentives necessary to bridge the racial wealth divide or even significantly strengthen the wealth of most communities of color,” the researchers wrote.

What are children’s savings accounts?

Children’s savings accounts (CSAs) are long-term savings or investment accounts, most commonly used for a college education. The accounts typically provide incentives for participation, including initial deposits and savings matches.

Currently, 382,000 children in 32 states and the District of Columbia are participating in one of the 54 CSA programs in operation across the country. Funding for these programs comes from a variety of sources, including community foundations, individual donors, businesses and state, local and federal agencies.

More than half of the country’s CSA programs use a 529 plan as their savings account product, according to Prosperity Now, while other programs use bank and credit union accounts.

For instance, money saved through the Nevada College Kick Start CSA program is invested in an SSGA Upromise 529 Plan. The five-year average return on Nevada’s 529 plan varies from 0.64% for a cash savings account to 14.65% for those who invest the money in a specific ETF portfolio. Some of the investment options available to families through the SSGA Upromise 529 plan have also experienced negative returns.

Also see: In 2018, here’s how to help your children save for college and pay off student debt

The difference between CSAs and 529s

Though many CSA program use 529 plans, the two are quite different. CSAs provide incentives to persuade participants to build savings more quickly. With 70% of CSA programs, the program’s sponsor will make the initial deposit into the savings account, according to Prosperity Now. Other incentives include savings matches where the sponsor matches money that families deposit into their accounts (52% of programs) and benchmark incentives where families are rewarded for meeting certain goals (43%).

A 529 plan meanwhile is simply a tax-advantaged savings plan for education-related costs, and they are typically sponsored by a state, a state agency or an educational institution.

Access to these savings accounts is uneven

As Prosperity Now’s report explains, these savings have some clear benefits. They have been demonstrated to improve social-emotional development among children and reduce stress for parents. Other research has suggested that they are effective in shrinking the college savings gap between low- and higher-income students.

But not all children have equal access to these programs. For starters, more than half of the children in these programs (51%) are white, according to Prosperity Now’s research. But only 35% of children in low-income families are white, according to data from the National Center for Children in Poverty.

Meanwhile, Latino and black children are under-represented in these programs relative to the shares of the country’s population of children in low income families. Latino children represent 27% of CSA participants, yet they represent 36% of children in low-income families. Similarly, while black children represent just 11% of CSA participants, they account for 20% of the children living in low-income households.

Read more: Another consequence of high college costs: Foreclosure

The skewed demographics are in part a reflection of the size of a small number of programs. For instance, Nevada College Kick Start has 170,000 children participating, which constitutes 44% of CSA participants nationwide. And 42% of children in the Nevada program are Latino.

Moreover, wealthier families are far more likely to have a savings account for their kids, according to a 2012 U.S. Government Accountability Office report.

That unequal access to savings makes these programs an ineffective method of shrinking the racial wealth gap, the Prosperity Now researchers wrote.

How children’s savings accounts could address the racial wealth gap

Hope is not lost: Prosperity Now identified key ways that children’s savings account programs could be changed to benefit more low-income and minority families.

For starters, researchers argued that programs should move away from the opt-in model. Currently, roughly three-quarters of CSAs use opt-in enrollment systems, meaning that parents and guardians must actively seek out the programs and sign their kids up to get the benefits.

But studies have shown that low-income and immigrant families are less likely to be aware that these programs exist in the first place, which means fewer children from these households participate.

Additionally, researchers argued that programs should have larger initial seed deposits. Generally to have access to that money, families must then deposit their own funds into the account. The most common initial seed deposit today is $50, which Prosperity Now attributed to the lack of funding these programs receive.

That small of an initial deposit, Prosperity Now explained, isn’t enough to put a significant dent in the racial wealth gap. “To help CSAs have an identifiable impact on communities of color facing deep racial wealth inequality, policymakers should establish CSAs with larger initial deposits or greater wealth transfers,” the researchers wrote.

Don’t miss: 40% of Americans struggle to pay for at least one basic need like food or rent

‘Baby bonds’ could help close the gap

In particular, the researchers suggested that “baby bonds,” means-tested programs that give hundreds or thousands of dollars to low-income families could help make CSAs more impactful for these families.

One proposal of such a program envisioned giving babies born in the U.S. an average of $20,000, which they wouldn’t have access to until they turned 18. Former Democratic presidential candidate Hillary Clinton advocated for a federal “baby bonds” program during her presidential campaign, though she suggested a more modest amount of $5,000 per child to start.

Saving for college isn’t always the best financial move

Currently, most CSA programs require that the children put the money toward a college education even though the money in these accounts is likely not enough to cover the entire cost of a college education. Experts suggest making them more flexible.

In fact, some student advocates point to studies that say student-loan debt actually exacerbates the racial wealth gap because students of color must disproportionately rely on loans to pay for college.

Even for those who can afford to go to college, the benefits aren’t equal for all graduates: As Prosperity Now points out, black college graduates between the ages of 22 to 28 are twice as likely to be unemployed as their peers.

Therefore, researchers argued that the returns on college education must be equalized. And until then, they argued that saving account holders should be able to use the assets they build up in other ways that can improve the holder’s wealth, such as buying a home.

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Americans are used to receiving bills in the mail — but one in particular tends to surprise many of them.

More than half of American adults have been surprised by a medical bill they thought was covered by insurance, according to a new survey by the NORC at the University of Chicago (formerly known as the National Opinion Research Center). For a fifth of those respondents, the surprise came because their doctor was out-of-network, meaning that the doctor didn’t accept the patient’s health insurance.

More than half (53%) were unexpectedly charged for physician services, and another 51% said the surprising charges came from laboratory tests, the survey of more than 1,000 adults found.

See: More and more health care bills are over $1 million — and expensive drugs are playing a major role

‘The whole system is rife with manipulation’

Those surprising bills aren’t much of a shock to health care experts. The American health care system is difficult to navigate, said Carolyn McClanahan, director of financial planning at Life Planning Partners and a doctor of medicine. Some patients may not understand what they’re paying for, how they’re paying for it, or even who they should be paying. They may not know the differences between deductibles, copays and maximum out-of-pocket expenses, or what and who their insurer actually covers.

Out-of-network versus in-network is a source of tension, stress and extra expense for many patients. Doctors will usually take any insurance, McClanahan said, but when they’re in-network, it means they’ve made a special agreement with insurance providers to charge patients and those insurers a specific amount. If they’re out-of-network, they’ll still take many forms of insurance, but the insurer won’t cover as much of the bill — leaving the patient to pay the balance.

“The whole system is rife with manipulation,” she said.

Make sure labs and specialists are in-network, too

Patients also need to make sure that the professionals and facilities their doctors may send them to are also in-network. About 20% of emergency department cases were likely to lead to a surprise medical bill, compared to 14% of hospital cases from an outpatient facility and 9% of elective hospital admissions. Even planned procedures can end with a surprise bill if an out-of-network specialist participates — for instance, if an out-of-network anesthesiologist works with an in-network surgeon.

States including California, Colorado and New York, have passed laws to prevent these surprise bills, though they can’t always protect patients. New York has a law that protects patients from paying more than their in-network copayment, coinsurance or deductible for emergency services, even if they were conducted by an out-of-network doctor.

Also see: This man will help you get out of expensive medical bills

Know what your deductible is, and if possible, save an emergency fund to cover it

Emergency room visits might be hard to avoid, but individuals can take measures to prevent surprise bills in non-emergency situations. For planned services, patients should ask billing departments for estimated costs, and shop around if possible. Health care providers and insurance companies will also negotiate payment options. For unexpected out-of-pocket expenses, either establish a payment plan or ask for assistance through a financial hardship plan.

Lastly, take a closer look at your health insurance plan and your deductibles (the amount of money you need to pay up-front before the insurer starts paying). Then begin to save for an emergency fund that covers the entirety of your deductible, McClanahan said. “That way, if you don’t use it you have a cushion for next year,” she said.

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Apple said that its first autonomous vehicle crash in California occurred last week.

The accident during an autonomous driving test took place at 2:58 p.m. Pacific time on Aug. 24, in Santa Clara, near Apple’s headquarters in Cupertino. The vehicle was a Lexus RX450h (which Apple has used in its car research), according to the filing Apple employee Steve Kenner submitted to the California Department of Motor Vehicles.

“An Apple test vehicle in autonomous mode was rear-ended while preparing to merge onto Lawrence Expressway South from Kifer Road,” according to the report, which the DMV published on Friday. “The Apple test vehicle was traveling less than 1 mph waiting for a safe gap to complete the merge when a 2016 Nissan Leaf contacted the Apple test vehicle at approximately 15 mph. Both vehicles sustained damage and no injuries were reported by either party.”

Apple has been researching and testing self-driving cars, but its project has only come to light through occasional disclosures, not from the company itself. Alphabet, meanwhile, has been more transparent about the autonomous car research going on at its Waymo arm.

Apple has 66 autonomous vehicles approved for testing in California, according to the DMV. Waymo has 88 and Tesla has 39. Apple received permission to test autonomous vehicles on California public roads in 2017.

On an earnings call last year Apple CEO Tim Cook said that Apple had a “large project” related to autonomy and involving artificial intelligence. “From our point of view, autonomy is sort of the mother of all AI projects,” Cook said.

In the past, Alphabet subsidiaries Waymo and Google have told the California DMV about 33 collisions involving their self-driving cars.

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Here’s a round-up of the most important deals in venture capital from the past week.

Amazon acquired Tapzo to help expand its mobile payments business in India, Economic Times reported. Tapzo is a “personal assistant” app that helps users make payments, as well as purchase food and buy transportation tickets. Economic Times reported that Tapzo saw about 15,000 transactions per month on its data card recharging and bill payment services prior to the acquisition, which was reportedly valued at $40 million to $50 million. Tapzo’s venture backers included Sequoia Capital, American Express Ventures, RB Investments and Ru-Net.

Apple has acquired Akonia Holographics, a start-up that makes lenses for augmented reality glasses. The deal was seen as a sign that Apple could be developing a headset or glasses that would superimpose digital information onto real world scenes. Prior to the acquisition, Akonia had raised $11.6 million in venture funding from investors including Acadia Woods Partners, according to Crunchbase. The deal marks the second augmented reality acquisition for Apple, after the iPhone maker bought AR software start-up Metaio in 2015.

VMWare is acquiring CloudHealth Technologies, a cloud management platform, in a deal reportedly valued at around $500 million. The start-up had raised $85 million in venture funding from enterprise investors including Kleiner Perkins, SAP-backed Sapphire Ventures, and Scale Venture Partners.

Outset Medical, which is developing a new generation of kidney dialysis machines, raised $132 million in series D funding. CEO Leslie Trigg said she joined Outset after realizing this corner of health care hadn’t changed in 30 years. The investment was led by Abu Dhabi’s Mubadala, which is looking to get into U.S. health tech, and was joined by earlier backers including Baxter Ventures.

Swiss crypto start-up Dfinity raised $102 million in equity funding from Andreessen Horowitz’s crypto fund, Polychain Capital and several other firms to build what it’s calling the “World Computer,” a decentralized cloud computing network that could challenge the current cloud infrastructure giants, Amazon, Microsoft and Google.

Puls Technologies raised $50 million for its same-day repairs service. Puls (pronounced “pulse”) sends technicians to a customer’s home to fix cracked or otherwise damaged smartphones and tablets, or to install items like entertainment systems, smart speakers and automated garage door. Temasek led the round, which was joined by the company’s earlier backers including Sequoia Capital and Samsung NEXT.

Yihang.ai, a Beijing start-up that’s developing autonomous vehicle technology, raised $32 million from investors including Matrix Partners China and CICC, a joint venture investment bank in China. The company aims to become a tier 1 supplier to auto manufacturers that plan to offer self-driving cars.

A financial tech startup, Salary Finance, raised $20 million in series B funding from Legal & General and Blenheim Chalcot. The company works with medium-sized and large corporations to offer employees financial education and loans as a benefit. Employees can set up automatic payments deduced from their paychecks. The ability to get a loan at work and make automatic payments reduces employees’ need to turn to predatory or payday lenders, and helps them avoid spending too much on interest.

Singulato, which is developing smart electric vehicles, has reportedly raised around $9 million from Itochu, the Japanese trading company.The funding is a small, strategic investment in Singulato, which raised around $474 million in a series C round in April. The company plans to start manufacturing and selling its first car, an electric SUV called the iS6, by the end of 2018 in China.

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