This is our Origin Story.

Lock&Stock Mobile App

When I was a student at the University of Iowa, my dad messaged me one day while I was in class. In the spirit of full disclosure, it was a rather boring lecture, and I responded instantly. After laughing about my lack of attention span for a while, the two of us began wondering just how many students broke their concentration at the drop of a hat whenever their phones buzzed with a notification. I looked around the class, and noticed that this was actually a problem. And in that ECON 2010 lecture that day, Lock&Stock was born.

As with every time he repeats this anecdote, he ends with a chuckle.

This is how Craig Fernandes, co-founder and CEO, describes the origins of Lock&Stock. Together with his dad, co-founder and COO Ian Fernandes, Craig set out on a mission to keep the UAE’s students off their phones. To do this, the duo decided to tie the concept of staying offline to student discounts, knowing that students were by their very nature a price sensitive audience.

The mission at the heart of our young company is a staggering one. According to studies, nearly a quarter of students actively use their phones during class, and about two thirds claim to have an addiction to the rectangular shaped devices that reside in their pockets. Yes, contrary to popular opinion, nomophobia truly does exist.

After months of endless planning, client meetings and tech development, Lock&Stock finally launched in the UAE on September 24th, 2017 on the App Store and Play Store with 24 partner brands and 39 offers. With the addition of two key members to the core team, Mustafa Ahmed, who joined as Lock&Stock’s Chief Design Officer, and Hussain Aliasgar, who took over the marketing reins, we were able to close out 2017 with a little over three thousand registered students and close to one hundred partner brands.

And we never looked back. Since the turn of the year, Lock&Stock has more than quadrupled in student registrations, and now boasts over two hundred brands listed on its marketing portal (at the time of writing). Among our partners are some of the UAE’s most beloved brands, such as Vox CinemasNovo CinemasForever 21Charley’s Philly Steaks and Nando’s, as well as online behemoths ZomatoCareem and Talabat.

To date, Lock&Stock has accounted for more than 20 years of total time spent offline.

We promise to never stop innovating, so that students across the United Arab Emirates have as strong an incentive as possible to keep their phones at bay when in the classroom.

In May 2018, Lock&Stock debuted its job portal, which allows students to use their rewards to apply for available jobs and internships.

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Stornest securely stores your confidential and private information to be shared with your designated beneficiaries in case something were to happen to you.

Dubai, UAE – May, 2018

We proudly announce the launch of Stornest.com, a new digital service whose mission is offers a peace of mind by securely storing your any information that you consider confidential and private today, but that should not be lost in case something were to happen to you.

Stornest is here for you to eliminate any risk of valuable information for your loved ones would get lost. Our service is here to store your most valuable information and share it with the ones you care about if needed one day. We will securely store your financial asset information, passwords, notes, favorite photos, or anything else that you would wish your loved to have. Just in case.

How does it work? As simple as 1-2-3.

  1. Clients uploaded their data in folders that are designated to their beneficiaries (separate folder for each beneficiary)
  2. Clients choose from two ways to determine if information should be released to beneficiaries: a periodic email checkup from us or clients assign a third party to inform us in case something has happened to them
  3. If needed, we share stored information with respective beneficiaries

Security is paramount to our service

Stornest service relies on the world’s most advanced security features and infrastructure and we apply this at each step of the service, from uploading files, to storing, to sharing of files with beneficiaries.

How do we do this? We use the world's most trusted cloud storage; data transferring is encrypted at all times using 256-bit Advanced Encryption Standard (AES). To protect the data in transit between the browser and our servers, Stornest uses Secure Sockets Layer (SSL)/Transport Layer Security (TLS) for data transfer, creating a secure tunnel protected by 128-bit or higher Advanced Encryption Standard (AES) encryption.

Different clients have different needs, and our service plans and payment options are tailored to meet each client’s needs. Clients can choose from three plans, depending on their storage needs and number of beneficiaries, and payment can be made monthly, annually, or through a life-time subscription.

Visit our website www.stornest.com to learn more.

Contact person:  Stefan Mladenovski
email: stefan.m@stornest.com
telephone nu: +18383000441

Apple Inc has addressed claims that say the performance of older phones is slowed down by the iPhone maker deliberately. It was suspected that the company is trying to force customers to upgrade their phones by making their old phones run slower.

$15,000 cash prizes for 3 broadcasters                         

SWOOperstar Week 3 Winners announced

  • Live streaming mobile platform SWOO unveiled its 3rd week winners
  • Maii Abdelhady from Egypt bagged first place, has won 10,000 USD

25 December 2017- As it continues to offer unique experience to its end users and bring on high quality and engaging live stream broadcasts to the fore, SWOO, a livestreaming mobile platform, unveiled 3rd week winners for its competition themed SWOOperstar 2017, this Monday, December 25.

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Today almost none of us can imagine a life without gadgets. Smartphones, laptops and tablets make our life easier and bring fun. Unfortunately using of them gives not only advantages. Besides social problems caused by gadgets addiction, some previously rare or even unknown syndromes and disorders have appeared. Here you can find description of the most common ones and some tips. 

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In the beginning of November Broadcom Corporation, an American fabless semiconductor company has offered $103 billion for purchase of Qualcomm – a pioneer in mobile phone chips, supplying so-called modem chips to phone makers such as Samsung, LG and Apple. Broadcom made its unsolicited bid in order to become the dominant supplier of chips around the world. Mobile chipmaker rejected the offer declaring that the company was “significantly” undervalued. Broadcom was not reached for comment.

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Seems that Windows Phone era is over. Microsoft has ended support for Windows Phone 8.1 three years from its debut in April 2014. From now on, Windows phone devices will not get software updates and technical help.

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Apple is continuing its aggressive expansion of Apple Pay with the addition of four new countries: Sweden, Finland, Denmark and the United Arab Emirates.

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1. April 2012: Facebook purchases Instagram for $1 billion

Acquisition of Instagram by Facebook five years ago was not surprising – for some time before Facebook had been working on a standalone photo app. Although the price was widely derided because of low revenue of Instagram, the deal has paid off. Now Instagram has 700 million users (while it has only 30 million before the deal). The launch of Stories in Instagram – actually a Snapchat clone, was successful enough to stop Snapchat’s user growth. Reportedly, Snap CEO Evan Spiegel declined a $3 billion offer from Facebook in 2013.

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he deal concluded in 2000 between AOL and Time Warner Inc is considered the worst merger not only in the history of tech but also across the entire business world. $165 billion deal described as the “largest merger in American business history”. Two media giants were driven by the idea that the combined business would benefit from cooperation in technological infrastructure. The merger was proposed to give Time Warner the ability to digitise its content and grip a new online audience, AOL in return wanted access to Time Warner’s cable systems, and additional content to provide to its 27 million subscribers (40% of total US online subscribers). However in two years the merger resulted in a net loss of $99 billion, Time Warner Chief Jeff Bawkes described it as “the Biggest Mistake in Corporate History”, which ended with the separation of the two companies in 2009 substantially poorer than before the merger, and in 2015 Verizon bought AOL for $4.40 billion.