Why changing the face of the “superstar developer” matters

Neha Narkhede began her career as a software engineer, working at Oracle and LinkedIn. She was a co-creator of Apache Kafka, a popular open-source stream-processing software platform that was created at LinkedIn. She spoke on a panel Girl Geek Dinner while she was still in engineering there. She saw a big opportunity with Kafka and convinced her fellow Kafka co-creators to start Confluent as a B2B infrastructure company in 2014 – Kafka’s event streaming is used by 60% of Fortune 100 companies today.

Changing the face of the “superstar developer” matters for all of us

Confluent founders Jay Kreps, Neha Narkhedee, Jun Rao

With only 2% of venture capital going to women entrepreneurs, Neha beat the odds and demonstrated that it’s possible to thrive as a technical leader. She served five years as the company’s Chief Technology Officer, and recently became Chief Product Officer to continue growing the brand. Confluent’s founders recently raised Series D venture funding for the company at a valuation of $2.5 billion, and they employ over 900 people.

Silicon Valley needs more Neha’s

In the 21st century, tech companies have made entrepreneurs cool again – an acceptable career path with ambitious MBAs heading to tech instead of finance. Facebook’s Mark Zuckerberg and Salesforce’s Marc Benioff have started billion-dollar companies, with press coverage of their every sentence. Hospitals are named after them. NVIDIA’s Jensen Huang’s name is on the newest Stanford engineering building. These highly visible entrepreneurs impact the next generation of inventors and engineers.

The women of Silicon Valley haven’t made the same impact, with the exception of famous spouses. Facebook’s Sheryl Sandberg has a strong chance to make an outsized impact outside her current professional role, we shall see what she does in the future. Many accomplished, super-smart women of Silicon Valley don’t gloss nearly as many magazine covers or present as many conference keynotes. What is the story behind Amazon’s MacKenzie Bezos and her hand in building the world’s biggest business?

It’s time to stop hiding behind humility and enable the mechanisms to lift up technical women leaders, entrepreneurs and investors. That means, have a marketing/PR budget to power the promotion of your women leaders and ensure their press coverage. We need more buzzy business magazine covers with diverse faces:

Meg Whitman, Limor Fried, Yoky Matsuoka, Katrina Lake, Audrey Gelman, Arlan Hamilton
Magazine covers starring (from top left): Meg Whitman, Limor Fried, Yoky Matsuoka, Katrina Lake, Audrey Gelman, Arlan Hamilton

Neha is tracking to be the next cloud computing leader. VMware’s Diane Greene sat on Alphabet’s board (she’s also on the boards of Intuit and Stripe) and led Google Cloud as CEO until 2018. In her final Google blog post, she wrote: “I want to encourage every woman engineer & scientist to think of building their own company someday. The world will be a better place with more female founder CEOs.

The adage “You can’t be what you can’t see” means we need more women leading at the highest levels, and more technical women in the spotlight, gracing magazine covers, giving talks and interviews. We need to invest in their startups, buy from women-led businesses, and hire and retain more women in male-dominated industries.

Shining a spotlight on women in tech

Just as Grace Hopper Celebrations fill employers’ recruiting university pipelines, we need technical women to succeed at mid and senior levels as well – to be retained in addition to being hired, encouraged and recognized, paid fairly and promoted.

We need to fix the leaky pipeline in addition to hiring new grads.

Melinda Gates recently told Harvard Business Review: Go to your company and say we’re going to open more internships at different levels. How do we create pathways in?”

Angie Chang and Sukrutha Raman Bhadouria, co-founders of Girl Geek X

At Girl Geek X, we have been putting women onstage for over a decade at their companies’ dinners for networking and learning.

We love watching women progress in their career journeys, whether it’s working in big tech company, or at a startup.

Join us at an upcoming Girl Geek Dinner!

Sponsor a Girl Geek Dinner to organize one at your company / employer!

Watch the video from Confluent Girl Geek Dinner featuring Neha Narkhede, Bret Scofield, Liz Bennett, Priya Shivakumar, and Dani Traphagen on YouTube. Please subscribe to our Girl Geek X channel on YouTube for videos from our events.

This article was first published on LinkedIn Pulse by Angie Chang.

(Top Photo by: Erica Kawamoto Hsu / Girl Geek X)

Girl Geek X OpenAI Lightning Talks and Panel (Video + Transcript)

Like what you see here? Our mission-aligned Girl Geek X partners are hiring!

Gretchen DeKnikker, Sukrutha Bhadouria

Girl Geek X team: Gretchen DeKnikker and Sukrutha Bhadouria kick off the evening with a warm welcome to the sold-out crowd to OpenAI Girl Geek Dinner in San Francisco, California.   Erica Kawamoto Hsu / Girl Geek X

Transcript of OpenAI Girl Geek Dinner – Lightning Talks & Panel:

Gretchen DeKnikker: All right, everybody, thank you so much for coming tonight. Welcome to OpenAI. I’m Gretchen with Girl Geek. How many people it’s your first Girl Geek? All right, okay. Lots of returning. Thank you for coming. We do these almost every week, probably like three out of four weeks a month. Up and down the peninsula, into the South Bay or everywhere. We also have a podcast that you could check out. Please check it out, find it, rate it, review it. Give us your most honest feedback because we’re really trying to make it as awesome as possible for you guys. All right.

Sukrutha Bhadouria: Hi, I’m Sukrutha. Welcome, like Gretchen said, Angie’s not here but there’s usually the three of us up here. Tonight, please tweet, share on social media, use the hashtag GirlGeekXOpenAI. I also, like Gretchen, want to echo that we love feedback, so any way you have anything that you want to share with us. Someone talked about our podcast episodes today. If there’s any specific topics you want to hear, either at a Girl Geek Dinner or on our podcast, do share that with us. Either you can find us tonight or you can email us. Our website is girlgeek.io and all our contact information’s on there. Thank you all. I don’t want to keep you all waiting because we have amazing speakers lined up from OpenAI, so.

Sukrutha Bhadouria: Oh, one more quick thing. We’re opening up sponsorship for 2020 so if your company has not sponsored a Girl Geek dinner before or has and wants to do another one, definitely now’s the time to sign up because we fill up pretty fast. We don’t want to do too many in one month. Like Gretchen said, we do one every week so definitely would love to see a more diverse set of companies–continue to see that like we did this year. Thank you, all. Oh, and over to Ashley.

Ashley Pilipiszyn speaking

Technical Director Ashley Pilipiszyn emcees OpenAI Girl Geek Dinner.   Erica Kawamoto Hsu / Girl Geek X

Ashley Pilipiszyn: All right, thank you.

Sukrutha Bhadouria: Thanks.

Ashley Pilipiszyn: All right. Hi, everybody.

Audience: Hi.

Ashley Pilipiszyn: Oh, awesome. I love when people respond back. I’m Ashley and welcome to the first ever Girl Geek Dinner at OpenAI. We have a … Whoo! Yeah.

Ashley Pilipiszyn: We have a great evening planned for you and so excited to see so many new faces in the crowd but before we get started, quick poll. How many of you currently work in AI machine learning? Show of hands. All right, awesome. How many of you are interested in learning more about AI machine learning? Everybody’s hands should be up. All right. Awesome. We’re all on the right place.

Ashley Pilipiszyn: Before we kick things off, I’d like to give just a brief introduction to OpenAI and what we’re all about. OpenAI is an AI research lab of about 100 employees, many of whom you’re going to get to meet this evening. Definitely, come talk to me. Love meeting you. We’ve got many of other folks here, and our mission is to ensure that safe, artificial general intelligence benefits all of humanity.

Ashley Pilipiszyn: To that effect, last year we created the OpenAI Charter. The charter is our set of guiding principles as we enact this mission and serves as our own internal system of checks and balances to hold ourselves accountable. In terms of how we organize our research, we have three main buckets. We have AI capabilities, what AI systems can do. We have AI safety, so ensuring that these systems are aligned with human values. We have AI policy, so ensuring proper governance of these systems.

Ashley Pilipiszyn: We recognize that today’s current AI systems do not reflect all of humanity and we aim to address this issue by increasing the diversity of contributors to these systems. Our hope is that with tonight’s event, we’re taking a step in the right direction by connecting with all of you. With that, I would like to invite our first speaker to the stage, Brooke Chan. Please help me welcome Brooke.

Brooke Chan speaking

Software Engineer Brooke Chan from the Dota team gives a talk on reinforment learning and machine learning at OpenAI Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Brooke Chan: Yeah. Hello. Is this what I’m using? Cool. I’m Brooke Chan. I was a software engineer on the Dota 2 team here at OpenAI for the past two years. Today, I’m going to talk a little bit about our project, as well as my own personal journey throughout the course of the project.

Brooke Chan: We’re going to actually start at the end. On April 13th, we hosted the OpenAI Five Finals where we beat the TI8 world champions OG at Dota 2 in back-to-back games on stage. TI stands for The International, which is a major tournament put on by Valve each year with a prize pool upwards of $30 million. You can think of it like the Super Bowl but for Dota.

Brooke Chan: There have been previous achievement/milestones of superhuman AI in both video games and games in general, such as chess and Go, but this was the first AI to beat the world champions at an eSports game. Additionally, as a slightly self-serving update, OG also won the world championship this year at TI9 just a few weeks ago.

Brooke Chan: Finals wasn’t actually our first unveiling. We started the project back in January of 2018 and by June of 2018, we started playing versus human teams. Leading up to finals, we played progressively stronger and stronger teams, both in public and in private. Then most recently, right before finals, we actually lost on stage to a professional team at TI8, which was the tournament that OG later went on to win.

Brooke Chan: Let’s go back to the basics for a minute and talk about what is reinforcement learning. Essentially, you can think of it as learning through trial and error. I personally like to compare it to dog training so that I can show off pictures of my dog. Let’s say that you want to teach a dog how to sit, you would say sit and just wait for the dog to sit, which is kind of a natural behavior because you’re holding a treat up over their head so they would sit their butt down and then you would give them that treat as a reward.

Brooke Chan: This is considered capturing the behavior. You’re making an association between your command, the action and the reward. It’s pretty straightforward for simple behaviors like sit but if you want to teach something more complicated, such as like rolling over, you would essentially be waiting forever because your dog isn’t just going to roll over because it doesn’t really understand that is something humans enjoy dogs doing.

Brooke Chan: In order to kind of teach them this, you instead reward progress in the trajectory of the goal behavior. For example, you reward them for laying down and then they kind of like lean over a little bit. You reward them for that. This is considered to be shaping rewards. You’re like teaching them to explore that direction in order to achieve ultimately your goal behavior.

Brooke Chan: Dota itself is a pretty complicated game. We can’t just reward it by purely on winning the game because that would be relatively slow so we applied this technique of shaped rewards in order to teach the AI to play the game. We rewarded it for things like gold and kills and objectives, et cetera. Going more into this, what is Dota?

Brooke Chan: Dota is a MOBA game which stands for multiplayer online battle arena. It’s a little bit of a mouthful. It’s a game that was developed by Valve and it has an average of 500,000 people playing at any given time. It’s made up of two teams of five and they play on opposite sides of the map and each player controls what’s considered a hero who has a unique set of abilities.

Brooke Chan: Everyone starts off equally weak at the beginning of the game, which means that they’re low levels and they don’t have a lot of gold and the goal is that over the course of a 30 to 60-minute game, they earn gold and become stronger and eventually, you destroy your opponent’s base. You earn gold and experience across the map through things like small fights or like picking people off, killing your enemy, taking objectives, things like that. Overall, there’s a lot of strategy to the game and a lot of different ways to approach it.

Brooke Chan: Why did we pick Dota? MOBAs in general are considered to be one of the more complex video games and out of that genre, Dota is considered the most complex. Starting off, the games tend to be pretty lengthy, especially in terms of how RL problems typically are, which means that strategy tends to be hard with a pretty delayed payoff. You might rotate into a particular lane in order to take an objective that you might not be able to take until a minute or a minute and a half later. It’s something that’s kind of like hard to associate your actions with the direct rewards that you end up getting from them.

Brooke Chan: Additionally, as opposed to games like Go and chess, Dota has partial information to it, which means that you only get vision around you and your allies. You don’t have a full state of the game. You don’t know where your enemies are and this leads to more realistic decision-making, similar to our world where you can’t like see behind walls. You can’t see beyond what your actual vision gives you.

Brooke Chan: Then, finally, it has both a large action and observation space. It’s not necessarily solvable just by considering all the possibilities. There’s about 1,000 actions that you can take at any given moment and the state you’re getting back has the value size of about 20,000. To put it in perspective, on average, your game of chess takes about 40 moves and Go takes about 150 moves and Dota is around 20,000 moves. That means that the entire duration of a game of chess really wouldn’t even get you out of the base in Dota.

Brooke Chan: This is a graph of our training process. On the left, you have workers that all play the game simultaneously. I know it’s not super readable but it’s not really important for this. Each game that they’re playing in the top left consists of two agents where an agent is considered like a snapshot of the training. The rollout workers are dedicated to these games and the eval workers who are on the bottom left are dedicated to testing games in between these different agents.

Brooke Chan: All the agents at the beginning of the training start off random. They’re basically picking their actions randomly, wandering around the map doing really awfully and not actually getting any reward. The machine in green is what’s called the optimizer so it parses in all of these rollout worker games and figures out how to update what we call the parameters which you can consider to be the core of its decision-making. It then passes these parameters back into the rollout workers and that’s how you create these continually improving agents.

Brooke Chan: What we do then is we take all of these agents and we play them against all the other agents in about 15,000 games in order to get a ranking. Each agent gets assigned a true skill, which is basically a score calculated on its win-loss records against all the other agents. Overall, in both training and evaluation, we’re really not exposing it to any kind of human play. The upside of this is that we’re not influencing the process. We know that they’re not just emulating humans and we’re not capping them out at a certain point or adding a ceiling on it based on the way that humans play.

Brooke Chan: The downside of that is that it’s incredibly slow. For the final bot that we had play against OG we calculated that it had about 45,000 years of training that went into it. Towards the end of training, it was consuming about approximately 250 years of experience per day. All of which we can really do because it’s in simulation and we can do it both asynchronously and sped up.

Brooke Chan: The first time they do get exposed to human play is during human evaluations. They don’t actually learn during any of these games because we are taking an agent, which is a snapshot and frozen in time and it’s not part of the training process. We started off playing against our internal team and our internal team was very much not impressive. I have us listed as 2K MMR, which is extremely generous. MMR means matchmaking rating which is a score that Valve assigns to the ranked play. It’s very similar to true skill. 2K is very low.

Brooke Chan: We were really quickly surpassed. We then moved on to contract teams who were around like 4K-6K MMR and they played each week and were able to give us feedback. Then in the rare opportunities, we got to play against professional teams and players. Overall, our team knew surprisingly little about Dota. I think there are about four people on our team who had ever played Dota before and that’s still true post-project, that no one really plays Dota.

Brooke Chan: This leads us to our very surprising discovery that complicated games are really complicated and we dug ourselves into this hole. We wanted a really complicated game and we definitely got one. Since the system was learning in a completely different way than humans, it became really hard to interpret what it was actually trying to do and not knowing what it was trying to do mean we didn’t know if it was doing well, if it was doing poorly, if it was doing the right thing. This really became a problem that we faced throughout the lifetime of our project.

Brooke Chan: Having learned this, there was no way to really ask it what it was thinking. We had metrics and we could surface like stats from our games but we were always leveraging our own intuition in order to interpret what decisions it was making. On the flip side, we also had human players that we could ask, but it turned out it was sometimes tough to get feedback from human players.

Brooke Chan: Dota itself is a really competitive game, which means that its players are very competitive. We got a lot of feedback immediately following games, which would be very biased or lean negatively. I can’t even count the number of times that a human team would lose maybe like, “Oh, this bot is terrible” and I was like, “Well, you lost. How is it terrible? What is bad about it?” This would create this back and forth that led to this ultimate question of is it bad or is it just different? Because, historically, humans have been the source on how to play this game. They make up the pro scene, they make up the high skill players. They are always the ones that you are going to learn from. The bots would make a move and the humans say it was different and not how the pros play and therefore, it’s bad. We always had to take the human interpretation with this kind of grain of salt.

Brooke Chan: I want to elaborate a little bit more about the differences because it goes just beyond the format of how they learn. This game in general is designed to help humans understand the game. It has like tooltips, ability descriptions, item descriptions, et cetera. As an example, here’s a frozen frame of a hero named Rana who’s the one with the bright green bar in the bottom left. She has an ability that makes you go invisible and humans understand what being invisible means. It means people can’t see you.

Brooke Chan: On the right, what we see is where we have like what the AI sees and it’s considered their observation space, it’s our input from the game. We as engineers and researchers know that this particular value is telling you whether or not you’re invisible. When we hit this ability, you can see that she gets like this little glow to her which indicates that she’s invisible and people understand that. The AI uses this ability and sees that the flag that we marked as invisible goes from 0 to 1 but they don’t see the label for that and they don’t really even understand what being invisible means.

Brooke Chan: To be honest, learning invisibility is not something trivial. If you’re walking down the street and all of a sudden, you were invisible, it’s a little bit hard to tell that anything actually changed. If you’ve ever seen Sixth Sense, maybe there’s some kind of concept there, but additionally, at the same time, all these other numbers around it are also changing due to the fact that there’s a lot of things happening on the map at once.

Brooke Chan: Associating that invisibility flag, changing directly to you, activating the ability is actually quite difficult. That’s something that’s easy for a human to do because you expect it to happen. Not to say that humans have it very easy, the AI has advantages too. The AI doesn’t have human emotions like greed or frustration and they’re always playing at their absolute 100% best. They’re also programmatically unselfish which is something that we did. We created this hyper parameter called team spirit which basically says that you share your rewards with your buddy. If you get 10 gold or your buddy gets 10 gold, it’s totally interchangeable. Theoretically, in a team game, that should be the same case for humans but inherently, it’s not. People at its core are going to play selfishly. They want to be the carrier. They want to be winning the game for the team.

Brooke Chan: All these things are going to influence pretty much every decision and every behavior. One pretty good example we have of this is called buybacks. Buybacks is a mechanic where when you die in the game, you can pay money in order to immediately come back to life and get back on the map. When we first enabled the AI to do this, there was a lot of criticism that we got. People were saying, “Oh, that’s really bad. They shouldn’t be wasting all their money” because the bots would always buy back pretty much immediately.

Brooke Chan: Over time, we continue doing this behavior and people kept saying, “Oh, that’s bad. You should fix it.” We’re like, “Well, that’s what they want to do.” Eventually, people started seeing it as an advantage to what we had, as an advantage to our play style because we were able to control the map. We were able to get back there very quickly and we were able to then force more fights and more objectives from it.

Brooke Chan: As a second self-serving anecdote, at TI9, there were way more buybacks way earlier and some people pointed this out and maybe drew conclusions that it was about us but I’m not actually personally going to make any statement. But it is one example of the potential to really push this game forward.

Brooke Chan: This is why it was difficult to have human players give direct feedback on what was broken or why because they had spent years perfecting the shared understanding of the game that is just like inherently different than what the bots thought. As one of the few people that played Dota and was familiar with the game and the scene, in the time leading up to finals, this became my full-time job. I learned to interpret the bot and how it was progressing and I kind of lived in this layer between the Dota community and ML.

Brooke Chan: It became my job to figure out what was most critical or missing or different about our playstyle and then how to convert that into changes that we could shape the behavior of our bot. Naturally, being in this layer, I also fell into designing and executing all of our events and communication of our research to the public and the Dota community.

Brooke Chan: In designing our messaging, I had the second unsurprising discovery that understanding our project was a critical piece to being excited about our results. We could easily say, “Hey, we taught this bot to learn Dota” and people would say, “So what? I learned to play Dota too. What’s the big deal?” Inherently, it’s like the project is hard to explain because in order to understand it and be as excited as we were, you had to get through both the RL layer which is complicated, and the Dota layer which is also complicated.

Brooke Chan: Through planning our events, I realized this was something we didn’t really have a lot of practice on. This was the first time that we had a lot of eyes on us belonging to people with not a lot of understanding of reinforcement learning and AI. They really just wanted to know more. A lot of our content was aimed at people that came in with the context and people that were already in the field.

Brooke Chan: This led me to take the opportunity to do a rotation for six months on the communications team actually working under Ashley. I wanted to be part of giving people resources to understand our projects. My responsibilities are now managing upcoming releases and translating our technical results to the public. For me, this is a pretty new and big step. I’ve been an engineer for about 10 years now and that was always what I loved doing and what I wanted to do. But experience on this team and growing into a role that didn’t really exist at the time allowed me to tackle other sorts of problems and because that’s what we are as engineers at the core, we want to be problem solvers.

Brooke Chan: That’s kind of my takeaway and it might seem fairly obvious but sometimes deviating from your path and taking risks let you discover new problems to work on. They do say that growth tends to be at the inverse of comfort so that means that the more you push yourself out of your comfort zone and what you’re used to, the more you give yourself opportunities for new challenges and discovering new skills. Thank you.

Lilian Weng

Research Scientist Lilian Weng on the Robotics team gives a talk on how her team uses reinforcement learning to learn dexterous in-hand manipulation policies at OpenAI Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Lilian Weng: Awesome. Cool. Today, I’m going to talk about some research projects with that at OpenAI robotics team. One big picture problem at our robotics team is to develop the algorithm to power general-purpose robots. If you think about how we humans are living this world, we can cook, we lift to move stuff, we add some more items with different tools. We fully utilize our body and especially our hands to do a variety of tasks. To some extent, we are general-purpose robots, okay?

Lilian Weng: That’s, we apply the same standard to our definition of such a thing. A general-purpose robot should be able to interact with a very complicated environment of the real world and able to manipulate all kinds of objects around it. However, unfortunately, most consumer-oriented robots nowadays are either just toys or very experimental or focus on specific functionalities and they are robots like factory arms or medical robots. They can interact with the environment and operating tools but they’re really operated by humans so human controls every move or they just play back a pre-programmed trajectory. They don’t really understand the environments and they cannot move autonomously.

Lilian Weng: In our projects, we’re taking a small step towards this goal and in this we try to teach a human-like robot hand to do in-hand manipulation by moving the objects. This is a six-phase block with OpenAI letters on it, move that to a target orientation. We believe this is an important problem because a human-like robot hand, it’s a universal effort. Imagine we can control that really well, we can potentially automate a lot of tasks that are currently done by human. Unfortunately, not a lot of progress have been made on human-like robot hand due to the complexity of such a system.

Lilian Weng: Why it is hard? Okay. First of all, the system has very high dimensionalities. For example, in our robot, which is as you can see this cool illustration. Shadow dexterity hand, it has 24 joints and 20 actuators. The task is especially hard because during the manipulation, a lot of observations are occluded and they can be noisy. For example, your sensor reading can be wrong and your sensor reading can be blocked by the object itself. Moreover, it’s virtually impossible to simulate your physical world 100% correctly.

Lilian Weng: Our approach for tackling this problem is to use reinforcement learning. We believe it is a great approach for learning how to control robots given that we have seen great progress and great success in many applications by reinforcement learning. You heard about OpenAI Five, the story of point AlphaGo and it will be very exciting to see how reinforcement learning can not only interact with this virtual world but also have an impact on our physical reality.

Lilian Weng: There is one big drawback of reinforcement learning model. In general, today, most of the models are not data efficient. You need a lot of training sample in order to get a good model trained. One potential solution is you build a robot farm. You just collect all the data in parallels with hundreds of thousands of robots but imagine just given how fragile a robot can be. It is very expensive to build and maintain. If you think of another problem, a new problem, or you want to work with new robots, it’s very hard to change. Furthermore, your data can get invalidated very quickly due to small changes in your robot status.

Lilian Weng: As that, we decided to take the sim2real approach, that is you train your model every single simulation but deploy that on physical robots. Here shows how we control the hand simulation. The hand is moving the object to a target orientation. The target is shown on the right so whenever the hand achieved the goal, we just sample a new goal. It just keeps on doing that and we cap the number of success at 50.

Lilian Weng: This is our physical setup. Everything is mounted in this giant metal cage. It’s like this big. The hand is mounted in the middle. It’s surrounded with a motion caption system. It’s actually the system that people use for filming special effects films, like the actor has dots on their bodies, kind of similar. This system tracks the five fingertip positions in the 3D space. We also have three high-resolution cameras for capturing images as input to our vision model. Our vision model predicts positional orientation of the block. However, our proposal sim2real approach might fail dramatically because there are a lot of model difference between simulation and reality. If your model all refer to the simulation, it can perform super poorly, the real robots.

Lilian Weng: In order to overcome this problem, we decided to take … we use reinforcement learning, okay. We train everything simulations so that we can generate technically, theoretically infinite amount of data. In order to overcome the sim2real difference, we use domain randomization.

Lilian Weng: Domain randomization refer to an idea of randomized different elements in simulation so that your policy can be exposed to a variety of scenarios and learn how to adapt. Eventually, we expand the policy to able to adapt to the physical reality.

Lilian Weng: Back in … This idea is relative news. I think they first proposed it in 2016. The researchers try to train a model to control drone like fly across furnitures or the indoor scenarios. They randomized the colors and texture of the walls and furnitures and without seeing any real-world images, they show that it performs pretty well in reality.

Lilian Weng: At OpenAI, we use the same approach to train a better model to protect the position orientation of the objects. As you can see some of the randomization looks totally unrealistic but somehow it worked very well when we feed the model with real images. Later, we also showed that you can randomize all the physical dynamics in simulations and this robot trained with domain randomization worked much better than the one without.

Lilian Weng: Let’s see the results. Okay. I’m going to click the … You really struggle a little bit at the first goal. Yes, okay. The ding indicates one success. This video will keep on going until goal 50 so it’s very, very long but I personally found it very soothing to look at it. I love it.

Lilian Weng: I guess that’s enough. This is our full setup of the training so in the box A, we generate a large number of environments in parallels in which we randomize the physical dynamics and the visual appearance. Based on those, we train two models independently. One is a policy model which takes in the fingertip position and object pose and the goal and output, a desired joint position of the hand so that we can control the hand. Another model is the vision that takes in three images from different camera angles and output the position orientation of the object.

Lilian Weng: When we deploy this thing into the real world, we combine the vision prediction based on the real images together with a fingertip position tracked by the motion capture system and feed that into our policy control model and output action so that then we just send it to the real robot and everything starts moving just like the movie shown. When we train our policy control model, we’ve randomized all kinds of physical parameter in the simulator such as masses, friction coefficient, motor gain, damping factor, as well as noise on the action, on observation. For a revision model, we randomized camera position, lighting, material, texture, colors, blah, blah, blah, and it just worked out.

Lilian Weng: For our model’s architecture, I’ll just go very quickly here. The policy, it’s a pretty simple recurrent unit. Has one layer of really connective layer and the LSTM. The vision model is a straightforward, multi-camera setup. All the three cameras share this RestNet stack and followed by a spatial softmax.

Lilian Weng: Our training framework is distributed and synchronized PBO, proximal policy optimization model. It’s actually the same framework used for training OpenAI Five. Our setup allowed us to generate about two years simulated experience per hour, which corresponds to 17,000 physical robots, so the gigantic robot factory and simulation is awesome.

Lilian Weng: When we deploy our model in reality, we noticed a couple of strategies learned by the robot like finger pivoting, sliding, finger gaiting. Those were also commonly used by human and interestingly, we never explicitly give it words or encouraged those strategies. They would just emerge autonomously.

Lilian Weng: Let’s see some numbers. In order to compare different versions of models, we deployed the models on the real robots and count how many successes the policy can get up to 50 before it dropped the block or time out. We first tried to deploy a model without randomization at all. It got a perfect performance in simulation but look, you can see it’s zero success median. Super bad on the real robot.

Lilian Weng: Then we’re adding domain randomization. The policy becomes much better because 13 success medians, maximum 50. Then we used RGB cameras in our vision model to track the objects. The performance only dropped slightly, still very good. The last one, I think this one’s very interesting because I just mentioned that our policies are recurrent units so like LSTM, it has internal memories.

Lilian Weng: Well, interesting, see how important this memory is so we replaced this LSTM policy with a FIFO or NAS and deployed that on robot and the performance dropped a lot, which indicates that memory play an important role in the sim2real transfers. Potentially, the policy might be using the memory and try to learn how to adapt.

Lilian Weng: However, training in randomized environments does come with a cost. Here we plot the number of success in simulation as a function of simulated experiencing measured in year. If you don’t apply randomization at all, the model can learn to achieve 40 success with about three years simulated experience but in order to get to same number like 40 success in a fully randomized environment took 100 years.

Lilian Weng: Okay, to quick summary. We’ve shown that this approach, reinforcement learning plus training simulation plus domain randomization worked on the real robot and we would like to push it forward. Thank you so much. Next one is Christine.

Christine Payne speaking

Research Scientist Christine Payne on the Music Generation team gives a talk on how MuseNet pushes the boundaries of AI creativity, both as an independent composer, and as a collaboration tool with human artists.  Erica Kawamoto Hsu / Girl Geek X

Christine Payne: Thank you. Let’s see. Thank you. It’s really great to see all of you here. After this talk, we’re going to take a short break and I’m looking forward to hopefully getting to talk to a lot of you at that point. I’ve also been especially asked to announce that there are donuts in the corner and so please help us out eating those.

Christine Payne: If you’ve been following the progress of deep learning in the past couple years, you’ve probably noticed that language generation has gotten much, much better, noticeably better in the last couple of years. But as a classical pianist, I wondered, can we take the same progress? Can we apply instead to music generation.

Christine Payne: Okay, I’m not Mira. Sorry. Hang on. One moment, I think we’re on the wrong slide deck. All right, sorry about that. Okay, trying again. Talking about music generation. You can imagine different ways of generating music and one way might be to do a programmatic approach where you say like, “Okay, I know that drums are going to be a certain pattern. Harmonies usually follow a certain pattern.” You can imagine writing rules like that but there’s whole areas of music that you wouldn’t be able to capture with that. There’s a lot of creativity, a lot of nuance, the sort of things that you really want a neural net to be able to capture.

Christine Payne: I thought I would dive right in by playing a few examples of MuseNet, which is this neural net that’s been trained on this problem of music generation. This first one is MuseNet trying to imitate Beethoven and a violin piano sonata.

Christine Payne: It goes on for a while but I’ll cut it off there. What I’m really trying to go with in this generation process is trying to get long-term structure so both the nuance and the intricacies of the pieces but also something that stays coherent over a long period of time. This is the same model but instead trying to imitate jazz.

Christine Payne: Okay, and I’ll cut this one off too. As you maybe could tell from those samples, I am more interested in the problem of composing the pieces themselves, so sort of where the notes should be and less in the actual quality of the solemnness and the timbre. I’ve been using a format that’s called MIDI which is an event-based system of writing music. It’s a lot like how you would write down notes in a music score. Like this note turns on at this moment in time played by this instrument maybe at this volume but you don’t know like this amazing cellist actually made it sound this way so I’m throwing out all of that kind of information.

Christine Payne: But the advantage of throwing that out is then you can get this longer-term structure. To build this sort of dataset, it involves a little bit of begging for data. I’ve had a bunch of people like BitMidi and ClassicalArchives were nice enough to just send me their collections and then a little bit of scraping and also MAESTRO’s Google Magenta’s dataset and then also a bunch of scraping online sets.

Christine Payne: The architecture itself, here I’m drawing really heavily from the way we do language modeling and so we use a specific kind of neural net that’s called a transformer architecture. The advantage of this architecture is that it’s specifically good at doing long-term structure so you’re able to look back not only at things that have happened in the recent past but really, you can look back like what happened in the music a minute ago or something like that, which is not possible with most other architectures.

Christine Payne: In the language world, I’d like to think of this, the model itself is trained on the task of what word is going to come next. It might initially see just like a question mark so it knows it’s supposed to start something. In English, we know like maybe it’s the or she or how or some like that. There’s some good guesses and there’s some like really bad guesses. If we know now the first word is hello then we’ve kind of narrowed down what we expect our next guesses should be. It might be how, it might be my, it’s probably not going to be cat. Maybe it could be cat. I don’t know.

Christine Payne: At this point, we’re getting pretty sure–like a trained model should actually be pretty sure that there should be a good 90% chance the next word is name and now it should be like really 100% sure or like 99.5% sure or whatever that the next word is going to be is. Then here we hit kind of an interesting branching point where there are tons of good answers so lots of names could be great answers here, lots of things could also be really bad answers so we don’t expect to see like some random verbs, some random … There are lots of things that we think would be bad choices but we get a point here to branch in good directions.

Christine Payne: The idea is once you have a model that’s really good at this, you can then turn it into a generator by sampling from the model according to those probabilities. The nice thing is you get the coherent structure. When you get a moment like this, you know like I have to choose … In music, it’s usually like I have to choose this rhythm, I have to choose … like if I choose the wrong note, it’s just going to sound bad, things like that. But then there are also a lot of points like this where the music can just go in fun and interesting different directions.

Christine Payne: But of course, now we have the problem of how do you translate words, how do you translate this kind of music into a sequence of words that the model can do. The system that I’m using is very similar to how MIDI itself works. I have a series of tokens that the model will always we see. Initially, it’ll always see the composer or the band or whoever wrote the piece. It’ll always see what instrument to expect in the piece or what set of instruments.

Christine Payne: Here, it sees the start token because it’s at the start of this particular piece and a tempo. Then as the piece begins, we have a symbol that this C and that C each turn on with a certain volume and then we have a token that says to wait a certain amount of time. Then as it moves forward, the volume zero means that first note just turned off and the G means the next note turns on. I think we have to wait and similarly, here the G turns off, the E turns on and we wait. You can just progress through the whole set of music like this.

Christine Payne: In addition to this token by token thing, I’m helping the model out a little bit by giving it a sense of the time that’s going on. I’m also giving it an extra embedding that says everything that happens in this purple line happens in the same amount of time or at the same moment in time. Everything in blue is going to get a different embedding that’s a little bit forward in time and so forth.

Christine Payne: The nice thing about an embedding or a system like this is that it’s pretty dense but also really expressive. This is the first page of a Chopin Ballade that is like actually encapsulates how the pianist played it, the volumes, the nuances, the timings, everything like that.

Christine Payne: The model is going to see that sequence of numbers like that. Like that first 1444 I think means it must mean Chopin and the next one probably means piano and the next one means start, that sort of thing. The first layer for the model, what it has to do is it needs to translate that number into a vector of numbers and then it can sort of learn a good vector that’ll represent so it’ll get a sense of like this is what it means to be Chopin or this is what it means to be like a C on a piano.

Christine Payne: The nice thing you can do once … The model will learn. Like initially it starts out with a totally random sense so it has no idea what those numbers should be but in the course of training, it’ll learn better versions of that. What you can do is you can start to map out what it’s learned for these embeddings. For example, this is what it’s learned for a piano scale like all the notes on a piano and it’s come to learn that like all of these As are kind of similar, that the notes relate to each other. This is like moving up on a piano. It’s hard to tell here but it’s learned little nuances like up a major third is closer than like up a tritone or stuff like that. Like actually really interesting musical stuff.

Christine Payne: Along with the same thing, given the fact that I’m always giving it this genre token and then the instrument token, you can look at the sort of embeddings it’s learned for the genres itself. Here, the embedding it’s learned for all these French composers. Ends up being pretty similar. I actually like that Ravel wrote like in the style of Spanish pieces and then there’s the Spanish composer that’s connected to him so like it makes a lot of good sense musically. Similarly, like over in the jazz domain, a lot of the ones. I think there are a couple of random ones that made no sense at all. I can’t remember now off the top of my head. It’s like Lady Gaga was connected to Wagner or something like but mostly, it made a lot of great sense.

Christine Payne: The other kind of fun thing you can do once you have the style tokens is you can try mismatching them. You can try things like literally taking 0.5 of the embedding for Mozart plus 0.5 of the embedding of jazz and just like adding them together and seeing what happens or in this case what I’m doing is I’m giving it the token for Bon Jovi, instruments for bands, but then I’m giving it the first six notes of a Chopin Nocturne. Then the model just has to generate as best it can at that point.

Christine Payne: You’ll hear at the start of this, it’s very much how the Chopin Nocturne itself sounds. I’ve cut off the very, very beginning of it but you’ll hear–so that left-hand pattern is going to be like straight out of Chopin and then well, you’ll see what happens.

Christine Payne: Sorry, it’s so soft but it gets very Bon Jovi at this point, the band kicks in. I always loved it like Chopin looks a little shocked but I really love that it manages to keep the left-hand pattern of the Nocturne going even though it’s like now thinks it’s in this pop sort of style.

Christine Payne: The other thing I’ve been interested in this project is in how musicians and everyone can use generators like this. If you go to our OpenAI blog you can actually play with the model itself. We’ve created, along with Justin and Eric and Nick, a sort of prototype tool of how you might co-compose pieces using this model. What you can do is you can specify the style and the instruments, how long a segment you want the model to generate and you hit start and the model will come back with four different suggestions of like how you might begin a piece in this style. You go through and you pick your favorite one, you hit the arrow again to keep generating and the model will come up with four new different ways. You can continue on this way as long as you want.

Christine Payne: What I find kind of fun about this is you’re actually really … like it feels like I’m composing but not at a note by note level and so I was really interested in how humans will be able to, and musicians will be able to guide composing this way. Just kind of wrapping up, I thought I would play an example of … This is one guy who took both GPT-2 to write the lyrics, which I guess is hence the Covered in Cold Feet and then MuseNet to do the music. It’s a full song but I’ll just play the beginning of it that he then recorded himself.

Christine Payne: (singing)

Christine Payne: Visit the page to hear the whole song but it’s been really fun to see those versions. The song, I ended up singing it the entire day. It gets really catchy but it’s been really fun to see musicians start to use it. People have used it to finish composing symphonies or to write full pieces, that sort of thing.

Christine Payne: In closing, I just wanted to share I’ve gone through this crazy path of two years ago being a classical pianist to now doing AI research here and I just wanted to … I didn’t know that Rachel was going to be right here. Give a shout out to fast.ai. She’s the fast.ai celebrity here but yeah. This has been my path, been doing it. These are the two courses I particularly love, fast.ai and deeplearning.ai and then I also went through OpenAI’s Scholars program and then the Fellows Program. Now I’m working here full-time, but happy to talk to anybody here if they’re interested in this sort of thing.

Christine Payne: The kind of fun thing about AI is that there’s so much that’s still wide open and it’s really helpful to come from different backgrounds where you bring a … It’s amazing how if you bring a new perspective or a new insight, there are a lot of things that are still just wide open that you can figure out how to do. I encourage anyone to come and check it out. We’ll have a concert. Thank you.

Mira Murati speaking

RL Team Manager Mira Murati gives a talk about reinformatiion learning and industry trends at OpenAI Girl Geek Dinner.   Erica Kawamoto Hsu / Girl Geek X 

Mira Murati: Hey, everyone, I’m Mira Murati and I’ll talk a little bit about the advancements in reinforcement learning from the lens of our research team here at OpenAI. Maybe I’ll kick things off by just telling you a bit about my background and how I ended up here.

Mira Murati: My background is in mechanical engineering but most of my work has been dedicated to practical applications of technology. Here at OpenAI, I work on Hardware Strategy and partnerships as well as managing our Reinforcement Learning research team alongside John Schulman, who is our lead researcher. I also manage our Safe Reinforcement Learning team.

Mira Murati: Before coming to OpenAI, I was leading the product and engineering teams at Leap Motion, which is a company that’s focused on the issue of human machine interface. The challenge with the human machine interface, as you know, is that we’ve been enslaved to our keyboard and mouse for 30 years, basically. Leap Motion was trying to change that by increasing the bandwidth of interaction with digital information such that, just like you see here, you can interact … Well, not here, with the digital space in the same natural and high bandwidth way that you interact with your physical space. The way you do that is using computer vision and AI to track your fingers in space and bring that input in virtual reality or augmented reality in this case.

Mira Murati: Before that, I was at Tesla for almost three years leading the development and launch of the Model X. That’s enough about me. I’ll touch a bit about on the AI landscape as a whole, just to offer a bit of context on the type of work that we’re doing with our Reinforcement Learning team. Then I’ll talk a bit about the impact of this work, the rate of change in the field as well as the challenges ahead.

Mira Murati: As you know, the future has never been bigger business. Every day we wake up to headlines like this and a lot of stories talking about the ultimate conversions where all the technologists come together to create the ultimate humankind dimension, that of general artificial intelligence. We wonder what this is going to do to our minds and to our societies, our workplaces and healthcare. Even politicians and cultural commentators are aware of what’s happening with AI to some extent, and politicians like this, to the extent that there’s a lot of nations out there that have published their AI strategies.

Mira Murati: There is definitely a lot of hype, but there is also a ton of technological advancement that’s happening. You might be wondering what what’s driving these breakthroughs. Well, so a lot of advancements in RL are driving the field forward and my team is working on some of these challenges through the lens of reinforcement learning.

Mira Murati: Both Brooke and Lilian did a great job going over reinforcement learning so I’m not going to touch too much upon that, but basically, to reiterate, it is you’re basically learning through trial and error. To provide some context for our work, I want us to take a look at …

Mira Murati: Oh, okay. There’s music. I wanted to take a look at this video where first you see this human baby, nine months old, how he is exploring the environment around him. You see this super high degrees of freedom interaction with everything around him. I think this is four hours of play in two minutes. In some of the things that this baby does like handling all these subjects, rolling around all this stuff, this is almost impossible for machines to do as you saw from Lilian’s talk.

Mira Murati: Then … Well, he’s going to keep going, but let’s see. Okay, now that … What I want to show you is … Okay, this is not working, but basically, I wanted you to show you that by contrast, so you have this video game over there where you would see this AI agent that’s basically trying to cross this level and makes the same mistakes over and over again. The moral of the story is that AI agents are very, very limited when they’re exploring their environment. Human babies just nine months old have this amazing ability to explore their environment.

Mira Murati: The question is, why are humans so good at understanding the environment around them? Of course, humans … We have this baby running in the playground. Of course, humans are very good at transferring knowledge from one domain to another, but there is also prior knowledge from evolution and also, from your prior life experiences. For example, if you play a lot of board games and I asked you to play a new one that you have never seen before, you’re probably not going to start learning that new game from scratch. You will apply a lot of the heuristics that you have learned from the previous board game and utilize those to solve this new one.

Mira Murati: It’s precisely this ability to abstract, this conceptual knowledge that’s based on or learned from perceptual details of real life that’s actually a key challenge for our field right now and we refer to this as transfer learning.

Mira Murati: What’s the state of things? There’s been a lot of advancements in machine learning and particularly in reinforcement learning. As you heard from the talks earlier, new datasets drive a lot of the advancements in machine learning. Our Reinforcement Learning team built a suite of games, thousands of games, that in itself you think playing video games is not so useful, but actually, they’re a great test bed because you have a lot of problem-solving and also content that’s already there. It comes for free in a way.

Mira Murati: The challenge that our team has been going after is how can we solve a previously unseen game as fast as a human, or even faster, given prior experiences with similar games. The Gym Retro dataset helps us do that. I was going to say that some of the games look like this but the videos are not quite working. But in a way, the Gym Retro dataset, you can check it out on the OpenAI blog, emphasizes the weaknesses of AI which is that of grasping a new task quickly and the ability to generalize knowledge.

Mira Murati: Why do all these advancements matter and what do the trends look like? It’s now just a bit over 100 years after the birth of the visionary mathematician Alan Turing and we’re still trying to figure out how hard it’s going to be to get to general artificial intelligence. Machines have surpassed us at very specific tasks but the human brain sets a high bar for what’s AI.

Mira Murati: In the 1960s and ’70s, this high bar was a game of chess. Chess was long considered the summit of human intelligence. It was visual, tactical, artistic, intelligence, mathematical, and chess masters could remember every single game that they played, not to mention that of their competitors, and so you can see why chess became such a symbol of mastery or a huge achievement of the human brain. It combined insight and forward planning and calculation, imagination, intuition, and this was until 1996, when the Deep Blue machine, chess machine from IBM was able to beat Garry Kasparov. If you had brought someone from the 1960s to that day, they would be completely astonished that this had happened but in 1996, this did not elicit such a reaction because in a way, Deep Blue had cheated by utilizing the power of hardware of Moore’s law. It leveraged the advancements in hardware to beat Garry Kasparov at chess.

Mira Murati: In a way, this didn’t show so much the advancements in AI, but rather that chess was not the pinnacle of human intelligence. Then the human sights were set on the Chinese game of Go, which is much more complex and just with brute force, you’d be quite far from solving Go, the game of Go with brute force and where we stand with hardware today. Then of course, in 2016, we saw the DeepMind’s AlphaGo beat Lee Sedol in Korea and that was followed by advancements in AlphaGo Zero. OpenAI robotics team of course, used some of the algorithms developed in the RL team to manipulate the cube and then we saw very recently, obviously, the Dota 5v5 beat the world champions.

Mira Murati: There’s been a very strong accelerating trend of advancements pushed by reinforcement learning in general. However, there’s still a long way to go. There are a lot of questions with reinforcement learning and in figuring out where the data is coming from and what actions do you take early on that get you the reward later. Also issues of safety, how do you learn in a safe way and also how do you continue to learn once you’ve gotten really good? Think of self-driving cars, for example. We’d love to get more people thinking about this type of challenges and I hope that some of you will join us in doing so. Thank you.

Amanda Askell speaking

Research Scientist Amanda Askell on the Policy team gives a talk on AI policy at OpenAI Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Amanda Askell: Okay, can everyone hear me? Cool. We’ve had like a lot of talks on some of the technical work that’s been happening at OpenAI. This talk is going to be pretty introductory because I guess I’m talking about what is quite a new field, but as Ashley said at the beginning, it’s one of the areas that OpenAI focuses on. This is a talk on AI policy and I’m a member of the policy team here.

Amanda Askell: I realize now that this picture is slightly unfortunate because I’m going to give you some things that look like they’re being produced by a neural net when in fact this is just an image because I thought it looked nice.

Amanda Askell: The core claims behind why we might want something like AI policy to exist in the world are really simple. Basically, AI has the potential to be beneficial. Hopefully, we can agree with this. We’ve had lots of talks showing how excellent AI can be and things that it can be applied to. AI also has the potential to be harmful so I’ll talk a little bit about this in the next slide but you know we hear a lot of stories about systems that just don’t behave the way that they’re creators intended to when they’re deployed in the world, systems that can be taken over by people who want to use them for malicious purposes. Anything that has this ability to do great things in the world can also be either misused or lead to accidents.

Amanda Askell: We can do things that increase the likelihood that AI will be beneficial so hopefully, that’s also fairly agreed-upon. But also that this includes making sure that the environment the AI is developed in is one that incentivizes responsible development. They’re like nontechnical things that we can do to make sure that AI is beneficial.

Amanda Askell: I think these are all like really simple and this leads to this idea that we should be doing some work in known technical fields just to make sure that AI is developed responsibly and well. Just to like kind of reiterate the claims of the previous slide, the potential benefits of AI are obviously kind of huge and I feel like to this audience I don’t really need to sell them but we can go over them. You know language models provide the ability potentially to assist with writing and other day-to-day tasks.

Amanda Askell: We can see that we can apply them to large complex problems like climate change potentially. This is the kind of like hope for things like a large scale ML. We might be able to enable like innovations In healthcare and education so we might be able to use them for things like diagnosis or finding new treatments for diseases. Finally, they might drive the kind of economic growth that would reduce the need to do work that people don’t find fulfilling. I think this is probably controversial. This is one thing that’s highly debated in AI ethics but I will defend it. I’ve done lots of unfulfilling work in my life and if someone could just pay me to not do that, I would have taken that.

Amanda Askell: Potential harms like language models of the same sort could be used to like misinform people by malicious actors. There are concerns about facial recognition as it improves and privacy. People are concerned about automation and unemployment if it’s not dealt with well. Like does this just lead to massive unfairness and inequity? Then people are also worried about things like decision making and bias. We already see in California that there’s ML systems being used for things like decisions about bail being set but also historically, we’ve used a lot of systems for things like whether someone gets credit. I mean so whether your loan’s approved or not given that there’s probably a huge amount of bias in the data and that we don’t know yet how to completely eliminate that, this could be really bad and it could increase systemic inequity in society, so that’s bad.

Amanda Askell: We’re also worried about like AI weapons and global security. Finally, just like a general misalignment of future AI systems. A lot of these are just like very classic examples of things that people are thinking about now, but this should just … We could expect this to be the sort of problems that we just see on an ongoing basis in the future as systems get more powerful.

Amanda Askell: I don’t think AI is like any different from many other technologies in at least some respects here. How do we avoid building things that are harmful? Doing the same kind of worries just apply to like the aviation industry. Planes can also be taken over by terrorists. Planes can be built badly and lead to accidents. The same is true of like cars or pharmaceuticals or like many other technologies with the potential to do good, it can end up … There can be accidents. It can be harmful.

Amanda Askell: In other industries we invest in safety, we invest in reducing accidents, we invest in security, so that’s like reducing misuse potential, and we also invest in social impact. In case of aviation, we know are concerned about things like the impact that flying might have on the climate. This is like the kind of third sort of thing that people invest in a lot.

Amanda Askell: All of this is very costly so this is just a kind of intro to like one way in which we might face problems here. I’m going to use a baking analogy, mainly because I was trying to think of a different one and I had used this one previously and I just couldn’t think of a better one.

Amanda Askell: The idea is, imagine you’ve got a competition and the nice thing about baking competitions, maybe I just have watched too many of them, is like you care both about the quality of what you’re creating and also about how long it takes to create it. Imagine a baking competition where you can just take as much time as you want and you’re just going to be judged on the results. There’s no race, like you don’t need to hurry, you’re just going to focus purely on the quality of the thing that you’re creating.

Amanda Askell: But then you introduce this terrible thing, which is like a time constraint or even worse, you can imagine you make it a race. Like the first person to develop the bake just gets a bunch of extra points. In that case, you’re going to be like well, I’ll trade off some of the quality just to get this thing done faster. You trade off some quality for increased speed.

Amanda Askell: Basically, we can expect something similar to happen with things like investment in areas like the areas that I talked about in the previous slide, where it’s like it might be that I would want to just like continue investing and making sure that my system is secure essentially like forever. I just never want someone to misuse this system so if I was given like 100 years, I would just keep working on it. But ultimately, I need to produce something. I do need to put something out into the world and the concern that we might have is that competition could drive down the incentive to invest that much in security.

Amanda Askell: This, again, happens across lots of other industries. This is like not isolated to AI and so there’s a question of like, what happens here? How do we ensure that companies invest in things like safety? I’m going to argue that there are four things. Some of the literature might not mention this one but I think it’s really important. The first one is ethics. People and companies are surprisingly against being evil. That’s good, that’s important. I think this gets not talked about enough. Sometimes we talk like the people that companies would just be totally happy turning up at like 9:00 a.m. to build something that would cause a bunch of people harm. I just don’t think that people think like that. People are … I have fundamental faith in humanity. I think we’re all deeply good.

Chloe Lin software engineer OpenAI Girl Geek Dinner

Software Engineer Chloe Lin listens to the OpenAI Girl Geek Dinner speakers answer audience questions.  Photo credit: Erica Kawamoto Hsu / Girl Geek X

Amanda Askell: It’s really great to align your incentives with your ethical beliefs and so regulation is obviously one other component that’s there to do that. We create these regulations and industry norms to basically make sure that if you’re like building planes and you’re competing with your competitor, you still just have to make your planes. You have to establish that they reach some of … Tripped over all of those words.

Amanda Askell: You have to establish that they reach some level of safety and that’s what regulation is there for. There’s also liability law and so companies have to compensate who are harmed by failures. This is another thing that’s driving that incentive to make sure your bake is not going to kill the judges. Well, yeah, everyone will be mad at you and also, you’ll have to pay a huge amount of money.

Amanda Askell: Finally, the market. People just want to buy safe products from companies with good reputations. No one is going to buy your bake if they’re like, “Hang on, I just saw you drop it on the floor before you put it into the oven. I will pay nothing for this.” These are four standard mechanisms that I think are used to like ensure that safety is like pretty high even in the cases of competition between companies in other domains like aviation and pharmaceuticals.

Amanda Askell: Where are we with this on AI? I like to be optimistic about the ethics. I think that coming to a technology company and seeing the kind of tech industry, I’ve actually been surprised by the degree to which people are very ethically engaged. Engineers care about what they’re building. They see that it’s important. They generally want it to be good. This is more like a personal kind of judgment on this where I’m like actually, this is a very ethically engaged industry and that’s really great and I hope that continues and increases.

Amanda Askell: With regulation, currently there are not many industry-specific regulations. I missed an s there but speed and complexity make regulation more difficult. The idea is that regulation is very good when there’s not an information asymmetry between the regulator and the entity being regulated. It works much less well when there is a big information asymmetry there. I think in the case of ML, that does exist. It’s very hard to both keep up with like, I think for regulators keeping up with contemporary ML work is really hard and also, the pace is really fast. This makes it actually quite difficult as an area to build very good regulation in.

Amanda Askell: Liability law is another thing where it’s just like a big question mark because like for ML accidents and misuse, in some cases it’s just unclear what existing law would say. If you build a model and it harms someone because it turns out that there was data in the model that was biased and that results in a loan being denied to someone, who is liable for that harm that is generated? You get easier and harder cases of this, but essentially, a lot of the kind of … I think that contemporary AI actually presents a lot of problems with liability law. It will hopefully get sorted out, but in some cases I just think this is unclear.

Amanda Askell: Finally, like market mechanisms. People just need to know how safe things are for market mechanisms to work well. In the case of like a plane, for example, I don’t know how safe my planes are. I don’t go and look up the specs. I don’t have the engineering background that would let me actually evaluate, say, a new plane for how safe it is. I just have to trust that someone who does know this is evaluating how safe those planes are because there’s this big information gap between me and the engineers. This is also why I think we shouldn’t necessarily expect market mechanisms to do all of the work with AI.

Amanda Askell: This is to lead up to this … to show that there’s a broader problem here and I think it also applies in the case of AI. To bring in a contemporary example, like recently in the news, there’s been concern. Vaping is this kind of like new technology that is currently not under the purview of the FDA or at least generally not heavily regulated. Now there’s concern that it might be causing pretty serious illnesses in people across the US.

Amanda Askell: I think this is a part of a more broad pattern that happens a lot in industries and so I want to call this the reactive route to safety. Basically, a company does the thing, the thing harms people. This is what you don’t want on your company motto. Do the thing. The thing harms people. People stop buying it. People sue for damages. Regulators start to regulate it. This would be really uninspiring as your company motto.

Amanda Askell: This is actually a very common route to making things more safe. You start out and there’s just no one who’s there to make sure that this thing goes well and so it’s just up to people buy it, they’re harmed, they sue, regulators get really interested because suddenly your product’s clearly harming people. Is this a good route for AI? Reasons against hope … I like the laugh because I’m like hopefully, that means people agree like no, this would be terrible. I’m just like well, one reason, just to give like the additional things of like obviously that’s kind of a bad way to do things anyway.

Amanda Askell: AI systems can often be quite broadly deployed almost immediately. It’s not like you just have some small number of people who are consuming your product who could be harmed by it in a way that a small bakery might. Instead, you could have a system where you’re like I’ve built the system for determining whether someone should get a loan. In principle, almost every bank in the US could use that the next day and that’s –The potential for widespread deployment makes it quite different from technologies where you just have a really or like any product where you have just like a small base of people.

Amanda Askell: They have the potential for a really high impact. The loan system that I just talked about could, basically, could in principle really damage the lives of a lot of people. Like apply that to things like bail systems as well, which we’re already seeing and even potentially with things like misinformation systems.

Amanda Askell: Finally, in a lot of cases it’s just difficult to attribute the harms and if you have something that’s spreading a huge amount of misinformation, for example, and you can’t directly attribute it to something that was released, this is concerning because it’s not like this route might work. This route actually requires you to be able to see who caused the harm and whenever that’s not visible, you just don’t expect this to actually lead to good regulation.

Amanda Askell: Finally, I just want to say I think there are alternatives to this reactive break things first approach in AI and this is hopefully where a lot of policy work can be useful.

Amanda Askell: Just to give a brief overview of policy work at OpenAI. I think I’m going to start with the policy team goals just to give you the sense of what we do. We want to increase the ability of society to deal with increasingly advanced AI technology, both through information and also through pointing out mechanisms that can make sure that technology is safe and secure and that it does have a good social impact. We conduct research into long-term issues related to AI and AGI so we’re interested in what happens when these systems become more powerful. Not merely reacting to systems that already exist, but trying to anticipate what might happen in the future and what might happen as systems get more powerful and the kind of policy problems and ethical problems that would come up then.

Amanda Askell: Finally, we just help OpenAI to coordinate with other AI developers, civil society, policymakers, et cetera, around this increasingly advanced technology. In some ways trying to break down these information asymmetries that exist and it can cause all of these problems.

Amanda Askell: Just to give a couple of examples of recent work from the teams to the kind of thing that we do. We released a report recently with others on publication norms and release strategies in ML. Some of you will know about like the GPT-2 language release and the decision to do staged release. We discussed this in the recent report. We also discussed other things like the potential for bias in language models and some of the potential social impacts of large language models going forward.

Amanda Askell: We also wrote this piece on cooperation and responsible AI development. This is related to the things I talked about earlier about the potential for competition to push this bar for safety too low and some of the mechanisms that can be used to help make sure that that bar for safety is raised again.

Amanda Askell: Finally, since this is an introduction to this whole field, which is like new and emerging field, here are examples of questions I think are really interesting and broad but can be broke down to these very specific applicable questions. What does it mean for AI systems to be safe, secure, and beneficial and how can we measure this? This includes a lot of traditional AI ethics work, like my background is in ethics. A lot of these questions about like how you make a system fair and what it means for a system to be fair. I would think of that as falling under the what is it for a system to be socially beneficial, and I think that work is really interesting. I do think that there’s just this broad family of things there are like policy and ethics and governance. I don’t think of these as separate enterprises.

Amanda Askell: Hence, this is an example of why. What are ways that AI systems could be developed that could be particularly beneficial or harmful? Again, trying to anticipate future systems and ways that we might just not expect them to be harmful and they are. I think we see this with the existing technology. Maybe it’s like trying to anticipate the impact that technology will have is really hard but like given the huge impact that technology is now having, I think trying to do some of that research in advance is worthwhile.

Amanda Askell: Finally, what can industry policymakers and individuals do to ensure that AI is developed responsibly? This relates to a lot of the things that I talked about earlier, but yeah, what kind of interventions can we have now? Are there ways that we can inform people that would make this stuff all go well?

Amanda Askell: Okay, last slide except the one with my email on it, which is the actual last slide. How can you help? I think that there’s this interesting, this is just like … I think that this industry is very ethically engaged and in many ways, it can feel like people feel like they need to do the work themselves. I know that a lot of people in this room are probably engineers and researchers. I think the thing I would want to emphasize is, you can be really ethically engaged and that doesn’t mean you need to take this whole burden on yourself.

Amanda Askell: One thing you can also do is advocate for this work to be done, either in your company, or just anywhere where people are like … in your company, in academia or just that your company is informed of this stuff. But in general, helping doesn’t necessarily have to mean taking on this massive burden of learning an entire field yourself. It can just mean advocating for this work being done. At the moment, this is a really small field and I would just love to see more people working in it. I think advocacy is really important but I also think another thing is you can technically inform people who are working on this.

Amanda Askell: We have to work closely with a lot of the teams here and I think that’s really useful and I think that policy and ethics work is doing its best, basically, when it’s really technically informed. If you find yourself working in a position where a lot of the things that you’re doing feel like they are important and would benefit from this sort of work, like helping people who are working on it is a really excellent way of helping. It’s not the only thing that you can do is spend half of your time doing the work that I’m doing and the others on the team are doing. You can also get people like us to do it. We love it.

Amanda Askell: If you’re interested in this, so thank you very much.

Brooke Chan, Amanda Askell, Lilian Weng, Christine Payne, Ashley Pilipiszyn

OpenAI girl geeks: Brooke Chan, Amanda Askell, Lilian Weng, Christine Payne and Ashley Pilipiszyn answer questions at OpenAI Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X 

Audience Member:  I have a question.

Amanda Askell: Yes.

Audience Member: For Amanda.

Amanda Askell: Yes.

Audience Member: Drink your water first. No, I think the ethics stuff is super interesting. I don’t know of a lot of companies that have an ethics department focused on AI, and I guess one thing that I’m curious about is, like you pointed out like your papers but like, and I know you talked about educating and all this other stuff but what are you guys…do? Do you know what I mean? Other than write papers.

Amanda Askell: Yeah.

Ashley Pilipiszyn: Oh, Christine.

Amanda Askell: Which one? Yeah, so I think at the moment there’s like a few kind of rules. I can say what we do but also what I think that people in these roles can do. So in some cases it can be like looking at what you’re building internally. I think we have like the charter and so you want to make sure that everything that you’re doing is in line with the charter. Things like GPT-2 and release decisions, I think of as a kind of like ethical issue or ethical/policy issue where I would like to see the ML community build really good norms there. Even if people don’t agree with what OpenAI try to do with its release decisions, it was coming from a place of trying to build good norms and so you can end up thinking about decisions like that.

Amanda Askell: That’s more of an example of something where you’re like it’s not writing a paper, it’s just like thinking through all of the consequences of different publication norms and what might work and what might not. That’s like one aspect, that’s the kind of like internal component. I think of the external component as like, on the one hand it’s just like writing papers so just being like what are the problems here that people could work on and in a lot ways that’s just like outreach, like trying to get people who are interested in working on this to work on it further. For that, there’s a few audiences, so you might be interested in attracting people to the field if you think that there are these like ongoing problems within both companies and maybe with other relevant actors. Like maybe you also want people going into government on this stuff.

Amanda Askell: But also just like the audience can be internal, to make people aware of these issues and they can also be things like policymakers, just inform of the kind of structure of the problem here. I think of it as having this kind of internal plus external component and you can end up dividing your time between the two of them. We spend some time writing these papers and trying to get people interested in these topics and just trying to solve the problems. That’s the nice thing about papers is you can just be like, what’s the problem, I will try and solve it and I’ll put my paper of an archive. Yeah, and so I think there’s both of those.

Amanda Askell: It’s obviously fine for companies to have people doing both, like if you haven’t and I think it’s like great if a company just has a team that’s just designed to look at what they’re doing internally and if anyone has ethical concerns about it, that team can take that on and own it and look at it. I think that’s a really good structure because it means that people don’t feel like … if you’re like just having to raise these concerns and maybe feel kind of isolated, that’d be bad but if you have people that you know are thinking about it, I think that’s a really good thing. Yeah, internal plus external, I can imagine different companies liking different things. I hope that answers the question.

Rose: My question is also for Amanda. So the Google AI Ethics Board was formed and disbanded very quickly kind of famously within like the span of less than a month. How do you kind of think about that like in the context of the work that OpenAI is doing and like how do you think about like what they failed at and like what we can do better?

Amanda Askell: This was a really difficult case so I can give you … I remember personally kind of looking at this and being like I think that one thing that was in it … I don’t know if people know the story about this case but basically, it was that Google formed a board and they were like, “We want this to be intellectually representative,” and it garnered a lot criticism because it had a person who was head of the Heritage Foundation, so a conservative think-tank in the US, as one of its members, and this was controversial.

Amanda Askell: I remember having mixed views on this, Rose. I do think it’s great to … Ultimately, these are systems that are going to affect a huge number of people and that includes a huge number of people who have views on how they should be used and how they should affect them. They’re just very different from me and I want those people to be represented and I want their views on how they do or do not want systems to affect them to be at the table. We talked earlier about the importance of representativeness and I genuinely believe that for people who have vastly different views for myself. If they’re affected by it, ultimately, their voice matters.

Amanda Askell: At the same time, I think I also … there’s a lot of complicating–you’re getting my just deeply mixed emotions here because I was like, there’s a strange sense in which handpicking people to be in the role of a representative of a group where you’re like, I don’t know, we select who the intellectual representatives are also struck me as somewhat odd. It’s a strange kind of … It set off my old political philosophy concerns where I’m like, “Oh, this just doesn’t …” It feels like it’s imitating democracy but isn’t getting there. I had and I was also just like plus the people who come to the table and there are certain norms of respect to lots of groups of people that just have to be upheld if you’re going to have people with different views have an input on a topic.

Amanda Askell: I think some of the criticisms were that people felt those norms had been upheld and this person had been insulting to key groups of people, the trans community and to immigrants. Largely, mixed feelings where I was just like I see this intention and it actually seems to me to be a good one, but I see all of these problems with trying to execute on it.

Amanda Askell: I can’t give an awesome response to this. It’s just like yeah, here it is, I’ve nailed it. It’s just like yeah, these are difficult problems and I think if you came down really strongly on this where it was like this was trivially bad or you were like this was trivially good, it just feels no, they were just like there are ways that I might have done this differently but I see what the goal was and I’m sympathetic to it but I also see what the problems were and I’m sympathetic to those. Yeah, it’s like the worst, the least satisfying answer ever, I guess.

OpenAI Girl Geek Dinner audience women in AI.

OpenAI Girl Geek Dinner audience enjoys candor from women in AI.  Erica Kawamoto Hsu  / Girl Geek X

Audience Member: Hi, I have a question for Brooke. I’m also a fan of Dota and I watched TI for two years. My question is, if your model can already beat the best team in the world, what is your next goal?

Brooke Chan: Currently, we’ve stopped the competitive angle of the Dota project because really what we wanted to achieve was to show that we could get to that level. We could get to superhuman performance on a really complex game. Even at finals, we didn’t necessarily solve the whole game because there were a lot of restrictions, which people brought up. For example, we only used 17 out of the you know 100 and some heroes.

Brooke Chan: From here, we’re just looking to use Dota more as a platform for other things that we want to explore because now we know that it’s something that is trainable and can be reused in other environments, so yeah.

Audience Member: Hi, my question is about what are some of the limitations of training robots in a simulator?

Lilian Weng: Okay, let me repeat. Question is, what’s a limitation of training the robot-controlled models in the simulation? Okay, there are lots of benefits, I would say, because in simulation, you have the ground rules. You know exactly where the fingertips are, you know exactly what’s the joint involved. We can do all kinds of randomization modification of the environment. The main drawback is we’re not sure what’s the difference between our simulated environment and reality. Our eventual goal is to make it work in reality. That’s the biggest problem. That’s also what decides whether our sim2real transfer going to work.

Lilian Weng: I will say one thing that confuse me or puzzles me personally the most is when we are running all kinds of randomizations, I’m not sure whether it’s getting us closer to the reality because we don’t have a good measurement of what the reality looks like. But one thing I didn’t emphasize a lot in the talk is we expect because we design all kinds of environment in the simulation and we asked the policy model to master all of them. There actually emerges some meta learning effect, which we didn’t emphasize but with meta learning, your model can learn how to learn. We expect this meta learning in fact to empower the model to handle something they’d never seen before.

Lilian Weng: That is something we expect with domain randomization that our model can go above what it has seen in the simulation and eventually adapt to the reality. We are working all kinds of technique to make the sim2real thing happen and that’s definitely the most difficult thing for robotics because it’s easy to make things work in simulation. Okay, thanks.

Audience Member: I was just curious as kind of another follow-up question to Brooke’s answer for earlier but for everybody on the panel too. What do you consider to be some of the longer-term visions for some of your work? You did an impressive thing by having Dota beat some real people but where would you like to see that work go or what kinds of problems do you think you could solve with that in the future too, and for some other folks on the panel too?

Brooke Chan: Sure, I would say that pretty honestly when we started the Dota project we didn’t actually know whether or not we would be able to solve it. The theory at the time was that we would need a much more powerful algorithm or a different architecture or something in order to push it kind of all the way. The purpose of the project was really to demonstrate that we could use a relatively straightforward or simple algorithm in order to work on this complex game.

Brooke Chan: I think going out from here, we’re kind of looking into environments in general. We talked about how Dota might be one of our last kind of games because games are still limited. They’re helpful and beneficial in that you can run them in simulation, you can run them faster but we want to kind of also get closer to real-world problems. Dota was one step to getting to real-world problems in the parts that I talked about like the partial information and the large action space and things like that. Going on from there, we want to see what other difficult problems you could also kind of apply this sort of things to. I don’t know if other people …

Christine Payne: Sure. In terms of a music model, I would say kind of two things I find fascinating. One is that I really like the fact that it’s this one transformer architecture which we’re now seeing apply to lots of different domains. The fact that it can both do language and music and it’s really kind of interesting to find these really powerful algorithms that it doesn’t care what it’s learning, it’s just learning. I think that that’s going to be really interesting path going forward.

Christine Payne: Then, also, I think that music is a really interesting test for like we have a lot of sense as humans so we know how we would want the music to go or we know how the music affects us emotionally or there’s all this sort of human interaction that we can explore in the music world. I hear from composers saying well, they want to be able to give the shape of the music or give the sense of it or the emotion of it, and I think there’s a lot of space to explore in terms of it’s the same sort of thing we’ll want to be able to influence the way any program is going to be, how we’ll be interacting with a program in any field but music is a fun area to play with it.

Ashley Pilipiszyn: Actually, as a followup, if you look at all of our panelists and everything everyone presented too, it’s not just human and AI interaction, but human and AI cooperation. Actually, for anyone who followed our Dota finals event as well, not only did we have a huge success but, and for anyone who is a Dota fan in the crowd, I’d be curious if anyone participated in our co-op challenge. Anyone by chance? No, all right. That’s all right.

Ashley Pilipiszyn: But actually, being able to insert yourself as being on a team with OpenAI Five and I think from all of our research here we’re trying to explore the boundaries of, you know what does human AI cooperation look like and I think that’s going to be a really important question going forward so we’re trying to look at that more.

Speaker: And we have time for two more questions.

Audience Member: Thank you. Just right on time. I have a question for you, Christine. I was at a conference earlier this year and I met this person named Ross Goodwin who wrote using a natural language processing model that he trained a screenplay. I think it’s called Sunspring or something like that. It’s a really silly script that doesn’t make any sense but it’s actually pretty fun to watch. But he mentioned that in the media it’s been mostly–the credit was given to an AI wrote this script and his name was actually never mentioned even though he wrote the model, he got the training data. What is your opinion on authorship in these kinds of tools that … also the one you mentioned where you say you’re actually composing? Are you the composer or is the AI the composer? Should it be like a dual authorship?

Christine Payne: That is a great question. It’s a difficult question that I’ve tried to explore a little bit. I’ve actually tried to talk with lawyers about what is copyright going to look like? Who owns pieces like this? Because in addition to who wrote the model and who’s co-composing or co-writing something, there’s also who’s in the dataset. If your model is imitating someone like are they any part of the author in that?

Christine Payne: Yeah, I mean I have my own sort of guesses of where I think it might go but every time … I think I’m a little bit [inaudible 01:37:11] in terms of the more you think about it, the more you’re like this is a hard problem. It’s really, like if you come down hard on one side or the other because clearly, you don’t want to be able to just press go and have the model just generate a ton of pieces and be like I now own all these pieces. You could just own a ridiculous number of pieces, but if you’re the composer who has carefully worked and crafted the model, crafted … you write a little bit of a piece, you write at some of the piece and then the model writes some and you write some. There’s some interaction that way, then sure, that should be your piece. Yeah, I think it’s something that we probably will see in the near future, law trying to struggle with this but it’s an interesting question. Thanks.

Audience Member:  Okay, last question. Oh no.

Ashley Pilipiszyn: We’ll also be around so afterwards you can talk to us.

Audience Member: This is also a followup question and it’s for everyone on the panel. Could you give us some examples of real-life use cases of your research and how that would impact our life?

Ashley Pilipiszyn: An example.

Christine Payne: It’s not an easy one to close on. You want to take it. Go for it.

Lilian Weng: I will say if eventually we can build general purpose robots, just imagine we use the robot to do a lot of dangerous tasks. I mean tasks that might seem danger to humans. That can definitely reduce the risk of human labors or doing repeated work. For example, on assembly line, there are some tasks that involve human hands, but kind of boring. I heard from a friend that there are a lot of churn or there’s a very high churn rate of people who are working on the assembly line, not because it’s low pay or anything, most because it’s very boring and repetitive.

Lilian Weng: It’s not really good for people’s mental health and they have to–like the factory struggle to hire enough people because lots of people will just leave their job after a couple months or half a year. If we can automate all those tasks, we’re definitely going to leave others more interesting and creative position for humans to do and I think that’s going to overall move the productivity of the society. Yeah. That’s still a very far-fetched goal. We’re still working on it.

Amanda Askell: I can also give a faraway thing. I mean I guess my work is,, you know with the direct application, I’m like, “Well, hopefully, ML goes really well.” Ideally, we have a world where all of our institutions are actually both knowledgeable of the work that’s going on in ML and able to react to them really well so a lot of the concerns that people have raised around things like what happens to authorship, what happens to employment, how do you prevent things like the misuse of your model, how can you tell it’s safe? I think if policy work goes really well then ideally, you live in a world where we’ve just made sure that we have all of the kind of right checks in place to make sure that you’re not releasing things that are dangerous or that can be misused or harmful.

Amanda Askell: That just requires a lot of work to ensure that’s the case, both in the ML community, and in law and policy. Ideally, the outcome of great policy work is just all of this goes really smoothly and awesomely and we don’t have any bad things happen. That’s like the really, really modest goal for AI policy work.

Brooke Chan: I had two answers on the short-sighted term, in terms of just AI being applied to video games, AI in video games historically is really awful. It’s either really just bad and scripted and you can beat it easily and you get nothing from it or it’s crazy good because it’s basically cheating at the game and it’s also not really that helpful. Part of what we found out through the Dota project was people actually really did like learning with the AI. When you have an AI that’s at your skill level or slightly above, you have a lot of potential, first of all, to have a really good competitor that you can learn from and work with, but also to be constantly challenged and pushed forward.

Brooke Chan: For a more longer-term perspective, I would leverage off of the robotics work and the stuff that Lilian is doing in terms of the system that we created in order to train our AI is what is more general and can be applied to other sorts of problems. For example, that got utilized a little bit for the robotics project as well and so I feel it’s more open-ended in that sense in terms of the longer-term benefits.

Christine Payne: Okay and I’ll just wrap up saying yeah, I’ve been excited already to see how musicians and composers are using MuseNet. There are a couple examples of performances that have happened now of MuseNet pieces and that’s been really fun to see. The main part that I’m excited about is that I think the model is really good at just coming up with lots and lots of ideas. Even though it’s imitating what the composers might be doing, it opens up possibilities of like, “Oh, I didn’t think that we could actually do this pattern instead.” Moving towards that domain of getting the best of human and the best of models I think is really fun to think about.

Ashley Pilipiszyn: So kind of how I started the event this evening, our three main research areas are really on these capabilities, safety, and policy. You’ve been able to hear that from everyone here. I think the big takeaway and a concrete example I’ll give you is, you think about your own experience going through primary education. You had a teacher and you most likely … you went to science class then you went to math class and then maybe music class and then art class and gym. You had a different teacher and they just assumed, probably for most people, you just assumed you’re all at the same level.

Ashley Pilipiszyn: How I think about it is, we’re working on all these different kind of pieces and components that are able to bring all of these different perspectives together and so a system that you’re able to bring in the math and the music and the gym components of it but also able to understand what level you’re at and personalize that. That’s kind of what I’m really excited about, is this human AI cooperation component and where that’ll take us and help unlock our own capabilities. I think, to quote from Greg Brockman, our CTO, that while all our work is on AI, it’s about the humans. With that, thank you for joining us tonight. We’ll all be around and would love to talk to you more. Thank you.

Speaker: We have a quick update from Christina on our recruiting team.

Ashley Pilipiszyn: Oh, sorry.

Christina Hendrickson: Hey, thanks for coming again tonight. I’m Christina. I work on our recruiting team and just briefly wanted to talk to you about opportunities at OpenAI. If you found the work interesting that you heard about from our amazing speakers tonight and would be interested in exploring the opportunities with us, we are hiring for a number of roles across research, engineering and non-technical positions.

Christina Hendrickson: Quickly going to highlight just a couple of the roles here and then you can check out more on our jobs page. We are hiring a couple roles within software engineering. One of them, or a couple of them are on robotics, so that would be working on the same type of work that Lillian mentioned. We are also hiring on our infrastructure team for software engineers, as well, where you can help us in building some of the world’s largest supercomputing clusters.

Christina Hendrickson: Then the other thing I wanted to highlight is one of our programs. So we are going to have our third class of our scholars program starting in early 2020. We’ll be opening applications for that in a couple weeks so sneak peek on that. What that is, is we’re giving out eight stipends to people who are members of underrepresented groups within engineering so that you can study ML full-time for four months where you’re doing self-study and then you opensource a project.

Christina Hendrickson: Yeah, we’re all super excited to chat with you more. If you’re interested in hearing about that, we have a couple recruiting team members here with us tonight. Can you all stand up, wave? Carson there in the back, Elena here in the front, myself. Carson and I both have iPads if you want to sign up for our mailing list to hear more about opportunities.

Elena Chatziathanasiadou waving

Recruiters Christina Hendrickson and Elena Chatziathanasiadou (waving) make themselves available for conversations after the lightning talks at OpenAI Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Christina Hendrickson: Thank you all again for coming. Thanks to Girl Geek X. We have Gretchen, Eric, and Erica here today. Thank you to our speakers: Brooke, Amanda, Lilian, Christine, Ashley, and thank you to Frances for helping us in organizing and to all of you for attending.

Ashley Pilipiszyn: Thank you, everybody.


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Deciding when it’s time to move on is less complicated than it seems. Here are some road-tested questions to ask yourself.

When you start feeling some kinda way, things aren’t quite right, a little off… maybe you know why, maybe you don’t. What you do know is that you’re not as happy as you think you should or could be, and you’re looking for a sign from the heavens that lets you know you’re on the right path.  Of course, divine intervention is rare and most of the time we have to figure it out for ourselves.

When you find yourself wondering if it’s time to move on, run a very simple experiment.  For a few weeks, record how you feel in the morning. Is it, “Ah man, I gotta get moving, I’ve got a lot on my calendar today!” and you hit the ground running, or is it more like “Ugh, I’ve got so much on my calendar today. I need five more minutes before I can get up and face it!” as you hit the snooze button for the third time?

If you’re having more bad days than good, pick a date in the future by which you think it will be better – 30 days, 90 days, or whatever – and measure.  Write yourself a quick email explaining what you think will change and schedule it to ping back. Pressures from big projects or a changes on the team are natural times of frustration and discord, but at some point those things will resolve themselves if they are going to. So if despite a project wrapping up or even a new positive thing happening, you’re still waking up meh more often than yay!, then it’s time to make a plan and move on.

But it’s not that simple, right?

“This is just temporary. It will get better after this project/quarter/release/new hire.”

Maybe. People tend attribute unhappiness to specific external pressures. That’s why you write the email and schedule it to arrive after that project/quarter/release is over. Tell yourself what you think is going to be different and see if it is. My experience is that it’s always something. The assumed source of my malaise changes but the feelings of discontent remain the same.

“I can’t leave my team. They need me. I can’t just desert them.”

Here’s the cold truth: everyone will leave at some point. Yes, you’re close with your colleagues, but those friendships can live on. Yes, it might create some temporary challenges while they find someone to replace you, but you have to put your needs first because no one else is going to. “Take one for the team” is rare heroic feat, not your life default. Would you expect your coworkers to put your career goals ahead of theirs?

“I am really loyal to this company/founder/mission.”

Here’s another hard truth: your company can’t love you back. It’s not a human. And there are no prizes awarded at any point later in life for soldiering on for weeks and months (or for those late nights and weekends). The people will all move on, and all you will be left with is memories of a unhappy time, maybe a few extra pounds, some missed events with friends and family, and a promise to yourself not to do that again.

“I’m scared.”

You’ll be scared in six months too. Change is scary. Before I’d make big changes, I used to read and reread the Parable of the Trapeze for motivation. It describes that feeling of terror as you jump from one bar to the next. You see the next bar swinging toward you, you know that you’ve made the jump before, but you’re still scared to let go of the bar, terrified you will freefall before your hand connects with the new bar. It’s always going to be scary, so get it over with.

I stayed at my first startup two years too long. I felt what I now understand was a misguided sense of loyalty to the company and the people. And yet none of those people are in my daily life now and the job was so long ago (15+ yrs) it’s not even on my resume anymore, and the company was acquired and no longer exists. In the end, all that I accomplished in those two years was to stunt my own learning and career growth.

Take the leap.

Write yourself that email and then sign up for the next Girl Geek Dinner.

Come get some inspiration and motivation, you need and deserve it. And who knows, by the time your email pings back, you might have a lead on your next happy adventure.


About the Author

gretchen deknikker

Gretchen DeKnikker is COO at Girl Geek X. From founding employee to founder, she’s been launching and scaling enterprise software companies since way back in the last century.Most recently, she led SaaStr from a simple blog to the world’s largest global community of 100K+ B2B founders, execs and investors, and previously co-founded SocialPandas, back by True Ventures. Gretchen attended DotCom University double majoring in Boom and Bust and holds an MBA from UC Berkeley. In her spare time, she’s a diversity and inclusion advocate who loves bacon, bourbon and hip hop.

120 Recipes in Pursuit of the American Dream – From Women, Immigrants and People of Color

La Cocina is a non-profit working to solve problems of equity in business ownership for women, immigrants and people of color, launching their career in food.

New cookbook “We Are La Cocina: Recipes In Pursuit of the American Dream” holds 120 recipes accompanied by 200+ striking photos of dishes — and shares the stories of immigrant + women of color who have launched successful restaurants + businesses.

Bookmark this for holiday gift-giving — all proceeds go to non-profit La Cocina to launch more women chefs and their businesses!

Authored by Caleb Zigas & Leticia Landa.

From Nite Yun’s Kuy Teav Phnom Penh to Rosa Martinez’s Oaxacan Cholito de Puerco and Fernay McPherson’s Rosemary Fried Chicken, this cookbook offers 200+ vivid photos and 120+ recipes — a glimpse into the world of La Cocina, and the world around all of us.

“For most La Cocina entrepreneurs, a few recipes handed down from mothers and grandmothers were their only capital when they came to the United States. It seems almost magical that they can use those recipes as a means of self-expression, making a living, supporting their families, and preserving their culture. Through food, they too can aspire to the American Dream,” writes Isabel Allende in the forward, an early supporter of La Cocina.

For more inspiring women in tech, check out:

Girl Geek X Bosch Lightning Talks (Video + Transcript)

Like what you see here? Our mission-aligned Girl Geek X partners are hiring!

Tara Dowlat, Seow Yuen Yee, Yelena Gorlin, LisaMarion Garcia, Panpan Xu, Shabnam Ghaffarzadegan, Sun-Mi Choi

Bosch girl geeks: Tara Dowlat, Seow Yuen Yee, LisaMarion Garcia, Sun-Mi Choi, Yelena Gorlin, Panpan Xu and Shabnam Ghaffarzadegan at Bosch Girl Geek Dinner in Sunnyvale, California.   Erica Kawamoto Hsu / Girl Geek X

Transcript from Bosch Girl Geek Dinner – Lightning Talks:

Angie Chang: We are really excited coming to Bosch to be listening to so many amazing girl geeks tonight.

Dr. Hauke Schmidt: We are very happy to host the Girl Geek dinner as a celebration of gender diversity, and I’m very proud of the team here who has put all this together.

Dr. Uma Krishnamoorthy: How many of you came here looking for headphones, acoustic systems in our demos? We’re not that company. You may have gone outside and you may have seen our car, autonomous car, so I don’t have to speak to our autonomous driving effort.

Dr. Seow Yuen Yee: Have you ever thought of how does the car know when to deploy these airbags? This is thanks to the airbags control unit in the car. It house a tiny little sensors which we call accelerometers.

Tara Dowlat: Did you guys know that at least every single one of you in this room, in your pockets or in your bags, have at least one sensor from Bosch on you? It’s a fun fact.

Dr. Yelena Gorlin: Each new generation of a battery management system looks to increase the charging speed of our device without having an effect on its lifetime.

LisaMarion Garcia: Each of these individual sectors provide us different opportunities to incorporate AI, either as a feature of a product that we sell or as part of the process of producing that product.

Dr. Shabnam Ghaffarzadegan: So our idea is asking human and machine to work together to empower their both abilities with much more perception and knowledge, and also to make a better machine to help us in our everyday life.

Sun-Mi Choi: So how many of you are using ride hailing apps to get from A to B on a regular basis? Mobility is also getting more user centric. The consumer is more and more changing from owned to shared.

Dr. Uma Krishnamoorthy: Big goals here. 2020, the goal is all of our electronic products will be connected. And in 2025, all our products are going to either possess intelligence or AI will have played a key role in their creation.

Angie Chang: Thanks for coming out tonight. I’m Angie Chang, founder of Girl Geek X. We’ve been hosting Girl Geek dinners up and down from San Francisco to San Jose for the last 11 plus years. We are really excited to be coming to Bosch to be listening to so many amazing girl geeks tonight.

Gretchen DeKnikker: I got my own microphone. You guys have no idea what that means. I’m Gretchen. Thank you. How many of you, it’s your first Girl Geek dinner? Good. Okay. So like she said, we do them every week. We also have a podcast, so pull out your phone now and go to your favorite podcast app and then rate it and then write a review or send us a message and say, “This is how it could be better.” Because we’re only doing it so it’ll be awesome for you guys. Right?

Gretchen DeKnikker: Then we also recently opened a little swag store on Zazzle. So there’s all sorts of cute things. I only have one or two cute things tonight. Cute water bottle.

Gretchen DeKnikker: I know. It’s ridiculous. Oh, I kind of had stuff with … There are more designs than this one. Apparently I only just brought things … But it’s a fanny pack. It’s so cute. Okay. Got it. So I’m going to try something new tonight. Who’s found a job through Girl Geek? No one? Okay, get out. Okay, has anyone got a … Oh, you did.

Audience member: No.

Gretchen DeKnikker: Oh. No, definitely not. That’s awesome. Okay, anyone found a job lead? Oh, okay.

Audience Member: I found candidates through Girl Geek.

Gretchen DeKnikker: You found candidates. Okay. So if you guys want to email us, I have these things and you can’t buy them. You can only get it from me. These adorable socks. So if you want to tell us, we would love to feature your story about finding a girl geek, a job through Girl Geek Dinner or something that you built and we want to have little community features and stuff. If you do it, you get those socks and it’s the only way in the world to get the socks.

Gretchen DeKnikker: Okay, so without further ado, how great is this space? This has been so awesome so far. You guys enjoying it? All right, so without further ado, we are bringing this gentleman right here.

Dr. Hauke Schmidt: Thank you very much, and welcome to Bosch. So my name is Hauke Schmidt. I’m the head of corporate technology research for Bosch here in North America. And I’m also the site leader for the innovation center here in Sunnyvale. A few words about the company for those of you who don’t know Bosch all too well. We have our roots in the automotive business, so we’re actually the largest automotive supplier in the world.

Dr. Hauke Schmidt: And very likely, if you open your car, there are a couple of Bosch components inside. You also might know us from household appliances or power tools. We’re also a leading IoT company, as you saw in the videos, here. And we’re driving product and services innovation in the areas of mobility, industrial, and building technologies.

Dr. Hauke Schmidt: One interesting part about Bosch is the ownership structure. We are privately held. We’re a very large multinational out of Germany and privately held. And mostly to the largest part, owned by the Robert Bosch Foundation. And the Foundation then also takes all of the profits and earnings we create and puts them to use in charitable projects. So this gives us an extra motivation to work hard and provide good results.

Dr. Hauke Schmidt: The site here, we’ve been in Silicon Valley for 20 years now. We have our 20th anniversary this year. We moved into this building one and a half years ago so this is now our new home here with a nice Bosch sign outside as well. We have about 200 scientists, engineers, and experts on site, and these experts cover a broad variety of different functions of the company. We have here everything from corporate research, venture capital technology scouting, prototyping, product development, but we also have product sales and engineering services here on site that we offer into the local industry around us.

Dr. Hauke Schmidt: For us diversity is an important thing. We have associates here from a very broad variety of different ethnic backgrounds, also from experts in a large number of different technology fields. So today we are very happy to host the Girl Geek dinner as a celebration of gender diversity and I’m very proud of a team here who’s put all this together since I’m also the executive champion at the Women at Bosch Group here on site as well.

Dr. Hauke Schmidt: Thank you. So with that ,without further ado, I would like to hand over to Uma who has her own microphone to kick off some of the lightning talks that we’ll listen to right now. Thank you.

Dr. Uma Krishnamoorthy: Can you hear me now?

Audience: Yes.

Uma Krishnamoorthy speaking

Director of Research Dr. Uma Krishnamoorthy gives a warm welcome to the crowd at Bosch Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Dr. Uma Krishnamoorthy: Okay. First welcome from my side. My name is Uma Krishnamoorthy and I am a director here at Bosch RTC. We are part of corporate. We, me and my department, are part of corporate research of the bigger Bosch. My particular groups are focused on microsensor systems technologies and multiphysics modeling and simulation areas of research.

Dr. Uma Krishnamoorthy: So today, this works, my role is very easy. It’s going to be a bit longer than the others but my role is relatively easy. I’m going to be giving your introduction to Bosch from a broader scale than what hopefully Hauke did. Then, of course, I’m going to lead into the Internet of Things and how we play a role in there.

Dr. Uma Krishnamoorthy: Hauke unfortunately told you what we do, so I’m going to ask anyway. How many of you already were aware of what Bosch does and what our products are before you came to the dinner today? Oh, that’s quite a few. Okay. The reason I ask, how many of you came here looking for headphones, acoustic systems in our demos or lens solutions? We’re not that company.

Dr. Uma Krishnamoorthy: Yep, we are Bosch. Who are we? First thing, we’re very diverse and the range of products we cover is very broad. I’m going to try to cover some of it today from the perspective of IoT. I’ll start off with this slide here, market figures. Bosch, exactly as Hauke mentioned, is from– originally started by Robert Bosch in 1886. So we’re over 130 years old.

Dr. Uma Krishnamoorthy: Yeah, we’re pretty old. We started in Germany, but as you can see we’re a global company. We have been in the Americas since 1906, I believe, over 100 years old. Very, very long time, very well established manufacturing company. We’ve made a very huge reputation in creating high quality products.

Dr. Uma Krishnamoorthy: We have 268 manufacturing sites across the world. Of course, we have a lot of representation in Asia-Pacific also. I wanted to draw your attention to that number right in the middle, 409,881 associates. That’s a huge number. Just to give you an idea, you take all of the associates at Alphabet, all of the associates at Apple, combine them, multiply it by approximately two. Okay, you’re all Girl Geek so approximately 1.78. And that will be the number of associates at Bosch. This was of course from 2018, so we are huge.

Dr. Uma Krishnamoorthy: To give you an idea of scale. So what do we do? I’m going to try to answer that question with this slide. You may be aware of our products in the consumer goods business. You may have seen our dishwashers, washing machines, maybe some coffee makers, many household appliances, power tools. Very popular there and a leading supplier. We also work in energy and building technology. What is this?

Dr. Uma Krishnamoorthy: Here’s a leading manufacturer of security communication technology. We actually make energy efficient heating products. This is a bigger business in Germany maybe than here, so we’re very well known for that. Or Europe, not Germany. On top of that, Hauke already mentioned mobility solutions.

Dr. Uma Krishnamoorthy: Sixty percent of our sales come from the mobility solutions business. This includes automotive and also consumer electronics. Essentially things like sensors that go in your cell phone, smartwatches, things of that sort. We’re a leading provider of that too.

Dr. Uma Krishnamoorthy: Surprising to me, I’ve been with Bosch for four years so this was a bit of a surprise, industrial technology. We also make a variety of industrial technologies. What does this mean? If you’ve ever been to the Jelly Belly factory, on the way back from Tahoe, you know, it’s a good stop.

Dr. Uma Krishnamoorthy: So if you stop there and look around, take a tour of the factory floor, you will see Bosch equipment, packaging equipment. I believe they might have been sorting the jellybeans, but I can’t remember exactly. So we are pretty broad and you’ll see us in many places, unexpected places. That’s how broad we are.

Dr. Uma Krishnamoorthy: To give you an idea of our culture, Hauke already mentioned our founder, Robert Bosch. We strongly follow the values of our founder Robert Bosch, which comprises of quality and innovation which is what our products are known for. This may not be as well-known over here in the US, but it’s known in Germany for sure, is the aspect of social commitment.

Dr. Uma Krishnamoorthy: Robert Bosch himself gifted the Robert Bosch Hospital to the City of Stuttgart back in 1936, which stands to this day. A lot of very important medical research is done there, including, I believe … I can’t remember all the details but a variety of really good medical research is done there.

Dr. Uma Krishnamoorthy: As Hauke mentioned, we’re privately held. Ninety percent of our shares are held by this Robert Bosch Foundation and this foundation fundamentally finances work that addresses social challenges. So they focus on areas like healthcare, science, society, education, international relations, all about society and life.

Dr. Uma Krishnamoorthy: They have provided, the number’s right there. 153-ish million euros to project grants that are in these areas. So, they really put their money where their values stand. That’s the message there. As I mentioned, one of the one of the cornerstones of Bosch is our innovation. We’re worldwide but we also have a very strong commitment to innovation. We have a, I don’t have the numbers here, a very large number of associates. Believe it was in 65,000 number range of associates who work in R&D across the company.

Dr. Uma Krishnamoorthy: Some of those actually work under a separate division called corporate research, which we’ve alluded to in the past and what you see in the background here is our campus that was recently built in Germany specifically for corporate research that services all of the Bosch groups,, fundamentally, almost all of them.

Dr. Uma Krishnamoorthy: And, what you really … I would like to highlight this one sentence over here our objective. Our motto is invented for life which is pretty much self-explanatory. So everything we do is about the quality of life, enhancing the quality of life through technology. I would like to say one more thing about this. Recently–I’ll have to … Mind me if I refer to my notes. Only because our CEO recently announced that we Bosch were going to be the first carbon-neutral industrial enterprise from 2020. That is a huge statement, and we’re all committed to delivering on that.

Dr. Uma Krishnamoorthy: What we came for, that was the introduction very briefly. I’ll try to go through this pretty fast. IOT at Bosch. This is going to essentially be kicking off a series of tech talks centered around IoT for Bosch. I’m only going to set it up for them. The real speakers will come after me.

Dr. Uma Krishnamoorthy: So what does IoT mean for Bosch? As many of you know, IoT is about creating better customer experiences through connectivity. And Bosch plays a very big role in it because we make a variety of products and we’re connecting them to make our customers get a better experience out of it, fundamentally. That’s the simplest way you can think about it.

Dr. Uma Krishnamoorthy: In the process, though, what we are noticing is industries are transforming, and we are playing a key role in this transformation at Bosch. So how are we playing in this field? Just giving you a sampling over here. You may have gone outside and you may have seen our car, autonomous car, so I don’t have to speak to our autonomous driving effort, our driver assistance efforts. There’s many of those that are ongoing that are widely shared.

Dr. Uma Krishnamoorthy: But on top of our mobility efforts we also work in the smart city area. We have products in all of these areas so connecting them and providing customer experiences goes beyond mobility into smart city, into buildings, industry, industry 4.0. But one of the key things for us, for our connected Bosch systems across these domains is we are creating intelligent user centric solutions without compromising safety or data security. Those are big messages that we carry and we essentially put into all our products.

Dr. Uma Krishnamoorthy: What is Bosch’s IoT vision? Again a borrowed slide. You will see big goals here. 2020, the goal is all of our electronic products will be connected. We’re going to continue working across a variety of domains and in 2025 all our products are going to either possess intelligence or AI will have played a key role in their creation. So AI is closely tied to our IoT.

Dr. Uma Krishnamoorthy: A few examples, I’ll have to go very quick. She just told me I have five minutes left. Quick examples, home appliances. Series 8 oven. It’s an oven, yes, but it’s also a microwave, it’s also a steamer, and it’s connected. So you can bake a cake–if you have the right app–you can bake a cake in it from your phone, and I’ll leave it there.

Dr. Uma Krishnamoorthy: This app is apparently not available everywhere but it is there, the technology is there. Mobility, you already mentioned that powertrains is one of the big areas we contribute in for the automotive business. Electric powertrains is our big area of work now. One thing I’ll show here is we are taking it beyond just electrification of cars, we’re actually moving into other powertrain systems for other vehicles such as two wheelers and trucks.

Dr. Uma Krishnamoorthy: Another aspect here is beyond just building EV vehicles, we’re also looking at connecting these vehicles. So anybody using an EV vehicle cares about charging them. So we actually have an app. Bosch has an app that’ll let you find up to 20,000 charging stations, which is very convenient, in five countries. I believe that will be increasing as this gets used more.

Dr. Uma Krishnamoorthy: Last but not least, the example automated valet parking. This came out recently. I had a beautiful video on this. It took too long so I’ll just tell you in two sentences. Automated valet parking. It’s like a mini autonomous vehicle that you can use in a parking garage.

Dr. Uma Krishnamoorthy: You bring your car to the garage, you walk out of it, hit the park button on your phone, the car will go park itself. When you are done with your dinner or whatever else, you come back to the garage. Say pick up the car. The car will drive itself to you. You can get in it and go home. That’s the idea and it’s actually real and they already rolled it out. So, that’s an example of some of the innovation we contribute to.

Dr. Uma Krishnamoorthy: Now I’ll be talking to you about some of the elements of IoT, not for very long. We have tech talks following me, they’ll go into all the details. So here, I’m going to talk briefly about transformation from the things to IoT. I’ve already mentioned that we make a lot of things here at Bosch across many domains. But one of the fundamental things we do is in the hardware. Sensors is a big area for Bosch, we are one of the enablers–sensors are the enablers for the Internet of Things and we’re one of the leaders in building micro sensors. Bosch Sensor Tech, in fact, is the part of Bosch that builds them, and you’ll be hearing a lot more about that from Tara right after me.

Dr. Uma Krishnamoorthy: Sensors are the data collectors. They are your direct connection to your products, they collect the states of your products, whatever they are. Then, another aspect of it that is kind of hidden, but is very important as batteries. So we need batteries to charge all of our things and our sensors and our phones, everything else. So that’s another aspect that we will be talking about soon. Yelena will be talking about it, I believe.

Dr. Uma Krishnamoorthy: Bosch has a strong background in the hardware aspect of manufacturing and in sensors products. So we understand that, the cause and effect. That’s our core business. So, what else is there to be done in IoT? It’s all about the connectivity. So once you have the data, you have to connect to it. We have the data collectors.

Dr. Uma Krishnamoorthy: So the next thing you need is to analyze the data and to create some–once you acquire the data you want to provide some, I guess models, right, and some plans on essentially understanding the data and to potentially predict what’s going to happen for whatever system you’re working with. So that’s where our AI comes into play right, and LisaMarion will be talking about that. She’s part of our BCA, Bosch Center for Artificial Intelligence.

Dr. Uma Krishnamoorthy: Then, finally, it all comes down to the user and the user interface. So that portion will be handled. It’s an important portion but that portion will be handled by … Panpan and Shabnam will be talking about that. They’re a part of our human machine interface, we used to call the interactions, human machine interaction group.

Dr. Uma Krishnamoorthy: So fundamentally we are integrating our hardware with AI, our IoT products and our sensors and that’s in a very, very high-level picture of what Bosch does in IoT. I’m going to stop there and hand the microphone on to Tara. So Tara and Seow Yuen Yee will be talking about sensors next and they will introduce the next speakers. So thank you very much.

Seow Yuen Yee and Tara Dowlat

Senior Research Engineer Dr. Seow Yuen Yee and Senior Account Manager Tara Dowlat give a talk on sensors for IoT at Bosch Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Tara Dowlat: Hi everyone, my name is Tara Dowlat and I’m part of Bosch Sensor Tech. I’m part of the team that focuses on consumer electronic sensors and I’m an Account Manager, part of sales team.

Dr. Seow Yuen Yee: Hi everyone, my name is Seow Yuen. If it’s hard to pronounce you can call me SY. I’m the senior research engineer here in the corporate research. I’m part of Uma’s team. What I do is I make sensors and these sensors go to your car, your home and your phone. So I’ll tell you more about it later.

Tara Dowlat: So, did you guys know that at least every single one of you in this room in your pockets or in your bags have one sensor and most like the majority of you guys had least one sensor from Bosch on you? It’s a fun fact. Let me tell you that sensors are all around us. We might notice it, we might not, but these tiny, tiny little devices are actually pretty commonly used.

Tara Dowlat: They’re made out of micro electromechanical systems. They go also known as MEMS. These devices are made out of silicon. Silicon is the same exact material we use for semiconductor chips and they are used for really complex circuits or switches that we use in our industry today.

Tara Dowlat: If you look at the picture to the right side over here, this shows the structure of a MEMS and you can see that within a thickness of a hair line how many tiny little springs we’re able to fit in there. That’s a MEMS structure for you and typically these devices are within millimeter square. So we can see that how detailed and small these structures are and I find it personally very impressive.

Dr. Seow Yuen Yee: How are sensors made? The process starts with the silicon ingot that you can see on the left there and then it is later cut into thin slices that we call the silicon wafers. So this is an example of the silicon wafers. By itself it is not useful until we are able to process on it to make intricate features. We are able to do this thanks to our Bosch colleagues Franz Laermer and Andrea because they invented the deep reactive ion etching in 1996.

Dr. Seow Yuen Yee: It is now known as the Bosch Process because it has the ability to create a high aspect ratio profile in the silicon wafers. How high is a high aspect ratio and how tiny is tiny? Here’s an example that is the width of these trenches as five micron wide and the height–the deep is 50 micron deep. So you can imagine how small all these features are.

Dr. Seow Yuen Yee: Accelerometer, we’ll tell you later about it. It’s an example of a type of sensors that we are able to create using this process and Tara will tell you more about the sensors and other sensors, about accelerometers other sensors.

Tara Dowlat: So just as SY mentioned, we have a family of classical sensors known as motion sensors. We have magnetometers, accelerometers, gyroscopes, the combination of two that would be an IMU or you put all of the three together it’s known as nine degree of freedom or absolute orientation.

Tara Dowlat: But why do we care about these sensors in general? What’s the application or how do they improve our lives? Well the most classical approach was the use of sensors and automobiles. You guys might have heard about ABS, ESP or even tire pressure monitoring system on newer cars. These are sensor applications. Without the sensors on your cars, you guys would not have these safety functionalities.

Tara Dowlat: Let me ask you this. If you had the choice between a sports car, a sedan, or SUV for safety of your family which class of car would you guys probably pick?

Audience: SUV.

Tara Dowlat: Okay. Let me tell you. Twenty years ago that was not the concept. SUVs and safety were not two words used in the same sentence. Actually these cars were known to be rolling over on the road and actually not safe at all. So what changed since then? The use of a gyroscope on the car is enabling them to stay stable on the road and not roll over. That makes them safe.

Tara Dowlat: Within 20 years or so the market and perception has changed so much that all of you guys think SUV is the best choice to go with. That’s the use of sensor. But, also the modern applications. Take autonomous driving, everybody in the news is talking about it. Autonomous driving would have not been possible without sensors or even more commonly used applications like Park Assist when you tell your car please park it for me in this tight spot. That’s using your sensors in the car, or when you’re trying to drive on the road and hopefully you guys are paying attention and it’s not dismissing the traffic or texting but more modern cars have this functionality that it actually tells you please slow down there’s an object in front of you. Don’t switch lane there’s an object next to you. These are the functionalities that modern cars have because of use of sensors in them.

Dr. Seow Yuen Yee: Applications that Tara mentioned there’s one more applications that should be familiar to all of you which is the airbags deployment. From 1987 to 201,8 more than 50,000 lives has been saved by airbags according to the US Transportation–Department of Transportation. Have you ever thought of how does the car know when to deploy this airbags?

Dr. Seow Yuen Yee: This is thanks to the airbags control unit in the car and in this control unit it has a tiny little sensors which we call accelerometers. When there’s movement like this impact in your car during the accident this [inaudible 00:29:32] this sudden impact.

Dr. Seow Yuen Yee: So let me show you the video of how it works. The accelerometer chip here contains of two parts, that’s the circuit chip and the MEMS sensors. In the MEMS sensors you can see the blue part is the movable part and the red part is the stationary part.

Dr. Seow Yuen Yee: When there’s movement in your car the blue part will move relative to the red part and from there it caused the relative capacitance change between these two parts. This capacitance change can then be sent to the airbag unit here which will deploy the airbags. For that it will protect you.

Dr. Seow Yuen Yee: The sensing part itself takes around 15 to 30 milliseconds time to sense it and the airbags will deploy from 60 to 80 milliseconds. So that’s how fast it is that can deploy to protect you.

Tara Dowlat: So, a more modern recent application for sensors are consumer electronics, specifically smartphones or tablets. You guys have might noticed over the past few years that actually the cameras have improved quite a bit in terms of picture quality. I hate to take all the credit for the sensors but they did play a part.

Tara Dowlat: You guys have might noticed that when you’re trying to take a picture you’re trying to zoom in and historically I was one of the people that would move the camera back and forth trying to get the best photo and then making sure that my picture’s not blurry. Well today the cameras do that for you and part of it is because of the image stabilization and the sensors that they use with the cameras. That’s one of the applications that uses a sensor.

Tara Dowlat: But another more commonly used one. When you go from horizontal to vertical on your phone when you’re looking at pictures and videos this is something that probably most of us use every day. That’s a use of a sensor on your phone. Or this one I’m a personal huge fan–navigation.

Tara Dowlat: I’m always lost and somehow people trust me to put me in charge of direction. But the reality of it is with my phone, if there is no magnetometer on it I’m looking at the direction and I don’t know if it says right is it really my right or my left.

Tara Dowlat: But a magnetometer on my phone would be able to tell me where is the true north and at what point do I need to truly turn right or left. That’s a really helpful application for most of us that we probably use and don’t commonly notice that it’s a sensor on there.

Dr. Seow Yuen Yee: One other thing is as you all know that GPS hardly works inside the building. In the case of an emergency, especially in tall buildings, it is very critical for the emergency first responder to know exactly where you are and this includes what floor you are in. The GPS do not give you this kind of information but our Bosch pressure sensor comes to rescue.

Dr. Seow Yuen Yee: Because of the as you increase the elevation, the altitude the air pressure decreases and this tiny change of pressure can be sensed by our Bosch pressure sensors. So let me show you another video of how the pressure sensor works. Again in the package it has two chip where there’s a circuit chip and the MEMS sensors.

Dr. Seow Yuen Yee: This time the MEMS sensors consist of a pressure sensitive membrane and on which there is four resistors which are connected in a wisdom bridge formation. As there’s the pressure change the shape of the membrane changes due to the pressure and the resistance is changed due to the change of the membrane.

Dr. Seow Yuen Yee: This resistance change is measured as water changes which ranged from one to five and this water changed correlates to the pressure and this pressure would tell you which elevation you are in. The information from this will be sent to the first responder and they will come to rescue you.

Tara Dowlat: Just as SY mentioned, pressure sensor belongs to another family of sensors that are getting quite commonly adapted nowadays, they belong to environmental sensors. That includes temperature, humidity, gas, or a combination of all those together as one single sensor.

Tara Dowlat: But how did they become so popular nowadays? Well, we are all health aware nowadays. I think most of you guys might be interested, but by show of hands how many of you guys track how many steps you’ve taken or how many stairs have you climbed today? Majority of you. Well, I guess most of us has invested in either a fitness band or a smartwatch or look at it on our phones.

Tara Dowlat: When you go under health application it tells you how many steps you’ve taken. That’s an accelerometer on your phone or on your device. Or if you’re interested in knowing how many climbs of stairs you’ve climbed today. Well, that’s a pressure sensor for you that gives that app information. But it’s not just about humans.

Tara Dowlat: So, I recently heard about a cool application from one of our potential customers that they are trying to put this step tracking option on their chicken. You would wonder why. But, I guess when you go to these stores you notice that there is like advertisement for eggs that are range free and organic, that extra dollar amounts that they are charging is justified because these chickens are taking more steps.

Tara Dowlat: The more steps they take, the healthier your chicken. But today we’re here for IoT and how does the sensor relate to IoT. How does that impact me as an individual? How does it change the quality of my life? I can take the example of a smart home. This belongs to the IoT category. Without the use of all these sensors, smart homes would not be possible. Let’s focus on my case specifically and I think some of you guys might relate.

Tara Dowlat: I’m here with you in the evening or the afternoon today. I will spend some time to drive home and during this drive I would be probably sitting in traffic, it’s hot and I’m thinking I wish when I get home that my Roomba has cleaned the floor. So IoT would be able to enable that.

Tara Dowlat: I wish that the AC has been running for the past 30 minutes because I’m somewhat environmental friendly but not extremely. I still like a cool room. So I’ll take that and I can make sure that a cup of coffee is waiting for me while I watch my last show before I go to bed. That’s a smart home for you.

Tara Dowlat: For IoT to be enabled we need to make sure that all these sensors are effectively and efficiently communicating. But then it becomes a matter of power consumption. That’s why Yelena would introduce battery management, which is a really important topic here at Bosch for us. Thank you.

Yelena Gorlin speaking

Senior Engineer Dr. Yelena Gorlin gives a talk on enabling IoT for batteries at Bosch Girl Geek Dinner.   Erica Kawamoto Hsu / Girl Geek X

Dr. Yelena Gorlin: Hi, my name is Yelena Gorlin and I work in corporate research. As Tara and Seow Yuen just mentioned, we will now switch topics and I will introduce a research topic that we have here at Bosch. It focuses on batteries and specifically battery management systems.

Dr. Yelena Gorlin: Before going into the details of the topic, I wanted to take a moment and quickly introduce to you my home department in order to give you an idea what type of associates are working on the project and also what is our overarching purpose for the everyday work that we do.

Dr. Yelena Gorlin: My home department at Bosch is called energy technologies and we have three areas of research competency and they include electrochemical, modeling, characterization and controls, automatic computation and additive manufacturing. As you can imagine, the associates involved in these areas come from a diverse research background and we actually have research experience from leading academic institutions, both in the US and Germany.

Dr. Yelena Gorlin: We’re specifically strong in the areas of chemical engineering, system controls, material science, and electrochemistry. What unites us all is our interest to work on future energy technologies with the goal of reducing the global carbon footprint.

Dr. Yelena Gorlin: Recently we came up with a new motto for ourselves and it’s putting low-carbon options on the global energy menu. Our department sees the topic of battery management systems, both as a contributor to de-carbonization of our society and also as an enabler to our connected future. But you’re probably now wondering what exactly is a battery management system and how can it be so important to our future.

Dr. Yelena Gorlin: So as the name already gives it away and as I mentioned in the beginning, battery management systems have to do with batteries. Probably all of us in this room have been in a situation that seemed quite dire simply because our phone or maybe our smartwatch, our computer or our car has run out of its battery.

Dr. Yelena Gorlin: In such a situation, we were probably wishing that we could recharge our battery as quickly as possible to bring the device back to life. Well, it turns out it’s not so difficult to recharge a battery very fast once in its life. But what is difficult is to be able to offer consistent fast charging without introducing any aging effects.

Dr. Yelena Gorlin: As you probably have guessed, one of the important functions of the battery management system is to offer precisely this capability at battery management system or as we call it BMS for short controls the operation of the battery. So how fast it charges and discharges and each new generation of a battery management system looks to increase the charging speed of our device without having effect on its lifetime.

Dr. Yelena Gorlin: You can imagine that advances in this area can reduce our anxiety about how long our devices can last and as a result contribute to electrification of our society both in IoT and mobility sector and contribute to its de-carbonization. Now I hope I was able to convince you that battery management systems are very important and very significant to our future and I wanted to take a step back again and bring you to my department and our approach to this future product.

Dr. Yelena Gorlin: At its core, our approach draws on the expertise available within the department, and we rely on the different areas of background, especially in research. As I mentioned, we have chemical engineers, we have control engineers, we have material scientists and electric chemists and we primarily combine three areas and its electrochemical modeling, experimental characterization, and controls.

Dr. Yelena Gorlin: Our typical project workflow starts with the development of an electrochemical model and involves a variety of equations and parameters. We then design and execute experiments to measure these specific parameters and combine them together with a model to form what is known as parametrized model.

Dr. Yelena Gorlin: This parametrized model serves as the basis for the next generation BMS and is used to generate new control algorithms. These control algorithms are what is going to allow us to charge our devices, so our watches, our phones, our computers, and our cars at faster speeds and therefore increase our confidence in all of these IoT components and contribute to the development of our connected future.

Dr. Yelena Gorlin: Thank you very much for your attention. I will now pass the mic to LisaMarion who will tell you about artificial intelligence.

LisaMarion Garcia speaking

Software Engineer LisaMarion Garcia gives a talk on artificial intelligence at Bosch Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

LisaMarion Garcia: Hi, everyone. My name is LisaMarion I work at the Bosch Center for Artificial Intelligence here in Sunnyvale. So, we have a lot of opportunities for AI at Bosch. As my previous colleagues have mentioned, we cover a wide variety of different sectors from mobility, industrial, building, and consumer goods. Each of these individual sectors provide us different opportunities to incorporate AI, either as a feature of a product that we sell or as part of the process of producing that product.

LisaMarion Garcia: As Uma had mentioned before, that is a major goal for Bosch, to by 2025 have all our products either possess some artificial intelligence as part of their features that we provide to the consumers or as we produce them we are using AI.

LisaMarion Garcia: What we need to introduce AI into our products or our processes is–what gets discussed mostly when people are talking about artificial intelligence tends to be focused on the algorithms more. So that’s basically how you actually train a system to be able to learn by itself, how a car can drive itself, for example.

LisaMarion Garcia: We do work on that in-house as well. The Bosch Center for Artificial Intelligence has a pretty sizable research team that is currently working on state-of-the-art research topics. But additionally to actually get it from an idea, from a theoretical idea, into a product we need both compute resources, which we of course have access to, and most importantly, we need data.

LisaMarion Garcia: So, one of the advantages that being such a large company gives us, especially a company that covers so many different sectors is that we have access to a bunch of different types of data. BCAI overview, I guess. Our general mission is to help reach that goal, obviously, of introducing AI into the different areas.

LisaMarion Garcia: I’ve already covered our research team. We also have an enabling team which are–you can kind of think of them as AI evangelists. They go out to the different business units and kind of teach them about what machine learning is, how it can help in their products, what kind of data they need to be collecting if they want to be able to gain relevant insights from it.

LisaMarion Garcia: Then we have the services team which is where I work. We focus more on applied AI. So what we do is we consult with various business units within Bosch who have use cases or interested in introducing machine learning into their products or processes and we basically help them take that from an idea to a reality.

LisaMarion Garcia: We cover these four different areas. I’m going to briefly describe kind of each one. We have a bunch of different projects ongoing right now. But for an example in the manufacturing domain, something that we do is we work with optical inspection, which is where we put a camera in the production line at Bosch’s many plants and we basically collect images of the parts as they come through and try to perform or try to train a model to do automated part inspection. So basically being able to tell if a part is passing or failing by just looking at an image of it.

LisaMarion Garcia: In the engineering space, we do some work around gaining insights from data that is collected as we develop a new sensor, for example, for a new product or if we are trying to add kind of a smart home type of functionality to an existing appliance that Bosch already makes.

LisaMarion Garcia: For supply chain management and controlling we have a financial forecasting platform that basically looks at all of Bosch’s financial data and can make predictions about future sales. Then intelligence services, which I’m going to go into slightly more detail on since that is more of what I have worked on recently.

LisaMarion Garcia: So AI for mobility is obviously a hot topic. We have two main groups at Bosch that are working on that. We have for my friends that work in the autonomous driving space you may be familiar with the L3 to L5 kind of designations.

LisaMarion Garcia: So we have a driver assistance functions which are going to be your L3 and below. Those are things like automated braking when you detect a hazard on the road or lane keeping. Kind of those functionalities that already exist in your car. We also have autonomous driving group, which is the car outside, which would be the car driving itself.

LisaMarion Garcia: Some collaborations that this group has done with BCAI that I’ve been involved with have been lane keeping. So if you see the top image, we basically take a semantic segmentation map of a scene and basically use that to keep the car on the road. We also do hazard detection.

LisaMarion Garcia: So if you look at these two images in the middle, the one on the left is mostly clear windshield, the one on the right the windshield has been obscured with some droplets of water. A human looking at these two images can clearly tell that they’re the same scene. We basically our brains have a really good way of mentally deleting the information that you don’t need.

LisaMarion Garcia: It’s very difficult for a computer to do the same thing. That’s one of the main challenges when we’re training algorithms to be able to see, for example, for driving a cart. So we’ve done some work around helping either make the model itself more robust to these kinds of disturbances or basically just having some kind of a sense so that the car knows when one or more of the cameras has been had its vision obscured.

LisaMarion Garcia: Then the last topic, which I wanted to cover in slightly more detail, is the data privacy compliance topic. So I’m not sure how many of you are aware of the GDPR regulation. Yes, okay, a lot of nodding. So that’s a really important law that was passed by the EU which basically … The general gist of it is that any company that is collecting personally identifiable information from people without their consent basically needs to delete that data every six months or somehow you scrub the personally identifiable information.

LisaMarion Garcia: For our automotive topics, that mainly covers human faces and license plates. So what we did to help our business units and prevent them from throwing away their data every six months is we developed a tool using deep learning to be able to identify, locate the faces and license plates in the data that was generated by the proprietary Bosch sensors and blur those out of the image.

LisaMarion Garcia: So basically what we are doing is helping them generate training data that they can use long term and also store, which will help them basically consistently validate their work over time. So, yeah, just AI for your AI. That’s kind of the overview of what Bosch is doing in regards to AI. I have kind of mostly talked about how we spread AI internally and now I’m going to bring the user back into the conversation and pass off to my colleagues to talk about human machine collaboration. Thank you.

Shabnam Ghaffarzadegan speaking

Research Scientist Shabnam Ghaffarzadegan gives a talk on human machine collaboration research at Bosch Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Dr. Shabnam Ghaffarzadegan: Hi, my name is Shabnam. I’m a research scientist here at Bosch working in human machine interaction group and I’m very excited to be here with my colleague Panpan Xu who is our group too.

Dr. Panpan Xu: Hello everyone. I’m Panpan, I’m also working on the human machine collaboration topic at Bosch Research. So today Shabnam will first give an introduction of what are the topics we have been working on.

Dr. Shabnam Ghaffarzadegan: The topic we are really excited to work here at Bosch is human machine collaboration. If you think about everyday life there’s so many tasks that human is so good at but machine usually has so much trouble doing them. Also there are so many tasks, let’s say repetitive tasks, that machine might be so good at doing them very accurately but human would be having so much trouble to perform them in a short amount of time.

Dr. Shabnam Ghaffarzadegan: So our idea is asking human and machine to work together to empower their both abilities to make a superhuman with much more perception and knowledge and also to make a better machine to help us in our everyday life. Here at Bosch, we do focus on many core technologies such as robotic manipulation, text mining, audio analytics and visualization. We do apply these technologies to so many different use cases such as IoT industry 4.0, smart home, and smart cars.

Dr. Shabnam Ghaffarzadegan: How we do? So here first I’m going to introduce you how AI can help humans. So our goal is empowering human capabilities. What we do in our group is that we take different modalities that we see in the environment such as visual clues, text and audio and speech that we hear around ourselves and we combine this information with domain knowledge, context knowledge and user knowledge and we translate them to some specific applications such as personal assistants, conversational AI, and augmented reality.

Dr. Shabnam Ghaffarzadegan: As I mentioned, our goal is empowering human with domain specific AI. Here our focus on one of the use cases we work that I focus on personally, which is intelligent audio analytics. If you think of course the speech is one of the main … No, it’s okay. We can continue hearing that. It’s fine.

Dr. Shabnam Ghaffarzadegan: Okay, what I wanted to say was that if you think about speech, of course, it’s one of the main input and the way of communicating with outside world as a human, right, but there are so many other sounds that we can hear in the environment such as the sample of sounds you just heard. Right?

Dr. Shabnam Ghaffarzadegan: By these sounds you can guess kind of what kind of environment you were at. Were you at the beach or where you at a restaurant, right, just by listening to the noise in that environment or you can guess what kind of machine are you operating. Is that machine is working in a right mode or is it broken? Right?

Dr. Shabnam Ghaffarzadegan: So here in our group we focus on signal processing and machine learning techniques to discover three kind of sounds. The first one is environmental sounds. As you heard, is it beach, is it in the office, is it in a restaurant? The second one would be machine sounds. Right?

Dr. Shabnam Ghaffarzadegan: We hear, we listen to the different machines in the environment and we try to recognize if they’re malfunctioning or working in the right state. And finally human sound, but non-speech human sound. Imagine you might be coughing or sneezing and that might be a clue that you might have some health issues and you might want to go to a doctor. Right?

Dr. Shabnam Ghaffarzadegan: So the audio analytics field is kind of newer compared to vision or speech technology that already exists so we have so many challenges at this field and the main one would be lack of data as always existing artificial intelligence and also we need to be really robust toward the other different kind of noise and environments that we are at.

Dr. Shabnam Ghaffarzadegan: Here’s some of the use cases we work on. The first one we can focus on physical security and automation. You think that in most places the physical security systems are based on cameras but there might be so many situations cameras might fail. Let’s say, if it’s dark at night or if it’s foggy so the camera might not see what’s happening in environment. But also there are some events that camera is visual clues are not able to capture them.

Dr. Shabnam Ghaffarzadegan: Let’s say gunshot. Right? With a camera if the gunshot is not in the visual field you can’t basically [inaudible 00:54:23]. So, our idea is including microphone to a camera to understand more information about our environments. In this case, such as gunshot, glass break, and a smoke alarm can be sounds that can alarm our physical security system.

Dr. Shabnam Ghaffarzadegan: The next use case is industry 4.0. As I mentioned, we would like to put microphone in our plants and listen to the machines that working on those plants. For this, this is a very easy step to move toward industry 4.0 since the only thing we need to do is basically we put a MEMS microphone on these devices and just listen to them to see if they are operating correctly or not.

Dr. Shabnam Ghaffarzadegan: The third one would be an automotive sensing and diagnosis. Of course, autonomous cars, they are hot topics these days and they are having so many sensor already on them such as radar, camera. But we believe that autonomous cars needs to have the hearing sense as well. One of the important use case would be for example hearing emergency vehicles if there is siren happening for example police car or ambulance so these autonomous cars needs to understand these sounds and act accordingly.

Dr. Shabnam Ghaffarzadegan: Another use case can be listening to your car parts, for example, your car engine. If you go to repair shop so many of the very experienced repair shops they just listen to your engine and they would guess if you have a problem, so this is our idea to do that automatically.

Dr. Shabnam Ghaffarzadegan: Finally to give you some idea how we perform these acts. So basically we do use microphones to get this raw audio input from the environment. This information, we do some signal processing to enhance this signal to remove some environmental noise that we don’t want them and we do use domain knowledge, meaning that we do look into what kind of environment we are performing.

Dr. Shabnam Ghaffarzadegan: Are we in a factory? Are we in a house? Are we in a car? Based on that we extract some features and finally we do machine learning and AI to detect what kind of audio events was in the environment. Next my colleague, Panpan, she will explain now how human can help AI.

PanPan Xu speaking

Lead Research Scientist PanPan Xu gives a talk on human machine collaboration research at Bosch Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Dr. Panpan Xu: So, here comes the other side of story, how can human help make AI more intelligent and more reasonable to the humans. So, our approach is actually very much human in the loop method for big data analysis which we call visual analytics. Visual analytics is actually a technique which combines technologies from many different fields and one of these field is data mining.

Dr. Panpan Xu: With data mining we basically trying to gain insights from data with automatic algorithms and identify the patterns inside it. The other technique is visualization. Basically, we can draw the chart to show different trends and patterns detected by the data mining algorithms and then show or present to the users.

Dr. Panpan Xu: Most important part is user interaction. Actually, in this user centric approach we want to really take in users’ input or users’ knowledge into the data analysis process so it does not appear as a black box choose users. So, one use case that is very much related to this visual analytics topic is expandable AI.

Dr. Panpan Xu: Basically, in most of the cases we use AI as a black box. Basically the machine learning model takes the input and then produce some output to–For example, in autonomous driving we take the video input from the camera and then the steering wheel will take the corresponding directions or in medical diagnostics solutions the AI usually take an image and then tells the doctor or the patient what kind of disease it is.

Dr. Panpan Xu: But this kind of black box approach is usually not much reliable or people do not really want to use the machine learning model as a black box. So, with visual analytics we can present the explanation to the users actually and then the user can provide feedback to the model and continuously improves model until the model becomes transparent or explainable for the users.

Dr. Panpan Xu: Why this is important as I explained, we have these fairness issues because we want to know AI is making its decisions based on some meaningful features instead of other features like gender which can make this model unfair to certain populations and also we want to make this model robust.

Dr. Panpan Xu: On the other hand. There’s also this GDPR regulation which requires every decision made by AI to be explainable to the humans. So the user have the right to assess explanation to the decision made by an algorithm.

Dr. Panpan Xu: So now let’s go in on our deeper technical dive to look at a recent research paper we have published at ACM [inaudible 01:00:04] this year and which is about interpretable and steerable sequence learning. And that has application in many different AI fields like text mining or medical diagnostic sensor.

Voiceover: Recurrent neural networks have shown impressive performance in modeling sequence data. They have been successfully used in a lot of applications, sentiment analysis, machine translation, speech recognition and so on. However, they are considered as black boxes since it is very difficult to explain their predictions. Without explainability it could cause trust and ethics issues.

Voiceover: How can I trust the predictions coming out of a black box? These problems will limit the applications of these deep learning models in various decision-making scenarios. For example, a data scientist has developed a sequence prediction model to predict the risks of future problems of a car based on its historical faults.

Voiceover: However, the mechanics and repair shops may find it difficult to choose the right maintenance strategy with just prediction results. Sometimes they even suspects that the modeling is wrong. The need for explanation is pervasive in such decision-making processes. The predictive model serves as a smart analysis module rather than an automatic end-to-end solution.

Voiceover: Our idea is to explain the predictions by providing similar examples. Such case based reasoning strategy is commonly used in our daily life. For example, why classify a restaurant review, “Pizza is good but service is extremely slow” as negative? This is because it is similar to two prototypical negative sentences, good food but worse service and service is really slow.

Voiceover: We use sequence encoder R which encodes the input sequence into a fixed length embedding vector H. The model learns K prototype vectors that are most representative in the embedding space. We compute these similarities between H and the prototype vectors. The similarity scores are used as a source for prediction. To ensure that the prototypes are readable, we project the prototype vectors to their closest training samples every few epics.

Voiceover: To further improve interpretability, we’ve simplified the prototype sequences using a beam search based algorithm. To utilize expert knowledge, we design an interaction scheme which allows human users to incorporate their domain knowledge into the model. We build interpretable and steerable sequence models for vehicle fault predictions, sentiment analysis, protein classification, and heartbeat classification.

Voiceover: You can get explanations to the accurate predictions on the fly.

Dr. Panpan Xu: I would like to thank [inaudible 01:03:03] for the very nice voiceover of the video. So, if you have any questions about the paper you can search it online. So there’s the title below at the bottom of this slide. So, now let’s move on to the next topic and see how Bosch is enabling a new area of mobility with our presenter Sun-Mi here.

Sun-Mi Choi speaking

Director of Business Development & Strategy Sun-Mi Choi gives a talk on changing mobility with progressive mobility players at Bosch Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Sun-Mi Choi: Hello. Also from my side I guess I’m the last turn. I hope you guys are still with me. That was a little bit too silent. Are you still with me?

Audience: Yes.

Sun-Mi Choi: Okay, good. Thank you. I know it’s late. My name is Sun-Mi Choi. So please just call me Sunny. I’m Sunny from Sunnyvale so it’s easy to remember. I’m responsible for business development strategy within a newly established group. We are probably the youngest group within Bosch. We are eight months old so we were born beginning of this year and probably also the smallest group and we are called progressive mobility players, short PMP.

Sun-Mi Choi: I will tell a little bit more about it later but basically what we do is focus on new mobility startups because we see the mobility world is changing a lot. A lot of new players are entering the market and we are focused on two players which are new electric vehicle manufacturers and at the same time also on mobility service providers.

Sun-Mi Choi: Today we’ve heard a lot about innovative amazing technologies, learning about sensors, learning about battery management solutions, artificial intelligence, and human machine collaboration. I’ve been with Bosch seven years but I didn’t know that we had so much capability in-house. I just moved here beginning of this year so it’s amazing to see how much capabilities we have.

Sun-Mi Choi: I would like to bring in a little bit of a different perspective. Basically bringing a little bit the market perspective customer needs to explain and verify why these capabilities are so important for Bosch and also for the future of mobility.

Sun-Mi Choi: So, before I start, I would like to give a little bit of a bigger picture of why the mobility is changing and what are the driving forces behind.

Voiceover: Our world is changing and this change is visible across the globe. More than 50% of our population now lives in cities. These cities are growing, as is the share of older people in them, while space to live is becoming ever more precious. More and more goods and people need to be transported, pushing the traffic infrastructure to its limits and increasing pollution and noise levels.

Voiceover: But the world is waking up. Regulations are calling for stricter limits and cleaner solutions. A transformation has started, powered by new technologies and services. In a world where everything is connected, mobility is being re-imagined. Solutions like traffic management combined with cleaner and more efficient power trains and the benefits brought by automated driving will make our cities sustainable and livable.

Voiceover: Bosch is driving this change and shaping the future. The future of mobility.

Sun-Mi Choi: Trends they are not new for you. But it’s still very important to understand the fundamental driving forces behind it because this actually has a really big impact on Bosch. Because as we learned from Uma, the mobility part makes 60% of our revenue and all of these changes make a huge change or an impact also our business model if we want to maintain sustainable for the future.

Sun-Mi Choi: So air pollution, congestion, urbanization, and also what we see a changing consumer behavior, all of these factors are really shaping a new focus for us in the mobility area, which we call electrified, automated, connected, and also shared and personalized, which you probably experience and also live every day.

Sun-Mi Choi: At the same time, mobility is also getting more user centric. The consumer is more and more changing from owned to shared. So how many of you are using ride hailing apps to get from A to B on a regular basis? So I see not everyone, but I see a lot of hands raised. So this has become an integral part of how we move from A to B because it brings convenience, especially in congested cities.

Sun-Mi Choi: Also, consumers become more individual and personalized and more importantly, they always want to stay connected. This all relates to mobility and new players, startups see this change and these trends as basically opportunities to come into the mobility market. Because now new capabilities are required and this disrupts the whole mobility value chain also from our Bosch perspective.

Sun-Mi Choi: So what does it mean for us? We also need to understand what these new players are about to develop, what is their thinking. How do they approach innovation? That’s why as mentioned in the beginning we are focusing on new EV based customers.

Sun-Mi Choi: So probably a lot of you know Tesla in this area. So really young companies who are starting vehicles from scratch or the second customer segment is mobility service based customers. So, all companies who provide mobility as a service, the ride hailing apps, car sharing and so on.

Sun-Mi Choi: What we see is that they have quite of a different DNA, they have different requirements. That means also for Bosch, we need to understand the requirements and adjust also the way how we approach customers. Because these young customers, they act differently, they drive innovation differently than the VW or Mercedes driver that we’ve been dealing with for the past hundred years.

Sun-Mi Choi: So it’s time to change and it has also a big transformational impact on us. So, we see in the shared space, for example, the one customer segment we are focusing on is huge change. If you look at an annual number of ride hailing rides you see a tremendous growth over the past four years. It’s been grown more than 60%.

Sun-Mi Choi: From a user perspective, you also see a good reason why they are switching from ownership to shared. One of the reasons is because 96% of the time your asset stands idle. The car is parked, you’re at work, it stands idle for eight, nine, 10 hours while you sleep also. This this is a waste of assets.

Sun-Mi Choi: So people are looking for alternative modes to move, alternative modes how to utilize their assets in a most, more efficient way. So also this is one indication for why people are moving towards shared. Last but not least, from an investor perspective, if you look at how much investments have flown into this area over the past four years only more than 80 billion US dollar have been invested into the ride hailing market.

Sun-Mi Choi: This is humongous. This is likely to grow further. So, this shared mobility will happen. So how do these new customers take, what are the pain points, what are the requirements? These are just some of the requirements or pain points that we identify when speaking to the customer. So operational costs for these ride hailing companies is a sure thing.

Sun-Mi Choi: How can we become profitable? How can I optimize my operations? Second point is how can I ensure safety and security for their passengers, especially when we go towards robo taxis, it will not have a driver anymore being able to control the ride. So we need technology to basically operate and also ensure the safety even without a driver.

Sun-Mi Choi: Third is there are so many players arising, I need to differentiate. If I want to survive in this market I need to have a good differentiation point. So personalization, how to ensure that your ride is individual and a really great experience is one important differentiator that we have identified.

Sun-Mi Choi: For all these pain points, for all these requirements that we see, it kind of makes sense where you bring now the puzzle pieces together of the capabilities that we’ve seen from sensors which connect the cars, can connect the car and the user and a lot of other use cases that we’ve learned today.

Sun-Mi Choi: Battery management solutions is super important because we see a strong push towards electrification pushed by the government. Also end users are looking for environment friendly solutions. Also a lot of these ride hailing companies tend to establish their own EV fleets.

Sun-Mi Choi: So range anxiety and also improving the battery lifetime what we learned today are super, super crucial for the customers in the market. Autonomous driving was something that was mentioned. So a lot of these companies are also going towards robo taxis. So artificial intelligence is also human machine collaboration to really ensure that there is a safe and also unique experience between the human and the machine will be very relevant.

Sun-Mi Choi: When we look at the customer and the market and the customers, we see that these capabilities will be important for the future to come. So I’m very proud to see that we are working on these very future-oriented topics. This is the way how we would like to tackle the new era of mobility.

Sun-Mi Choi: So basically in summary, with these capabilities enable the vision of our mobility customers not only the new ones, of course, also the existing customer base. Second, we want to innovate and co-create with these customers together. Because even though we have the best technology that might be requirements that we may not have seen so we need the customer input to even more improve the technology and also the use case.

Sun-Mi Choi: Last but not least, important point is really to understand and translate what the customers tells it to us into technology. That’s why it’s a good collaboration to have technology and also sales and the market proximity close to each other so that there is always an inter-linkage and a bridge between technology and also market need.

Sun-Mi Choi: So, we’ve talked a lot about AI, about new customers, about innovation, but I think it’s also important to really close with the core, with the tradition to not forget about the core business and also the roots where this company is found on. So two values from Robert Bosch, the founder, since 1886, have been that he says, “I have always acted according to the principle that I would rather lose money than trust.”

Sun-Mi Choi: So the trust to the customers, to the market, providing safety is one really crucial element. Second point for doing business also with our customers is integrity. Integrity of the promises we make to our customers in regards to quality and also in terms of the promises that we make to them. This to the founder and the values still hold today our prioritizing this versus just having a short-term transitory profit.

Sun-Mi Choi: So I would like to remind us all of us when we speak about future topics to think about the core values as well because these are important. This is how I would like to close the presentation. Thank you very much for the one hour attention. So you have been an amazing crowd.

Sun-Mi Choi: I went a little bit over time, so thanks a lot for your patience. I think we had great presentations here today. I would like to thank all of you on behalf of the whole team for coming to our Sunnyvale site, for showing interest in our portfolio, in our technologies. And we would be happy to see you again, also to mingle and network after and to see if we have some collaboration opportunities.

Sun-Mi Choi: Last but not least, of course, I would like to thank all the staff, the presenters, and all the people who have helped to support making this event happen. It was a lot of work. So let’s have a nice evening and please don’t leave too quickly. Thank you very much.

Uma Krishnamoorthy, Hauke Schmidt

Like a Bosch: Tara Dowlat, Seow Yuen Yee, Yelena Gorlin, Panpan Xu, LisaMarion Garcia, Shabnam Ghaffarzadegan, Sun-Mi Choi, Uma Krishnamoorthy and Hauke Schmidt.  Erica Kawamoto Hsu / Girl Geek X


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Global #ClimateStrike Begins Friday Across 150 Countries

16-year old Greta Thunberg inspires youth to protest climate change. She has brought much-needed attention to the critical global climate crisis. Recently, she made headlines sailing across the Atlantic in a zero-emission boat to speak at the UN Climate Summit to push for change.

Making Waves

This fall, the teenage environmentalist will grace the magazine cover of GQ (having wonGame Changer Of The Year” award) and Teen Vogue:

#ClimateStrike Begins This Friday!

Starting this Friday, the Global Climate Strike is planning walk-outs of schools, workplaces and more “to demand an end to the age of fossil fuels.”

You can find the protest nearest to you, and organize one if it doesn’t already exist.

“It’s not just young people joining in. In Sweden, a group of senior citizens called Gretas Gamilingar (Greta’s oldies) is participating. Indigenous activists, labor groups, faith leaders, humanitarian groups, and environmental organizations like Greenpeace and 350.org will be there, too. Outdoor equipment company Patagonia said it will close its stores on Friday in solidarity with the strike. So is snowboard brand Burton. More than 1,000 employees at Amazon have pledged to join the strike.”

Vox reports “Greta Thunberg is leading kids and adults from 150 countries in a massive Friday climate strike”

New York public schools will excuse 1.1 million children on Friday from attending school to participate in the strike, requesting parents to follow normal protocol for excusing children from school by phone, writing, etc.

Mayor Bill de Blasio tweeted: “New York City stands with our young people. They’re our conscience.”

Corporate Conscience

Teen Vogue reports companies like Ben & Jerry’s, Dr. Bronner’s, Eileen Fisher, Opening Ceremony, Outdoor Voices, and Seventh Generation are participating in the strike. Internet companies like Tumblr and Imgur are planning are participating, too.


Girl Geek X Clover Lighting Talks & Panel (Video + Transcript)

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Mary Uslander, Ellen Linardi, Rachel Ramsay, Meghana Randad and Bao Chau Nguyen speaking

Clover girl geeks: Mary Uslander, Ellen Linardi, Rachel Ramsay, Meghana Randad and Bao Chau Nguyen speak on a panel at Clover Girl Geek Dinner in Sunnyvale, California.   Erica Kawamoto Hsu / Girl Geek X

Transcript of Clover Girl Geek Dinner – Lightning Talks & Panel:

Gretchen DeKnikker: Hi, I’m Gretchen, I’m with Girl Geek X. Welcome. How many of you guys, this is your first event? Oh wow, that’s so many. We’ve been doing these for about 11 years. We’ve done over 200 of them. We do them almost every week, up and down the peninsula, so hopefully you should be on our … That’s all right, I can definitely talk over that. We do them every week and you should come because you get to see amazing women, you get to meet amazing women, and you get to feel inspired so that you can go back and fight the good fight every single day, right? Yes.

Gretchen DeKnikker: We do a podcast also, if you want to check it out. We take like little clips from these events, and then we chitchat around them. So, there’s like finding a mentor, and what’s the right way to use the word intersectionality, and all sorts of really important life skill things. Definitely find it, rate it, keep it, and tell us if it’s any good, because we’ve never done a podcast before so we’re still figuring it out. Then finally, we just launched a store on Zazzle with all of our cute little Pixie things. You guys haven’t seen a lot of them because they weren’t on the branding for this, but it’s super cute.

Gretchen DeKnikker: Can I borrow you because I love your hair? Can you hold this for a second? I love her. We have this cute fanny packs and a little bag that you could put cosmetics, but you could also put Sharpies or something less female in, and water bottles. All sorts of stuff, and they have our little Pixie characters, they say, “Lift as you climb.” That’s it, we’re good. That’s all the things that are in my bag. You were an awesome assistant, everyone give her a hand.

Gretchen DeKnikker: This space is awesome. I’m so excited for the content because everything that we’ve experienced thus far has been really amazing, right? Yes, you ate, you had your… They’re not quite awake yet, but we’re going to get them there. I am not a good warm up for this, apparently. Without further ado, please welcome Jennifer Oswald from Clover, who’s the head of People Operations.

Jennifer Oswald

Head of People Jennifer Oswald welcomes the sold-out crowd at Clover Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Jennifer Oswald: Hi, everyone, I’m going to try and navigate a lot of different technology while I’m up here. I’m Jen Oswald, and it’s my pleasure to have you all here to kick off our collaboration with Girl Geek X. This is an event on unconscious bias. I’d like to thank you for attending and I can’t wait to hear what takeaways you have from this event. We know that events like these can impact your lives and have a lasting effect on not only your professional life, but also your personal life.

Jennifer Oswald: Our agenda this evening is as follows. First, me, I’m your introduction and welcome. Then we’re going to look at what we do. We’re proud to showcase a bit on what we do here at Clover. You’ll also be meeting our CEO, who will talk you through that. We’ll have lightning talks as well that will show you a little bit more about our product. Next we’ll be featuring our panel discussion on unconscious bias, and then lastly, we want to make sure you still have time to network, and don’t forget your swag.

Jennifer Oswald: Maybe a silly question, but who is confused by me being up here today introducing unconscious bias? You don’t have to raise your hand, you can just think it if you want. Would it surprise you to know that I grew up identifying as two races, Native American and Caucasian? That was before a DNA test. More to come about that later. When biases come to mind, what did you think when you saw my picture before this event? What did you think when I came up here? That is unconscious bias, it’s bias happening in our brains making incredibly quick judgments and assessments of people and situations without us even realizing.

Jennifer Oswald: They can be influenced by our background, our cultural environment and personal experiences, and resolving feelings and attitudes towards others based on race, ethnicity, age, appearance, accent, et cetera. Also termed as implicit social cognition, this includes both favorable and unfavorable responses and assessments activated without an individual’s awareness, or intentional control.

Jennifer Oswald: How did I get here? That’s little baby Jen and that’s my mom. As you can probably see, she was a very, very young mom. She had me at a young age, she worked the night shift and we lived in the projects aka, subsidized housing. That’s a picture of Iowa City, Iowa. We were on food stamps and we struggled to get by. Even at a young age, I knew what it was like to struggle. Then the classic story, mom meets dad, he adopted me at about age six and life was a little more middle class and a little more in the middle of nowhere.

Jennifer Oswald: I grew up in Palmer, Iowa. This is a picture of our downtown. That is the one gas station, right next to it was the grocery store/where everybody went to have coffee in the morning. I was in a town of 256 people, so how diverse do you think that was? Here I am, I’m the only adopted person in the whole town, mixed, left-handed, and female. How many do you think were college grads? I was supposed to get married, raise three to five kids, maybe have a job after I took care of the kids and at the very least, I should be a great cook and make sure that everyone is well fed. So, what do I have? I have a college degree, an almost masters, zero kids except for my fur babies, zero husband, and I just moved from the Silicon Hills, Austin, Texas, to Silicon Valley.

Jennifer Oswald: My unconscious biases tell me that men should have a career, women should stay home and raise a family. Being adopted means you don’t really have a family like others. Men should make the money, women should tend to the family. Once poor, always poor. You should write with your right hand because everyone else does. Men are better at math and science. Yet here we are at a tech company with a panel of amazing females to tell you about their experiences and biases they’ve encountered, and how they proved many of my own unconscious biases wrong.

Jennifer Oswald: We all have unconscious biases. It comes from our culture, it comes from our families, it comes from our family’s families, yet once recognized, we can overcome them. So here I am, a place I shouldn’t even tried to get to, kicking off an event for an amazing company that says FU bias, and we’re working to overcome and support diversity and inclusion. No matter what the package looks like on the outside. We hire the book, not the cover. On that note, I want to introduce the person responsible for creating such a great place for like-minded people to come together. In fact, in 2019 he was nominated for two awards, Best CEO for Women, and Best CEO for Diversity, and we just think he’s the best. I’d like to welcome John Beatty, our Clover CEO.

John Beatty speaking at Clover Girl Geek Dinner

CEO John Beatty talks about the change that needs to happen in the world at Clover Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

John Beatty: Thanks, Jen. Welcome everyone to Girl Geek X. You know, I get the opportunity, of course I have to promote my own company. There could be no better promotion of Clover than what you just saw with Jen. She’s our new Head of People, and I think she’s absolutely amazing. Really excited to grow our people function here, so thank you very much, Jen.

John Beatty: First I’m going to just tell you a little bit about what we do here. You’ve probably encountered a device that looks very much like this. We are all across America, we’re also in a number of other countries. Thank you. We build absolutely beautiful cloud based point of sale hardware and software and systems. I’ll tell you the reason why we did this, this is going back, we started Clover about eight years ago. What we saw was a bunch of really ugly, really insecure, really closed systems and there was … on the counter at all these restaurants and retailers and services companies. We were trying to bring some innovations into that market and just ran into a bunch of brick walls.

John Beatty: We started talking to business owners and we realized they absolutely hate their systems, they keep having data breaches, the systems really don’t help them run or grow their businesses very efficiently. We thought that was a very interesting problem to solve. We love small businesses and recognize that a lot of small business owners are just trying to do what they love and they need technology to support them. We have many, many … We’ve manufactured over 1 million devices. The US is our largest market, so you have almost certainly encountered one of our devices.

John Beatty: On the consumer side, we have a very engaging consumer experience. First, the consumer journey starts off typically signing up for a loyalty program. You’ve probably seen one of these as well, you just type in your phone number and then we extend that consumer journey–if we could could go to the next slide, all all the way to the mobile phone. We have a very highly rated mobile app as well. It starts off with loyalty, but of course we also have Bluetooth beacon enabled payments. You can walk into a store, you don’t even take it out of your pocket. They know you’re there, they know what you like. You don’t even have to pay. You just say, “I’d like to pay with Clover,” and you walk out. It’s a very magical experience.

John Beatty: On the other side of the counter, they have a Clover device. Your profile picture will show up there, a little bit about your history, how often you’ve been there and what you like. We’re really building an absolutely fantastic end-to-end experience both for the merchant and the consumer.

John Beatty: Now, we also have an app marketplace that helps businesses run and grow their businesses. We take a lot of the … We make a lot of the mundane, very simple. We have a number of partners in categories like payroll. If you want to make your life very easy as a business owner and get all the employee information and get it into your payroll system, we make that very seamless. We work with best-of-breed other companies and we partner with many of them here in the market.

John Beatty: That is enough about Clover. I know I get a few minutes here of corporate shilling, so thanks for bearing with me. First, I want to talk a little bit about, what does it take to win one of these awards? Let me just tell you, when I first saw the news that I’d won these awards, I had two thoughts. The first is, “Well, that’s really cool. I’m very proud of that.” Then the second is like, “How did that happen?” To be completely honest. So first, to talk just a little bit about the pride that I felt. These middle meant a lot to me, both personally and professionally.

John Beatty: Personally, I have a–I have a wife. My wife is right here in the front row. She’s a scientist who’s now in business development. Very accomplished in her field. I also have a six year old daughter, and I also have two boys, four and two. I’m not going to go into any details. Let’s say, my wife has run into some professional situations that are absolutely outrageously unacceptable. I think the world has made a tremendous amount of progress in being more fair and just over the last 50 years, but there’s a lot of work left to do. And with all of my kids, both my girl and my boys, I’m very … When they grow up and they see that I’ve done things like this, I’m very proud that I can say I helped make the world more fair and just. That means a lot to me personally.

John Beatty: I asked the question, what does it take to win one of those awards? Honestly the answer is, not enough. The bar is actually just too low. I will say we try very hard at Clover on diversity and inclusion, but we are a small company. Just a short number of years ago, we were a very small startup just trying to survive. Most of your thoughts on, how do I not die, not, how do I create the world’s best culture?

John Beatty: Now that we’ve grown up a little bit, now we are very focused on building out those programs. We’re out of the almost dying category and into the very successful category. I’m very proud that we’re doing events like this tonight. But, this is very recent for us to actually build these institutions. We have a Women in Tech Group here at Clover, and that’s a very grassroots effort. It’s building and it’s building, and we’re really getting a lot of great programs here.

John Beatty: I could win this award with honestly not doing that much proactively, just avoiding the unforced errors and making sure we squash any bad behavior that we see, it means the bar’s probably too low. That’s the Clover story. If you could just jump of course, I’m going to show one more time. We have recruiters standing by. Alicia, John, they are waving at you right there. They would love to talk to you and of course, Clover.com/careers.

John Beatty: I’m going to introduce Rachel. Rachel, why don’t you come on up? Rachel is on our software engineering team on our Payment Terminal API and she will tell you a little bit more about what she does in a lightning talk.

Rachel Antion speaking

Software Engineer Rachel Antion gives a talk on semi-integrations and how it fits into the business at Clover Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X  

Rachel Antion: Hi, my name is Rachel Antion and I’m a software engineer here at Clover on the semi-integrations team, which is our internal name for the Payment Terminal API so if I use them interchangeably, that’s why. Overall, we make about 2 billion card transactions every year, which amounts to be about $100 billion on over 1 million devices sold in seven countries, and we are approaching 5% of Visa and MasterCard volume worldwide, which I think is pretty impressive considering we’re only in seven countries right now. Of that, 2.5% of those transactions are processed via the Payment Terminal API, which might not sound like a lot until you think that it’s about $2.5 billion, and it’s growing every year.

Rachel Antion: Can you click it? Some of those transactions are coming from integrators that you probably recognize like Amazon, the Las Vegas Convention Center, the stadiums of the Philadelphia Eagles, the Seattle Seahawks, and the New York Mets. All of these integrators created their own solution customized to their individual business needs. Here is a specific example of a solution built with the Payments Terminal API. This is a beautiful point of sale created by Hy-Vee that’s totally customized to their individual business needs. But in order to appreciate just how awesome this is, you might need to know a little bit more about the Payment Terminal API, where it came from, and how it works.

Rachel Antion: People have been taking payments for pretty much as long as people have been around and as we progress, the way that we take payments also has to progress. When credit cards were first introduced, there was not a lot of security, but as the age of the internet progressed, so did the need for that security. Older point of sales basically consisted of some kind of UI attached to a magstripe reader that would send unencrypted data to the point of sale, which might make all of you uncomfortable because it led to things like the data breaches that started in 2010.

Rachel Antion: Clover knew that there had to be a better way to take secured payments without making companies throw away all the hard work they put into developing their point of sale systems. That solution was the Payments Terminal API, which allows you to use a Clover device as an external payment device. Your point of sale gets a Clover payments API, and Clover provides the PCI compliance. Basically, you make the point of sale and Clover takes care of the rest. All the point of sale needs to worry about is creating the order and making sure the right amount gets sent to the Clover device.

Rachel Antion: We have two different flavors, if you will, of the Payments Terminal API. We have Native or takeover that lets you create your own app that runs directly on the Clover device, and we have Remote that lets you run it on pretty much any device. We have SDKs and Android, iOS, Windows, and JavaScript so the possibilities are pretty endless. That beautiful point of sale I showed you earlier is actually an example of a takeover model. You can see it here running on our Clover station.

Rachel Antion: Who exactly is the Payment Terminal API for? Its for someone who has an existing point of sale. Maybe everybody’s already trained, they know how to use it and it works just fine, but they want to use a Clover device to take payments because it’s faster. It’s someone with a specific business case, a hotel, a restaurant, a mom and pop shop. They’re all going to have different payment needs and it makes sense that they might want different apps. It’s for someone who wants more control over the process. It’s possible that you need different payment flows, even within the same business.

Rachel Antion: For example, at salon, how you pay for a service and just a product might be different. You probably don’t need a tip and signature if you’re just buying a bottle of shampoo, but you do when you’re buying your snazzy new haircut. Or, it’s someone who just wants to build their own app. If you think this might be you or you have any other questions, I’d be happy to chat with you after. I’m going to turn this over to Wako who’s going to talk to you about empathy here at Clover.

Wako Takayama speaking

User Research Lead Wako Takayama gives a talk on fostering customer empathy at Clover Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Wako Takayama: Hi everyone, my name is Wako Takayama and I lead the user research group here at Clover. John and Rachel introduced you to our product and the technology, so I am going to focus on the people who use our products and services here. Business owners like Thomas, who runs Poorboy’s Cajun Kitchen, which is just a few miles from here. You may have been there, very good food. And, Olivia from Theory Salon, which is in Woodstock, Georgia.

Wako Takayama: As with a lot of companies, we at Clover, we face the challenge that we build products for people who do jobs that we don’t do. These small business owners like Thomas and Olivia, they have a lot of things on their plate, they’re juggling a lot of things. They make all the decisions about their business, where are they going to open their store? What’s their product? What’s the price they’re going to sell things at? They have to hire, they have to fire.

Wako Takayama: Here we have one of our local businessmen. He needs to set up his own Clover system. He takes orders, he delivers food, he’s checking inventory, and then he has to call the vendor to make sure that he has stuff to sell, so a lot of stuff. This is just what we call front of house. Then there’s back of house. It’s all the office management stuff, lots of stuff that these business owners have to do.

Wako Takayama: For us to do our jobs as designers, engineers, marketers, we really need to know a lot about what these people do. We need to know that because that’s what we base our work on, the building, the designing that we do. The user research team, my colleagues and I, we help by doing formal research studies and, we work on fostering company empathy across the whole company.

Wako Takayama: But first, what is empathy? I’m going to read this to you, the ability to step into the shoes of another person aiming to understand their feelings and perspectives, and to use that understanding to guide our actions. The key here is that empathy allows us to get beyond our biases. One way we’re doing this, I’ll tell you quickly, is that we foster empathy at Clover starting on day one at the company. If you were to join Clover, you’d join the Merchant Empathy Program. This is a way to step into the shoes of a new Clover merchant. During the first week, you would work with your fellow new hires to dream up a business, set up a Clover system. You can see one of our designers really went over the top and he created this beautiful menu, and then take orders and payments.

Wako Takayama: I’m a researcher, so of course I send out surveys after things. I found out that this program has had a really great impact. One engineer said, “There were a couple of issues I worked on as I joined the team and due to my knowledge of the system from the session I was able to figure out a couple of issues easily.” That’s fantastic, right? Another engineer said, “It has helped me feel more connected to the customer and the company, and has helped me feel a little closer to the customer.” That’s really the key. We want to all feel closer to the customer, that we understand them, that we are serving them.

Wako Takayama: Imagine what stepping into the shoes of the user of your product or service could look like. How can you foster empathy for the person who’s using the product that you’re working so hard to build? If you’d like to brainstorm with … If you’d like me to brainstorm with you about some ideas, I’d be happy to do that, just come find me afterward. And, if you haven’t already had a chance to touch and step into the shoes of our Clover merchants, you can do that over there to get your schwag, and also just to play around with our product. Thank you.

Wako Takayama: Now I’d like to introduce Kejun Xu.

Kejun Xu speaking

Product Design Manager Kejun Xu gives a talk on thinking like a designer at Clover Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Kejun Xu: Thank you, Wako. Let me see if I can make this magical work somehow. Let me give it a try. Nope, doesn’t like me. All right, hi, everyone. My name is Kejun Xu. I’m a Product Design Manager here in Clover. I want to talk about how we design at Clover today, and you don’t have to be a designer to think design. You may ask, well … Next please. What is design thinking?

Kejun Xu: Actually, first of all, let me start with some numbers. It’s quite interesting. A few years ago, a team of researchers looked at how design impacted the organizations across S&P 500 companies. What they found was that of the top 20 companies, including Apple and Coca-Cola, who made it to the list, who are considered as design-centric, their stocks performed 211% over S&P 500 Index. This is compelling data.

Kejun Xu: You may ask, well, what is design thinking? Fortunately, we didn’t invent the term. You can search tons of information and technology out there. But basically, it’s a framework to foster innovation and collaboration. It starts from empathizing with your target audiences all the way to testing and evaluation. Wako talked a lot about merchant empathy. A lot of us joined at Clover without any knowledge about restaurant or SMBs, including myself, so we would go out for day trips and we’d go talk to the restaurant owners and managers. We’ll learn about their lives and their challenges. We also would go and shadow them and see how they would ring up an order on the Clover station, or how they would take payments …

Kejun Xu: Oh, it works? Can I have it? I’ll try it. This was a trip that my product manager, my researcher, and I went out and shadowed the merchants and see how they would take payments at the table. Still doesn’t like me. Sometimes when things are disconnected, we’ll go out and talk to them and see how much the pain point was. There are also other insights and data that we just couldn’t get by sitting here at our cubicles or in the office. By looking at this sheet of paper, the restaurant owner would know exactly what’s going on with this restaurant. It’s actually a pizza restaurant out there in Sunnyvale called Tasty Pizza.

Kejun Xu: That owner would know exactly what their customers ordered, where’s the order coming from, is Uber Eats or is it from DoorDash, was it paid or not? With all that forward data … I’m going to just do it myself, we’ll come back to the office and sit down as a team and really scope the problem. I’m really proud to say that every sticky note out there that you see our team put up, it connects to a real world problem. Then we’ll also sit down with the team to sketch the ideas all together. Like I said, you don’t have to be a designer in order to design. One of the sketches that got the most [inaudible] vote on is actually from one of our engineers.

Kejun Xu: This is where the design team will come into play. We would turn the ideas and all the concepts and sketches into clickable prototypes. We would then present the prototypes and we’ll do usability testing around it. Some of the testing that we’ve done are in house. We will invite merchants to our office and give them a tour and in the meantime, help us usability test or prototype. Sometimes we’ll go back to the restaurant, and we’ll go back and talk to them and test the prototype in their natural environment. A lot of times, we also do our usability testing remotely in remote sessions through GoToMeeting or Google Meet because we know that we live in this place called a bubble of Silicon Valley.

Kejun Xu: Well, design apparently doesn’t stop here. We shepherd through the entire development process. What this really enables us is that design get to sit at the forefront of the conversation and everyone get to sit at the forefront of the conversation. It allows product managers, engineers, marketers, researchers, designers, and everyone on the team and cross functionally align our goals, and that’s a recipe for high performing teams. You have to add a very special flavor to how we make design here at Clover, and it’s really that we make this a fun process to work on and if you haven’t noticed, we have an open bar at that corner. What’s more fun than sipping on a glass of Mimosa, then sketching your next product idea? Thank you.

Kejun Xu: Next up, I want to introduce our lovely panel for tonight with a topic of navigating conscious and unconscious bias and I want to introduce our moderator for tonight, our engineering director Bao Chau Nguyen. Welcome.

Bao Chau Nguyen speaking

Director of Engineering Bao Chau Nguyen introduces the panel of Clover leaders at Clover Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Bao Chau Nguyen: Good evening everyone. My name is Bao Chau Nguyen and I lead several engineering teams here at Clover, the Clover mobile apps point of sale and the app market web apps. The topic of conscious and unconscious bias had never been more prevalent than right now. From the current political landscape to the social movements, we are immersed in this topic, sometimes not by choice. We’ve come a long way in identifying biases, but we’re not close to eliminating or overcoming them consistently.

Bao Chau Nguyen: I want to show you a research study that I ran across on this topic. Imagine a fake company having a 1% performance bias towards gender. The impact of this 1%, they’re starting out with 50:50 men-women distribution across all career levels and this company rates women from one to 100, and men from one to 101. Over 20 simulations, the company is now skewed with fewer women at top levels. Now imagine running more simulations, the number is going to be a bigger gap.

Bao Chau Nguyen: We know this is a fake company, but we also know 1% bias is not realistic. Having been a young immigrant to America, I faced many biases over the years in all aspects, from classrooms, to just vacationing outside of California, to workplaces. I wanted to make sure that tonight’s panel will have a heart to heart conversation with you and whether you have experienced a bias or not, you can walk away with more awareness and some learnings on how we can become allies to one another. You want to speak up when you see these microaggressions and stand up for each other, because together we are stronger.

Bao Chau Nguyen: With that, I’d like to introduce our panelists, Mary Uslander, Ellen Linardi, Rachel Ramsay, and Meghana Randad. Let’s start ladies, welcome. Would you talk a little bit about your role here and, what was your initial reaction when you were invited on this talk?

Mary Uslander: Yes. Hi, everyone. My name is Mary Uslander. I’m actually from our New York office and I lead commercialization, client experience and work closely with the Clover team. I’m actually part of Fiserv, the parent company. For me, the topic was really around inclusivity and how you use it to an advantage, to really build diverse teams for success. I’m really excited to talk more about that.

Ellen Linardi: Hi, Ellen Linardi. I head the product team here at Clover. When Bao Chau approached me about being in the panel, it was interesting. I think I’ve always had a very interesting relationship with bias, both having seen a lot of it and we’ll chat more about that a little bit later, but also how it made me feel, then how I reacted to it and how I find what you do with the bias that is ultimately always going to be there leads a lot to the outcome. Hopefully we get to chat a little bit about that and we find it valuable. Excited to be here.

Rachel Ramsay: Hi, my name is Rachel Ramsay. I’m a developer advocate here at Clover. I also work very closely with our data analytics team. When you invited me to be on this panel, I was excited because up until I was 25, I thought I was going to be a sociologist, so I feel that I bring a more structural perspective than a lot of people have.

Meghana Randad: Hi, I’m Meghana Randad and I am a software engineer on the payments team here. When I was first invited to talk about this topic by Bao Chau, I was really excited and very happy because this is one of the topics which is very close to my heart. I have always been an advocate for women against inequality, against bias, and a lot of things we are going to talk here. Just coming from a very different background of being an immigrant and a woman and just an engineer, I face it every day, so thank you for having me. Honored to be here.

Bao Chau Nguyen: Great. Where can I start? This is a question for all of you. Would you share a time or a setting where you experienced a gender or an affiliation bias? How did that make you feel and how did you overcome that? We can start with you.

Meghana Randad: When I was growing up, the part of the world that I grew up in, in India, it was a norm and it was also common that women should get a college degree to find a better husband, not to find a better job, and then run the home. People often ask me, “Why do you want to work so hard? Why do you want to have a career when all you can do is support your husband, be home so he can really focus on his work?” A very fundamental assumption that women cannot, are not really so capable to work outside home and can’t have a career was very upsetting.

Meghana Randad: I had to overcome that many times in my life. To me, the key really is to believe in yourself. Sometimes you have to do what you have to do. If you want to get something, if you have a goal that you need to achieve, you have to be persistent and sometimes it could mean challenging the status quo. I was the first woman engineer in my family, and the first one to travel abroad, come to a new country all alone to pursue my career. It’s very easy when you have a defined path, but it’s really hard when you know where you want to be, but nobody to guide you or mentor you, so really all you can do is to believe in yourself.

Bao Chau Nguyen: I really can relate to that. My parents came here and had to start their career all over. They were teachers and then they came here, they had to go to back to school for a different degree and different occupations, so I applaud you, Meghana. Rachel?

Rachel Ramsay: Yeah. I’m an older millennial. I say that because I feel like a lot of women my age, when we were in middle school and when we were in high school, we were learning HTML, we were learning CSS, we were learning JavaScript because we were making our own websites back in the web 1.0 days, yet of all my friends and I who did that, no one was like, “That’s front end web design. You can make a lot of money doing that.” No one else was like, “There are other programming languages that you might enjoy.”

Rachel Ramsay: Out of my friends, none of us ended up pursuing it in college or as a career. I sort of backed into tech by going to a boot camp. But even once you get your foot in the door, once you’re the diversity in D&I, it can be hard to stay technical. Because people say, “You have such great people skills, maybe you want to go into management,” or “You’re a great communicator, have you thought about technical writing?” So, it can be very hard to say, “My North Star is,” whatever it is for you. I want to be a principal engineer and stay on that, stay in technical working with your manager to say, “I want to get the promotion, what do I have to do? Where are the opportunities?” You really do have to run your own career sometimes.

Ellen Linardi: I think from my perspective, a lot of the stuff that Meghana and Rachel both talked about are certainly true. I grew up in Indonesia, in a town not very different than what Jen showed. We had seven, about 7-Eleven looking thing and if I get in trouble at school, by the time I get home my mom knows about it. I don’t know how, but it’s a very small town. It was similar expectation with Meghana was saying, grow up, get married, make sure the man takes care of you.

Ellen Linardi: While I have a lot of stories I think on on biases that I’ve seen, what I wanted to share was probably an experience I had early in my career when I was in Intuit. I started out as an engineer there and loved coding. I was a keyboard hogger. When someone’s coding or trying to solve a problem too long, I get anxious and it’s like, “Let me try, let me try.” I knew I was very comfortable, I enjoyed that a lot.

Ellen Linardi: The other thing that was quite interesting, and I think this is something a lot of females can identify with, I was a good communicator, I like to organize, I pay a lot of attention on how everybody else feels so I kind of try to make it a team decision, make sure everyone’s included. So, one day one of my colleague came to me and told me, it was like, “You know, you’re an okay developer, but it’s all because you’re a good talker.”

Ellen Linardi: It was meant as a dig and I think the thing that I really wanted to share here is, at that point you have a decision. You could take it as a dig, or you could take it as a compliment. I chose to take it as a compliment at the time and I said, “Thank you very much. It is a skill so if you ever need help, I’ll be happy to help you in that area.” The thing I wanted to share there is that we are all going to run into bias, especially unconscious bias, and it’s called unconscious for that reason.

Ellen Linardi: It is going to be there, and I think we’re going to have a lot of opportunity to decide what you do with it. You either let it drive you and change the decision you have, to the point of focusing on where you want to go. Take it how you want it, and the bias folks have are not always bad. If someone say, “You’re Asian, you must be good in math,” maybe you are, you’re like, “Yes I am, thank you.” I just think that one of the way that I’ve approached some of the biases is not always negative, it’s simply a perception people have had going to that interaction with you and their experience of how they thought you should be.

Bao Chau Nguyen: Did you remember some of the responses after your-

Ellen Linardi: I never heard that line again after and I could tell you, certainly being a good communicator has gotten me to where I am. It hasn’t held me back, so I suggest that if you guys have felt biases or people saying things that you know, you’re female, you must be good in this, just say, “Thank you, that’s awesome. I’m good in that and this.”

Mary Uslander: I wanted to share more … First of all, having conversations like this is critically important and I’m just thrilled that everybody’s here. I think this is a conversation that we have to keep having. From my perspective, what I try to do is constantly make people aware that maybe they’re thinking about things a certain way, because of some unconscious bias. Whether it’s working with my male colleagues if we’re in the middle of merging with a new company, and people are making their decisions or judgments about individuals. It’s always interesting about how they talk about the women versus how they talk about the men.

Mary Uslander: When they’re senior women who are very strong, and very powerful, and very opinionated, and very inquisitive and are asking hard questions, there’s always a different value judgment on that individual versus if John was sitting down and really asked all those hard questions, “Why did you think about it this way? Why are you doing that?” That’s part of what you do. It’s really important to–in a right way, but just say, did you think about … Are you judging this person differently because they are a woman?

Mary Uslander: It’s really being aware of that and personally, I try very hard within my own team and I can see it as well. I have two young analysts, there’s a male and a female and they’re both incredibly smart and very talented. She works her butt off and puts her head down quietly and just gets things done. The young gentleman, he’s great too but he’s constantly putting time on the calendar and just showing me what he’s done. Not in a bad way, but I encourage her to do the same. I think it’s just being aware each other as well, and really trying to keep the conversation going, and how do you use it in a positive way?

Bao Chau Nguyen: Thank you Mary, just hold on to that. I wanted to ask you a follow up question. Having so much experience and leading big teams, in your … What have you noticed in your observations on diversity and how it impacts business outcomes?

Mary Uslander: I would say it’s really important to have different people on your team that do different things, but also come with a different perspective. You want someone like Kejun who’d have a design perspective, somebody who’s going to have a different perspective on, let’s say the merchant or empathy, analytical skills, detail oriented, big picture, creative. But, it’s really the power of that diversity of thought that really helps you get better outcomes.

Mary Uslander: What you also want to have is the commonality of you want people to have similar core values, to be ethical, to be honest, to work hard, to be smart and talented, so you really want to … You want to build your team based on skills and based on talent, but you want that talent to have a very diverse perspective. That really helps you achieve much better goals, because people are challenging you in different ways and arriving in problem solving in unique ways to get a much better result.

Bao Chau Nguyen: Thank you, I love that. Ellen, going back to what you were saying, coming from Indonesia and having that cultural bias of certain things that women have to do, and I know you have two daughters. Are they here?

Ellen Linardi: Wondering around here somewhere.

Bao Chau Nguyen: They’re just being great kids. I wanted to ask you, knowing that cultural bias exists and having daughters, does that impact how you raise them?

Ellen Linardi: I think what actually impact how I raise my kids has a lot to do with how I was raised actually. The interesting thing is while I grew up in a very traditional Asian town, I would say my parents were probably pretty progressive, not very conventional. Partly, my sister and I always … I have one sibling, so we are two sisters as well. My dad never had a son. I think he poured it all into us. He basically told us, “Whatever you want to do, pursue it. If you don’t like something, question it.”

Ellen Linardi: I think it drove my mother crazy somehow because when she told us, “Because I told you so,” we were like, “That’s not a reason.” We were brought up to really question the assumption and I think that was unusual. I think that was unusual in my town, that might be unusual for some of you, but I think questioning the bias and assumption and take it as an opinion at face value, and then deciding for yourself. It’s really a matter of choice. Running a home is not a bad choice.

Ellen Linardi: I think that’s one of the tricky thing, is that a lot of times you could see, your mom’s giving you the value she knew, and she knew how to run a home. That’s the life she could envision for you. To be able to understand the intent behind it and realize the impact that it has but not take it as face value, and be able to insert your own thoughts and your own desire to it, I think that is what I was taught.

Ellen Linardi: For me, I told my parents all the time I grew up to become who I am because of what I think the upbringing that I had and I try to do the same with my kids. I hope to be half as good of a parent as my parents was, but it’s the same thing and I think part of it is that it’s slightly uncomfortable. You tell them to question things, I tell them, “Because mommy told you so,” and before I say it I’m like, “They’re going to tell me it’s not a reason.” But, it’s ensuring that you understand why you’re doing things, and it is for a reason that you accept and you’re aligned with.

Ellen Linardi: It’s not because someone told you, it’s not because you’re scared, it’s not because society expect you to do so, it’s because you want to. I think having that as a compass is what I try to instill in my kids. That’s helped me, hopefully it helps others as well.

Bao Chau Nguyen: Certainly I grew up and my mom expected me to help her in the kitchen, and I always ran off and go do something else. Having two kids, a boy and a girl, I try to be as equal, whether by chores, it’s like, “Both of you clean up your rooms, both of you fold away your own laundry, both of you wash your own dishes.” So, not guiding them towards anything that is specific to their gender that they have to do. Just growing up here and seeing that world, it really helped me raise my kids to.

Ellen Linardi: It was actually what the interesting thing when I first came to the States, and I came after high school, actually. I always thought I was different when I was back home, but my parents kept telling me it was okay to be different. I was also a sick kid, so there was a lot of reason to be different. But when I came here, I realized I was different, but everyone felt a lot more different and being different was okay. I’m like, “That’s awesome, I’m never going back.” Here I am like 20 years later.

Bao Chau Nguyen: Now Rachel, being a lesbian you have twice the potential for bias from gender to sexual orientation. What changes or suggestions would you like to see in an organization to combat these biases?

Rachel Ramsay: Well, it’s easier to be a lesbian in the Bay Area than it was in North Carolina. I do want to call out the ways in which I am privileged, which allowed me to come here. I’m a white woman, I come from an upper middle class background, I’m a cis woman. When I decided like, “The Bay Area is really expensive, I need to get one of those tech jobs,” I was able to say, “I can get a loan to go to the boot camp, but dad, I’m going to be out of work for three months. Can you give me a loan from bank of dad?” Which he did. The question is…

Bao Chau Nguyen: Thank your dad for us.

Rachel Ramsay: Yes, I’ll tell him that. So, how do we create a world where everyone is safe is a really big question, bigger than the question you asked me, so I will limit myself. But, I’m really excited by what Jen is planning, our new head of people ops to include more of a diversity and inclusion training as part of our onboarding, similar to the program that we established for merchant empathy. But it’s not just about new hires, it’s across the company. Every year I get to sit through some trainings that are like, don’t bribe people, don’t sexually harass people.

Rachel Ramsay: I would love to also have a mandatory training like, don’t misgender your colleagues. It’s not just about education, it’s also the policies and the material support that we can provide to our colleagues. Whether that’s little simple steps like normalizing doing your pronouns when you get introduced, whether that’s having a gender neutral bathroom that’s just like a place for non-binary folks. And of course, making trans healthcare accessible. It has to be part of your health coverage and you also have to pair it with a supportive medical leave policy.

Bao Chau Nguyen: Hear that, Jen? She’s working on it. Meghana, you have two little kids. Describe to me balancing work and life, and not having the choices to stay late to work on a project or going out to a team dinner for team bonding. How did that impact you, or how do you feel like it impact you or your career?

Meghana Randad: Most of us feel that 24 hours in the day is not enough. I feel when you have young kids, even 48 hours are not enough. It’s just a lot of physically, emotionally sleepless nights, and being present at work and to be productive at what you do. When my team goes out for happy hours, and happy hours I feel are staying, working late together as a team are ways to bond, are ways to network. Sometimes you talk about things which are not related to work. You talk about your passions, we are in this space together and we are all motivated towards similar goals. You form a sense of community, you feel you belong here.

Meghana Randad: I felt when that happens, the team that I worked in was much more productive. Then being a young mom, being a young mom is incredibly hard. It’s very hard to create that harmonious balance between work and family. I do have to put definitely much more effort for working or even sometimes to just bond with my colleagues. For example, there has been times I had a four year old boy, a five month old baby, I’m on call for production, there’s a fire and I have to deal with it, I have to debug the issue.

Meghana Randad: My sick kid is now refusing to eat, some I’m sitting at the table, trying to get him to eat, a laptop in front of me Slacking and trying to look at all the graphs and debugging our code to figure out what’s wrong, to make sure we don’t fall apart as Clover. At the same time, holding my five month old in another hand and breastfeeding her. She was happy sucking away.

Bao Chau Nguyen: Multitasking to the next level.

Meghana Randad: And all moms have it. It’s not just me. But, I feel very grateful. I have an incredible partner who supports me when you have to stay late at work. For example, today he’s babysitting. I feel equally happy to work for a company, which supports its employees through various life phases. It’s just not flexible hours or maternity perks, it’s more than that. It’s a thinking that’s ingrained in culture here at Clover.

Meghana Randad: In my first week actually, we had happy hour on a Thursday and John Beatty, our CEO, he came up to me and he told me, “Hey, I know you’ve been a new mom and I know how hard it can be because I’m a new parent myself. I understand it’s hard, and I’m here to support you, so let me know if you need anything.” That itself is, that comes back to me every time I feel I’m struggling, and it’s very reassuring to have that support, just not at home, but also at work. I feel happy and cared for.

Bao Chau Nguyen: Wow, that’s a great story. Thank you, John. One last question before we open up to Q&A for everyone. How would you challenge stereotypes, provide some advice to your audience and promote sensitivity and inclusion?

Meghana Randad: As Jen said, we all have unconscious bias. We have amazing unconscious mind, which helps us navigate through a lot of decisions that we make every day. But unfortunately, this unconscious bias that we have against people could lead to make some wrong assumptions about people. Every time I make assumptions about someone, I try to ask myself, why? Why have I made that … Why do I think that way? Do I have enough data to support that? Has that person, does he have skills to do what he needs to do or she needs to do?

Meghana Randad: For me to challenge stereotypes, the keys to keep asking yourself and be really mindful, and be conscious about your biases. Once you’re aware, I think that’s the very first step towards tackling those and to create a very diverse and inclusive environment. It’s very important to have a diverse team, because most people learn from their experiences. To me personally, experiences are most powerful, that’s how I learn.

Meghana Randad: When you create those diverse teams, it can be gender, it can be number of experience, your background, many other things, right? Then people when they interact with each other, their assumptions are challenged a lot of times and they understand perspective of other people. That helps improve the whole culture of inclusion. I feel when you’re creating such diverse teams in workplace, the most important thing is to create a safe place where people can really share their differences and don’t feel that they have to conform to a norm. Really getting that richness in workplace would be the key I guess.

Bao Chau Nguyen: Well said. Rachel?

Rachel Ramsay: I think getting people in the door is not enough, hiring is not enough. You have to be bringing them into an environment that is truly inclusive, truly safe, where they can show up with their whole self and do good work, and come home feeling only the normal amount of exhaustion that you feel. How do you do that? I do think it requires a C suite level buy-in, it requires a buy-in from managers. I’m not a manager, I’m an individual contributor. As an IC, one thing that we can do for each other is we can look out for each other, we can have each other’s backs.

Rachel Ramsay: One time I was in a meeting and whenever I notice like, who gets cut off, who gets assigned the note taking, who gets chosen. You don’t want to white knight for people because it’s their career, but it’s easy to stand up for someone else, probably easier than standing up for yourself. So, there’s always an opportunity to call in a co-worker, to call in a manager.

Ellen Linardi: Let’s see, where do we start here? I think that ultimately, the interesting thing for me, at least from my experience on unconscious bias, is that we all have it. In some ways I say we have unconscious bias to the people that we think have unconscious bias. When certain people approach you in a particular way, you react to them. One of my biggest learning over the years professionally and personally really … I’m a divorced mom as well, so I’ve gone through various life experiences.

Ellen Linardi: Well, in that area is to decouple the impact and intent. The minute you couple the two because of the way someone makes you feel and you start reacting to that personally, emotionally, the conversation really isn’t going to go anywhere. The biggest thing that I really try to do is, I’m like, “Take the impact,” like, “Ouch, that hurt,” and then decouple it and say, “I know you didn’t mean to do that because when you say at the intent it sounds completely bad,” and then even if they mean to so it they’ll be like, “No, no, that was not what I meant to do.”

Ellen Linardi: Everyone take the higher road, but give people a chance to take the higher road. Because, when you tell someone, “I know you’re bad,” they’ll be bad, but when you say, “I know you’re actually good, but what you did was bad,” it gives them a chance to make different choices. I think that’s the first thing, is be aware of how you’re reacting to the unconscious bias. If you react to the unconscious bias by providing your own unconscious bias, it’s like regurgitating the same cycle and it doesn’t really get anywhere.

Ellen Linardi: I think the second thing is when it comes down to bias, the best thing I’ve ever find throughout my career of changing that is by changing the experience that the individual or the people or group in front of you have with whoever you represent. Sometimes I represent an epileptic person, sometimes I represent a divorced mom, sometimes I’m an immigrant, sometimes I’m a female leader, but in whatever context, you have an opportunity to recreate what it meant to interact with who you represent.

Ellen Linardi: When you change that experience, that change perception, that change bias because it is very hard to tell someone, “Change your unconscious bias.” It starts from the experience because that’s where it comes from. I think we all have an opportunity to slowly change that up, both by, I think, providing programs, having structures, and policies and everything that encourages it and making sure people are more aware, but each of us individually also have a chance, I think, on every interaction, to, I think, not continue that bias cycle and try to break it as well.

Bao Chau Nguyen: Yeah, I think we can all be allies. We can always find something that we can ally for each other.

Mary Uslander: A couple of things. One, I try and it’s very hard to do, is listen more. So much with unconscious bias, your brain is going, you’re looking at someone, you’re making a snap judgment. But then if you stop and you actually listen to what they’re saying, it’s overwhelming like, “Oh my God, this person’s amazing and what they’re saying is incredible.” I think for all of us to just stop and really listen, hear, and just try to incorporate that skill into everything you do. That would be one thing I work on every day.

Mary Uslander: I think the other is if you’re either managing people, be aware of always going to the same person. It’s easier said than done because a lot of times you have deadlines, and you need to get things done, and Ellen is the one who can always deliver like that or whomever. But you have to really give other people a chance, and also coach and help them right. Mentoring is another thing we haven’t talked about as much here, but we all know how important mentoring is, and mentoring is everywhere. It’s tonight, right? It’s listening to these amazing women and hearing about John and others, you look around you.

Mary Uslander: Every day, you should look forward and see, what could I take from someone? Whether it’s the person at the front desk or whether it’s the person who’s bringing the coffee, there’s always something to learn. Then if there’s someone who you really admire or respect and you want to spend some time with them, seek them out, ask them if they’d be willing to have a cup of coffee with you. It’s listening, it’s being aware, it’s trying to spread the love around and really help each other out. We as women here have to really continue to help each other and help the men, because sometimes they need a little help and understanding, probably more so than most, but I think it’s our job and responsibility to keep doing and keep advocating.

Bao Chau Nguyen: I know that you are part of many women organizations as well, you’re a big advocate for women. Can you talk a little bit about that?

Mary Uslander: Wnet is another women’s organization. Girl Geek X is amazing, but Wnet is another organization for women in the payment industry. Audrey Blackmon is in the back and she’s one of my fellow board members at Wnet. We really try to do all kinds of advocacy, education, training, webinars. I encourage you to take a look at wnet.org if you’re interested in joining. What we’re going to do is more … We’ll probably do an event here as well, but, any women’s organization or have a lunch and learn in your company. Get people together, have conversations. I think that’s really what we are trying to do here.

Mary Uslander: I just personally want to say about Jen and all of you, thank you. I feel like I’m an honorary Clover member because I’m part of the other side of the company, but I am so honored personally just to be here and to be part of this amazing group. Thank you for having me.

Bao Chau Nguyen: At this time, we’ve wrapped up the panel questionnaire and open up for Q&A.

Natalia: Thank you. I actually thought of not using maybe a microphone because it was so far away. Well, thank you for this. My name is Natalia, and thank you for sharing all the stories and feedback. Unfortunately, unconscious bias is something that affects many people, whoever brings any kind of diversity. I’m really curious about the feedback that you might actually hear from male colleagues, maybe your partners, maybe your husbands, maybe your brothers or fathers. Do they also see that unconscious bias impact them and most importantly, how they deal with it?

Ellen Linardi: I can get that started, I think. I actually am in a lot of rooms where I’m the only female. John knows this and we’ve talked about it. Recently we had a senior leader session with someone of the top product leader in the organization and I walked into a room, I opened the door, I was a little bit late. I opened the door and the room gasped. There was about 50 men in the room, and I was the only female. The guy who set up the meeting looked in the room, he looked at me, we all looked at each other and he’s like … And nobody noticed until I walked in, but–

Mary Uslander: They were all guys.

Ellen Linardi: Yeah, but they were all guys. Then he looked at me and he’s like, “That’s not good.” I think sometimes people don’t realize it’s happening, so I think being there representing it is one thing. A lot of situation, those interactions, I think, once it happens, allows you to highlight and have the discussion about how being present and having different personality from various points where I actually can deliver different values. I do think just the general climate and awareness is helping bring those conversation to the surface, so at least on the …

Ellen Linardi: Even if people don’t notice it all the time, the desire and willingness to have more inclusivity, I feel the tide is changing and it’s there. And the ability for us to actually engage in those conversation in an open way, in a non-biased way on our own and say, “I know we didn’t mean it, but this is just how it looks like right now. What do we do about it?” I think the ability to be inclusive of the solution and to not pass judgment on how we got to where we are today, I think allows everybody to take the high road and look forward on what it needs to look like in the future.

Ellen Linardi: The biggest suggestion I would say in, how do you engage in a discussion about somebody’s bias is to be very, very kind about what their intent is. Even if you’ve felt it multiple times, even if you’re like, “God, that’s so unfair,” the minute you put them in an area where they don’t have a chance to say, “I didn’t mean to do that,” you get a very different reaction and that’s true, like I said, from a personal basis, whether it’s international with your partners or your friends or different community member, all the way to in a professional environment.

Bao Chau Nguyen: I’d like to add on since you mentioned whether our male partners or husband experience bias as well. I think everyone experience it in some form, like it’s a segment that you belong to, that you’re different. Men experience it with race, as well as if men have kids, there’s unconscious bias with men who have kids versus single men. Everyone, everyone experience it and we need to have that open conversation and be receptive to that, that they do feel it to. Anyone else?

Audience Member: You spoke a little bit about being the only, help me understand your perspective on oftentimes being the only person in the room, in my case, the only person of color, sometimes the youngest person in the room, sometimes the person with the highest EQ in the room.

Bao Chau Nguyen: Good for you.

Audience Member: Help me understand your thoughts on being the only and representing all of those people. You spoke about representing all the different aspects, representing all those people while still trying to be yourself and bring your 100% self in that situation or in that room.

Ellen Linardi: I think two things. I’m going to say the first is, it’s important to know who you are, what you are and what you’re not. The best way you can represent whoever you present, whether that’s color, ethnicity, age, or what, it’s still a version of you. It doesn’t make everybody else who’s Asian or female be like me, but it allows people to understand that no matter your color, your gender or your age, the individuality and the differences and the diversity is where it matters.

Ellen Linardi: Really a lot of the things that we talked about on biases, it’s not about, it can’t be all men, or it can’t be all white or anything, it’s that the lack of diversity impact outcome. I think being able to demonstrate how that diverse opinion and approach can change the outcome is important one. That’s number one.

Ellen Linardi: The second thing I would say is, it does come down to choice. Just because sometimes it worked, doesn’t mean it always works. You’ll find yourself sometimes in an environment where you bring your true self, and they don’t want you. That’s not what they want, and that’s a call to action. If you’re being you, and you’re not acting or behaving because you’re afraid of what people’s expectations are, or perceptions or because someone told you so, and you’re just being truthfully your value, your belief, and your talent and your skill and they’re not interested, I guarantee you someone else is. You’re wasting their time and they’re wasting your time.

Ellen Linardi: I would say if you run into a situation where you’re being your true self and that’s not being valued, there’s a better place for you out there. I’ve made multiple choices, both personally and professionally where I was being myself and that, it wasn’t right. It doesn’t make them bad, but it wasn’t right. I think at that point, you have to make the choice of whether you continue in that environment, which is your choice to stay there.

Ellen Linardi: It’s hard to make that choice and say, “Well, they’re not accepting me.” Well, you know that so what are you going to do about it? I think making the choice when you’ve tried and it’s not working is another important one I would say. When you find yourself being the only one who’s represent in whatever group it is, sometimes it’s welcomed, sometime it’s not.

Mary Uslander: I would just add to that. This is a great conversation to. I also think you just … A lot of it is competence and confidence. I can imagine you in a room with all these men even if they’re all white, but just smart, articulate, talented, and once you start talking, I think instead of looking at your exterior, they’re going to start thinking about what you have to say and say, “Oh my God, that’s really great.” I would encourage all of us, right, to say you have to be confident, you have to know your stuff, you have to be prepared. Sometimes we have to be more prepared than others and so do your homework, but just be yourself and try not to get tripped up about that. Just go in with the objective at hand and be yourself.

Meghana Randad: And as Ellen said earlier, sometimes even if you are all of that, all of your authentic self, you’re still not accepted. There will be times. You have to go back and think, how does it affect you? What is your goal here? Does it affect you so negatively that it’s not taking you to your goal, or is there something that you can overcome this resistant by doing something differently and it still be you?

Meghana Randad: If it’s actually hurting your goal and hurting what you want to do, then I would say definitely, as she said, there is a better place for you. Maybe this is not the right place. You just have to sit back and think, is that right for me and does that align with who I am and where I want to be? You can be at a certain place, there can be various paths, so this might not be it.

Audience Member: Hi, I’m [inaudible]. I’ve been in the tech industry almost 20 years now. Started in engineering, went to business school. After that, worked overseas and back here and I find like and back in ’98 sometimes, that it’s been over 20 years and the progress hasn’t happened personally for me. I look at myself as a fresh engineer arriving here in Silicon Valley. The thing that I have realized, and so it’s a comment and I agree with 100% everything that you guys have said, because it’s not just here in Silicon Valley. I’ve seen it in APAC, Singapore, Malaysia, name it which country, I’ve seen it. There’s multiple layers of biases when you work abroad. Switzerland, yes. I left a business school because I didn’t like how they treated women, and this is Switzerland. Right, so it’s all over.

Audience Member: My thing that I have come to a conclusion and I don’t know, I’m opening it up here, is that fundamentally the way–I’m trying to understand neuroscience also here–if fundamentally we were designed with unconscious bias, that’s not fundamentally going to change because it’s like 1,000 years of how the brain was wired to protect us from … To keep us safe. That’s where fundamentally, some of these reactions are. I think what we as women need to learn and some of it, I think Ellen beautifully put it there is, how do we communicate much more effectively as individuals?

Audience Member: Understanding that as the other person has bias, we carry our own biases as well on how we perceive and judge other people and it comes from that fundamental sense of safety and security. That’s my add on I wanted to contribute, is to fundamentally learn ourselves and also most importantly, teach our kids. I have a five year old girl and I want at least in the next 20 years, things to be different for her, what I didn’t have. I want to make sure that we also talk about how we raise the next generation on effective communications because the bias is not going to disappear.

Bao Chau Nguyen: Right, and I think when you catch yourself doing that bias, you can always correct and apologize. That’s the best way, “I didn’t mean that,” or, “I phrased it wrong, let me rephrase that.”

Mary Uslander: And to that point. I do think though, part of what the action has to be is there needs to be more women at the top of the house because if you have more executive and C suite women, they’re going to be more inclined to have less of those unconscious biases and have more women like themselves be part of it. We saw the stats of the 1%, but if you look at the Fortune 500 companies, maybe there’s one or two women CEO. The unconsciousness is, I’m just going to go, we’re going to go to play golf or, I’m going to go down to so and so’s office.

Mary Uslander: It’s just, people are more comfortable with people like themselves, and therefore have the tendency to then promote people like themselves. What we have to do is start changing that, and it’s up to us in our companies to really push leadership to have the training, people like Jen, to make sure our CEOs are aware of this phenomena. We have to start getting more women in leadership positions, we have to get them more on boards. I mean, there’s a whole ‘nother conversation we can have and should have.

Ellen Linardi: I was going to say the other thing that I feel like if you guys are, whether you’re manager or in leadership, is model behavior. Those of my colleague at Clover and Fiserv [inaudible] would know, I’m like unbashfully mommy. I think a lot of times to the point of being the only person in the room, you try to look like everybody else. Whether it’s if everyone go drinking, you go drinking or everyone go golfing, you go golfing or if everyone shows up at seven, you shows at seven, that actually doesn’t help the diversity. Because what it does, it creates a perception that in order to be there, you wake up at seven, you leave at six.

Ellen Linardi: I made a rule that between seven and eight, my kids at home and like I said, I’m co-parenting, there’s time where … I don’t have my parents here. They’re in Indonesia, so I’m on my own. I got to drop off, I get them ready to go to school and if we have a Thursday night and it’s my turn with the kids, they’re right there. So, I think the … Be authentically you, because then you can actually represent the diversity. It’s a little bit unsettling and people will look at you funny, but someone looking at you funny doesn’t actually hurt you.

Ellen Linardi: I think being able to actually represent the diversity and not try to be in the room and try to look like everybody else, is the responsibility that all of us have here. Because I think historically, everybody says the female get to the leadership level and they try to look like everybody else. That doesn’t help. That’s what I would say, I guess.

Audience Member: Hi, thank you very much for sharing your personal stories. My question is about change management. I was wondering if you could give an example at Clover of things within the system that was broken that you got to fix. So, a system that accidentally had unconscious bias embedded in it and affected people of color, women, other marginalized groups, and you were able to address it, because I believe that it is the system we got to fix and not the women because we’re not broken.

Meghana Randad: It’s not my story, it’s a story of my colleague. Last year when I had my baby, another colleague of mine did too. I was lucky to have a manager who was understanding and could support me to that, but she was not as fortunate, so often, she used to get interrupted during her mommy duty times and she was scared, she did not want to bring it up. She was not a leadership level, she was not a manager, she was an individual contributor at a very early stage in her career.

Meghana Randad: But then, we talked about it often. We talked about it in mother’s room and she gathered the courage. I’m very, very, very proud of her to do that and she brought it up to the management. She brought it up to John, I guess. John took action in one day and it was corrected for her. The leadership which created all that discomfort, did not value her as a mother, as a female, and did not support her was corrected right then. This is a story I know very personally for someone.

Bao Chau Nguyen: That concludes our panel for tonight. We still have plenty of networking and swag left to pick up, so enjoy the rest of your evening. Thank you for coming to Clover.


Our mission-aligned Girl Geek X partners are hiring!

NO MORE EXCUSES FOR ALL-MALE PANELS: A List of 240 Women Who Can Speak at Your Next Tech Event!

240 women who can speak at your event ban the manels

I recently logged into LinkedIn to find yet another spammy InMail message from someone trying to sell me something. Shocker. Unlike most that go straight to trash, however, this one caught my attention: it was a free invitation for the Girl Geek X team and our community to attend a local tech conference!

Sounds pretty cool, huh? We love having the opportunity to share relevant networking opportunities with the Girl Geek X community, and as a team tasked with hosting and selling out 40+ tech events every year, we’re naturally curious about what others in the event space are doing — especially when it comes to showcasing diverse perspectives on stage!

But once I clicked over to the site and saw the male-dominated speaker list, and manel after manel on the agenda, my interest and excitement quickly turned to disappointment.

Among the 14 speakers, the lone woman stood out like a sore thumb, and the totality of the situation spoke volumes about the priorities of the company producing the event. They clearly wanted women to attend (hence the comped tickets), but they weren’t willing to put them on stage.

Yuck.

For perspective, several members of the Girl Geek X team helped build the SaaStr brand, home to the leading conference for the cloud, hosting upwards of 10,000 founders & execs from SaaS companies at their annual event in addition to multiple smaller events throughout the year. While working together at SaaStr, we shared a team-wide mission of making our events as inclusive as possible. Our first event was pretty sad from that perspective, but once we prioritized it, the diversity both on stage and in the audience improved each year, achieving a ratio of about 30% women speakers in 2016, over 45% in 2017, and 50% in 2018.

We know it’s possible to be inclusive at scale without sacrificing content quality — because we’ve done it.

Here at Girl Geek X, we very much depend on our mission-aligned partners and event hosts to invite women of diverse backgrounds to speak at their events, and we aim to keep the events we produce ourselves as balanced as possible. The ratios aren’t always quite where we’d like them to be, but during the planning of each event, we encourage our partners to prioritize diversity and give the mic to women who aren’t often invited to hold it.

Over the past 10 years, Girl Geek X has provided a forum for more than 1,000 women and non-binary tech innovators to speak at our events. Accomplished and experienced women leaders are out there. They’re ready to share their learnings with the world, and the world WANTS to hear from them!

It’s time for event planners and speakers across the industry to make inclusivity and speaker diversity a priority, so that we all have the opportunity to learn from and celebrate their accomplishments.

The next time you’re planning an event, consider inviting speakers from varied backgrounds, aim for a gender-balanced speaker lineup, and ensure that you’re including people of varying levels of experience. Racism, sexism, ageism, sizeism, and ableism all rear their heads when we look at the speaker lineups we’re accustomed to seeing, and each deserves consideration. 

As an individual, when you are invited to speak or are applying to speak at an event, think about which of your colleagues might make a good co-panelist, and take the initiative to include them. 

Below, we’ve put together a list of some of our favorite female and non-binary speakers from our database to help make your job of building a diverse speaker lineup just a little bit easier.

Here are 240 women leaders, managers and experienced senior technologists you can invite to speak at your next technology event, conference, or webinar… which means that content strategists and speaker managers have NO MORE EXCUSES for all-male panels!

240. Citlalli Solano

Director, Engineering
Palo Alto Networks

239. Claire Hough

VP, Engineering
Apollo GraphCLV

238. Kelly Vincent

VP, Product
Intuit

237. Lisa Q. Fetterman

CEO & Founder
Nomiku

236. Laura Adint

VP, Operations
Workday

235. Arquay Harris

Director, Engineering
Slack

234. Jenny Ji

VP, Design
BuildingConnected

233. JJ Tong

Technical Enablement Program
Okta

232. Margaret Reeves

VP, Product
SquareTrade

231. Angie Chang

CEO & Founder
Girl Geek X

230. Elena Verna

Advisor

229. Elizabeth Eady

Infrastructure Engineer
Truss

228. Sruthi Gottumukkala

Network Operations Center Engineer
Box

227. Vanessa Aranda

Security Analyst
Gap

226. Shirley Wu

Director, Product Science
23andMe

225. Minette Norman

VP, Engineering Practice
Autodesk

224. Jennifer Anastasoff

Founding Member
U.S. Digital Service

223. Minji Wong

Leadership Development
At Her Best

222. Jessica Egoyibo Mong

Senior Software Engineer
SurveyMonkey

221. Amanda Wixted

Software Engineer & Founder
Meteor Grove Software

220. Arshia Khan

Senior Software Development Engineer
Amazon Music

219. Estelle Weyl

MDN
Mozilla

218. Jin Zhang

Director, Product Management
Amazon

217. Mitchell Baker

Executive Chairwoman
Mozilla

216. Ishita Majumdar

Director, Product Management
eBay

215. Shivani Rao

Senior Applied Researcher
LinkedIn

214. Tanya Holland

Chef, Owner
Brown Sugar Kitchen

213. Melissa McCreery Reeves

Founder
The Muse

212. Latha Ramanan

Principal Product Manager

211. Shayani Roy

Director, Product
SurveyMonkey

210. Beth Andres-Beck

Engineering Manager
Long-Term Stock Exchange

209. Donna Boyer

VP, Product
Stitch Fix

208. Altovise Ewing

Medical Science Liaison, Genetic Counselor
23andMe

207. Cynthia Chu

Director, Engineering
MyFitnessPal

206. Bonnie Shu

Product Compliance Manager
Harbor

205. Melanie Tory

Staff Research Scientist
Tableau Software

204. Gretchen DeKnikker

COO
Girl Geek X

203. Vidya Setlur

Engineering Manager
Tableau Software

202. Omayeli Arenyeka

Software Engineer
LinkedIn

201. Kinnary Jangla

Engineering Manager
Pinterest

200. Danae Ringelmann

CDO & Founder
Indiegogo

199. Lori Kaplan

Head of Design, Cloud Migrations
AtlassianCathy Southwick

VP, Engineering

198. Christine Loh

VP, Product
Square

197. Neha Narkhede

Co-Founder and Chief Product Officer
Confluent
C

196. Carlye Bartel

Global Vice President, Solutions Consulting
SugarCRM

195. Lerk-Ling Chang

VP of Strategic Ventures
Guidewire

194. Genefa Murphy

VP, Marketing
Micro Focus

193. Diyang Tang

Data Scientist
PlanGrid

192. Michelle Hulst

VP, Marketing & Strategic Partnerships
Oracle

191. Ruth Mesfun

Founder
People Of Color In Tech

190. Muna Hussain

DevSecOps
PayPal

189. Stephanie Hannon

Chief Product Officer
Strava

188. Wini Hebalkar

VP, Supply Chain & Operations
SquareTrade

187. Carenina Garcia Motion

Technical Program Manager
Netflix

188. Athellina Athsani

Director, Engineering Operations
Qualcomm

187. Jame Ervin

Marketing
Marqeta

186. Liane Hornsey

Chief People Officer
Palo Alto Networks

185. Rija Javed

CTO
MarketInvoice

184. Rashmi Sinha

CEO & Co-Founder
SlideShare

183. Kathy Zwickert

CPO
NetSuite

182. Helen Vaid

CCO
Pizza Hut

181. Sukhinder Singh Cassidy

President
StubHub

180. Susan Gregg Koger

CCO & Co-Founder
ModCloth

179. Renée James

CEO & Founder
Ampere

178.May Bakken

Director, Engineering Operations
BMC Software

177. Viola Olayinka

Manager
Twilio

176. Poornima Vijayashanker

CEO & Founder
Femgineer

175. Liz Howard

CTO
Enki

174. Susan Repo

VP, Finance

173. Liz Allen

Manager, IT Operations
Zendesk

172. Nancy Fu Magee

VP, Product
InVision

171. Diane M. Bryant

COO
Google

170. Nisha Dwivedi

Manager, Sales Engineering
Amplitude

169. Melissa Guyre

VP, Product
Yummly

168. Nupur Srivastava

SVP, Product
Grand Rounds

167. Gayathri Rajan

VP, Product
Google

166. Pavni Diwanji

VP
Google

165. Katelin Holloway

VP, People
Reddit

164. Emerald Maravilla

Director, Sales Development
Sift Science

163. Lyndsey Williams

Solutions Architect
Welkin Health

162. Maria Kaval

VP, Engineering
Oracle

161. Aldona Clottey

VP, Premier Agent Platform
Zillow Group

160. Claudia Gold

Data Scientist
Patreon

159. Shannon Lietz

Director, Engineering
Intuit

158. Natasha Taymourian

Systems Engineer
Cisco

157. Cara Marie Bonar

Offensive Security Lead
Datadog

156. Kate McKinley

Security Partner
Facebook

155. Revathi Subramanian

Managing Director
Accenture

154. Pratibha Rathore

Data Scientist
Autodesk

153. Nan “Iris” Wang

Data Scientist
LinkedIn

152. Niha Mathur

Group Manager, TPM Developer Infrastructure
Facebook

151. Ashley Bradley

Project Coordinator
Restoration Hardware

150. Dipti Vachani

VP, Engineering
Intel

149. Christine Fradenburg

Director, Digital Brand Marketing
Sanrio

148. Sandia Ren

VP, Professional Services
Guidewire

147. Katie Jansen

CMO
AppLovin

146. Mada Seghete

Co-Founder & Head of Marketing
Branch

145. Laurie Cremona Wagner

VP, Marketing
SAP

144. Tracy Young

CEO & Founder
PlanGrid

143. Usha Jasty

VP
CA Technologies

142. Raji Arasu

SVP, Platform
Intuit

141. Renée McKaskle

CIO, SVP
Hitachi

140. Brigitte Donner

VP, Dreamforce Conference
Salesforce

139. Dina McKinney

SVP, Engineering
Cypress Semiconductor

138. Stephanie Leong

Director, Marketing
Evernote

137. Sukrutha Bhadouria

CTO
Girl Geek X

136. Laura Miele

CSO
Electronic Arts

135. Suzanne Pilkington

CFO & Head of HR
Yummly

134. Caroline Roth

VP, Engineering
Salesforce

133. Laura Adint

VP, Operations
Workday

132. Reena Mathew

VP, Engineering
Salesforce

131. April Underwood

CPO
Slack

130. Anna Bethke

Head of AI for Good
Intel

129. Jennifer Wong

VP, FPGA Product Development
Xilinx

128. Robin Ducot

CTO
SurveyMonkey

127. Sarah Nahm

Founder & CEO
Lever

126. Miriam Aguirre

VP, Engineering
Skillz

125. Claire Vo

VP, Product
Optimizely

124. Sophia Yen

CEO & Co-Founder
Pandia Health

123. Amy O’Connor

CDIO
Cloudera

122. Aubrey Blanche

Global Head of Diversity & Belonging
Atlassian

121. Julie Shin Choi

VP Marketing & GM
Intel AI

120. Julia Hartz

CEO & Co-Founder
Eventbrite

119. Jennifer Taylor

Head of Product
Cloudflare

118. Aicha Evans

CSO
Intel

117. Leyla Seka

EVP
Salesforce

116. Catia Hagopian

SVP, General Counsel & Chief Compliance Officer
Xilinx

115. Shawna Wolverton

SVP, Product Management
Zendesk

114. Diane M. Bryant

COO
Google

113. Yinyin Liu

Data Science
Intel

112. Anicia Santos

Sales Engineering Lead
Looker

111. Sangita Fatnani

Distinguished Data Scientist
Walmart Labs

110. Jayodita Sanghvi

Director of Data Science
Grand Rounds

109. Amy Lee

Senior Data Scientist
C3

110. Vanitha Kumar

VP, Engineering
Qualcomm

109. Gwen Tillman

VP, HR
AppDynamics

108. Nancy Lee

VP, Marketing
Khan Academy

107. Annie Ding

VP, Product
Khan Academy

106. Heidy Kurniawan

Senior UX Designer
Realtor.com

105. Haiyan Song

SVP, Security Markets
Splunk

104. Kathy Scheirman

SVP, IT
Kaiser Permanente

103. Renee Reid

Senior UX Design Researcher
LinkedIn

102. Annie Conn

Senior Experience Designer
ThoughtWorks

101. Paula Tolliver

VP, CIO
Intel

100. Autumn Brown

Senior Director, 3P Content Strategy & Partnerships
Electronic Arts

99. Muna Hussain

DevSecOps
PayPal

98. Tanya Loh

VC Partnerships
Microsoft

97. Robyn Reiss

Operations
Chan Zuckerberg Initiative

96. Meera Bhatia

COO
Stella & Dot

95. Amy O’Connor

CDIO
Cloudera

94. Jess Lee

Partner
Sequoia Capital

92. Priscilla Hung

COO
Guidewire

91. Jennifer Li

Investment Partner
Andreessen Horowitz

90. Selina Tobaccowala

CEO & Founder
Gixo

89. Haiyan Song

SVP, Security Markets
Splunk

88. Jamesha Fisher

Infrastructure Engineer
Splice

87. Nisha Muktewar

Data Scientist
Cloudera

86. Ceslee Montgomery

Data Scientist
Stitch Fix

85. Katherine Barr

Founding Partner
Wildcat Venture Partners

84. Jacqueline Brown

Director, Engineering
Workday

83. Erin Boyle

Data Scientist
Stitch Fix

82. Gowri Grewal

Senior Director, Sales and Solutions Engineering
Twilio

81. Chloe Pak

Manager, Sales
BuildingConnected

80. Sabrina Eldredge

VP, Product
POPSUGAR

79. Sue McKinney

VP, Engineering
Cloudera

78. Caroline O’Mahony

Chief of Staff
Addepar

77. Cyan Banister

Partner
Founders Fund

76. Linda Tong

VP of Innovation Labs & Product Experience
AppDynamics

75. Krista Moatz

Founder & Executive VP of Culture & Corporate Citizenship
POPSUGAR

74. Inhi Suh

VP, GM
IBM

73. Elena Verna

SVP, Product & Growth
Malwarebytes

72. Fiona O’Donnell-McCarthy

VP, Product
Daily Harvest

71. Geysa Dantas

Senior Director, Product Management
AppDynamics

70. Jennifer Ruth

VP, Customer Success
Optimizely

69. Madhu Kochar

VP, Engineering
IBM

68. Ali Rayl

VP, Customer Experience
Slack

67. Diane Gonzalez

VP, Engineering
Amazon

66. Samantha Bufton

VP, Product
SurveyMonkey

65. Heather Wells

VP, Engineering
Zendesk

64. Beth Gilbert

Director, Customer Development
Appfolio

63. Win Chang

Director, CX
Oracle

62. Ann Lee

EVP
Genentech

61. Brenda O’Kane

VP, Software Development
The Walt Disney Company

60. Alejandra Meza

Director, UX Design
Stella & Dot

59. Erica Weiss Tjader

VP, Product Design
SurveyMonkey

58. Alyssa Henry

VP, Seller
Square

57. Kim Williams

Director, Experience Design
Indeed

56. Shirley Xiao

UX Designer
Indeed

55. Jaya Kolhatkar

VP, Engineering
Walmart Labs

54. So Yun Jin

UX Designer
IXL Learning

53. Terry Roberts

UX Designer
Tableau Software

52. Minette Norman

VP, Engineering Practice
Autodesk

51. Jaime Yuen

VP, Corporate Controller
SugarCRM

50. Andrea Wagner

Manager, Product Design
Facebook

49. Elham Ghassemzadeh

VP, Product
Oracle | NetSuite

48. Karen Leonard

Director, Xbox Console Development

47. Julia Austin

Senior Lecturer
Harvard University

46. Altovise Ewing

Medical Science Liaison, Genetic Counselor
23andMe

45. Jen Grant

CMO
Looker

44. Catherine Aurelio

Product Design Manager
Facebook

43. Suju Rajan

VP, Research
Criteo

42. Samihah Azim

Product Design
Lyft

41. Meagen Eisenberg

CMO
MongoDB

40. Lynnette Bruno

VP, Communications
Zillow Group

39. Faryl Ury

Product Marketing
Dropbox

38. Maggie Law

Director, Product Design
Okta

37. Dominique Ward

Design Operations Lead
Atlassian

36. Connie Fong

VP, Marketing
Care.com

35. Wintha Kelati

Marketing, Growth
Lyft

34. Diane Gonzalez

VP, Engineering
Amazon

33. Mary Ann Gallo

CCO
Hitachi

32. Tara Roth

VP, Engineering
Microsoft

31. Fiona O’Donnell-McCarthy

VP, Product
Daily Harvest

30. Sahana Ullagaddi

Marketing
One Medical

29. Lin Wu

VP, Global Head of Assay& Platform Development
Roche

28. Jenny Lam

VP, UX Design
Oracle

27. Jennifer Ruth

VP, Customer Success
Optimizely

26. Nina Mehta

Lead Designer
Stripe

25. Zhen Zeng

Design Manager
Uber

24. Patricia Nakache

General Partner
Trinity Ventures

23. Molly Q. Ford

Director, Marketing
Salesforce

22. Kristen Leach

Senior Product Designer
Etsy

21. Sara Ortloff Khoury

Director, UX Design
Google

20. Aynne Valencia

Chair, Interaction Design Program
California College for the Arts

19. Chloe Bi

Product Data Scientist
Yummly

18. Alice Lee

Product Designer
Dropbox

17. Erica Weiss Tjader

VP, Product Design
SurveyMonkey

16. Cindy Gomez

CEP
Carta

15. Jenna Walker

Managing Director, Sustainability
TechStars

14. Valerie Vargas

SVP, Marketing
AT&T

13. Jenny Gonsalves

VP, Engineering
Lyra Health

12. Mary Gendron

CIO, SVP
Qualcomm

11. Laurel Fullerton

Electronic Design Engineer
Tesla

10. Julie Zhuo

VP, Product Design
Facebook

9. Julie Larson-Green

CEO
Microsoft

8. Ari Horie

CEO & Founder
Women’s Startup Lab

7. Erin Yang

VP, Product Management
Workday

6. Isaura Gaeta

VP, Engineering
Intel

5. Lakecia Gunter

VP, Programmable Solutions Group
Intel

4. Sandra E. Lopez

VP, Sports
Intel

3. Staci Slaughter

EVP, Communications
SF Giants

2. Jenny Cheng

VP, Professional Services
PayPal

1. Sheila Lirio Marcelo

Founder, Chairwoman & CEO
Care.com

Didn’t find what you were looking for, or want to make your agenda even stronger?

The Girl Geek X Speaker Database features over 1,000 women in technology and leadership roles who have spoken at past Girl Geek X events. Use the category toggles on the left to filter by role or function, and identify speakers who are ready to share their insights and experiences with your audience!

Do you have a favorite woman in tech or in a leadership role that you’d like to recommend to those slotting speakers for their events? Send us your suggestions as a reply to this article on Twitter, LinkedIn, or Facebook, and we’ll include them in our next speaker roundup!


Author

Amy Weicker - Head of Marketing at Girl Geek X

Amy Weicker is the Head of Marketing at Girl Geek X, and she has been helping launch & grow tech companies as a marketing leader and demand generation consultant for nearly 20 years. Amy previously ran marketing at SaaStr, where she helped scale the world’s largest community & conference for B2B SaaS Founders, Execs and VCs from $0 to $10M and over 200,000 global community members. She was also the first head of marketing at Sales Hacker, Inc. (acquired by Outreach) which helps connect B2B sales professionals with the tools, technology and education they need to excel in their careers.

Girl Geek X LiveRamp Lightning Talks (Video + Transcript)

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Akshaya Aradhya, Angie Chang speaking

Angie Chang, founder of Girl Geek X, welcomes sold-out crowd to LiveRamp Girl Geek Dinner in San Francisco, California.  Erica Kawamoto Hsu / Girl Geek X

Transcript of LiveRamp Girl Geek Dinner – Lightning Talks:

Angie Chang: Thank you for coming out to the Girl Geek X Dinner at LiveRamp. My name is Angie Chang. I’m the founder of Girl Geek X. We’ve been hosting dinners like this for 10 years up and down San Francisco, San Jose. And I’m really excited to be here tonight to hear from these amazing women and to meet each other over dinner, drinks, and conversation.

Gretchen DeKnikker: So, we also have a podcast, if you guys want to check it out. Check it out, read it, give us feedback. Let us know, we have mentorship, intersectionality, finding career transitions, all of these things. So, definitely go and check it out. And this is Sukrutha.

Sukrutha Bhadouria: Hi, that was Gretchen. She didn’t introduce herself. Yeah, so we started off with dinners, we talked about podcast, and then we made it happen. In the meantime, we started to do virtual conferences, which we’ve had now one every year in the last two years. And fun fact, we now have what is…a Zazzle store with our amazing branded, cool swag, I don’t fit into the T-shirt that I ordered.

Sukrutha Bhadouria: But you could get tote bags, you could get cell phone covers, so it’s really cute. Or somewhere in the back, maybe, you’ll see what our pixie characters look like that up. But if you go to the invite for tonight, you’ll see these little characters that we have represented and we try to be as inclusive as well possible. So, all of our branding is very inclusive. Please share on social media, everything that you hear tonight from our amazing speakers. Use the hashtag Girl Geek X LiveRamp. And we will follow you and retweet and re share, so thank you so much for coming and thank you to LiveRamp.

Allison Metcalf speaking

GM of TV Allison Metcalf gives a talk on how LiveRamp got into the TV game at LiiveRamp Girl Geek Dinner.   Erica Kawamoto Hsu / Girl Geek X

Allison Metcalfe: Hi guys, I get to go first. So my name is Allison Metcalfe. I am the GM of LiveRamp’s TV business. So just for context, what that means, LiveRamp, a couple years ago, we moved away from functional leadership 100%, where I was actually previously the VP of Customer Success. I’ve been here almost six years. I started customer success, I was patient zero A long time ago, and I will never do that again.

Allison Metcalfe: So a couple years ago–LiveRamp has historically been really, we really focus on the digital ecosystem and the cookie ecosystem. And there’s been a lot of changes in the industry that suddenly made TV a very, very compelling opportunity. And so, we launched a TV business that I run. And so, what I’m going to talk to you about now is kind of why we’re in this business and what the opportunity is and why it’s super cool. It’s really fun to be working in TV right now. And hopefully, we’ll get a couple converters from it.

Allison Metcalfe: So, TV is so crazy. Nothing has changed in the world of television in terms of how it was bought, measured, I need a timer here, sorry, in 70 years. So, literally like the way people measured TV and bought TV and demonstrated the success of TV up until a couple years ago was the same as it was 70 years ago, which is a little bit insane.

Allison Metcalfe: As you probably know, you think about yourselves, you are not watching Seinfeld at seven o’clock on NBC anymore. It’s not appointment viewing anymore, you’re streaming it, you’re watching TV really whenever and wherever you want, every single screen that you have, is a TV today, which is really great for us as consumers. Like TV has become very, very consumer friendly. But it’s caused a lot of problems for the industry.

Allison Metcalfe: So number one, is the way we’re measuring it, ratings is really hard to track now, right. Nielsen is the incumbent measure that would say this is how many people watched Seinfeld last night. They were able to do that because of a pretty archaic panel that they had and pretty archaic methodology. But it was accepted. And it worked for a long time. But now, the network–so it’s like NBC is, they’re putting all their money on This Is Us, right? And Nielsen is saying, “This is how many people watched This Is Us last night.” And NBC doesn’t believe them. Because they’re like, “What about all the people that watched it on video on demand? And what about the people that watched it on Hulu and Roku and all these other places where they could be streaming that versus just on appointment viewing, linear television?”

Allison Metcalfe: So, the audience fragmentation is making the networks feel like they are not getting enough credit for the viewership that they are actually driving that translate to they are losing money. And they don’t like that, right. The device fragmentation is also causing problems for brands, because the brands, all they want to do is reach you, right? If they are trying to reach young parents who are in the market for a minivan, they don’t really care where you are. They just want to make sure they’re reaching you.

Allison Metcalfe: TV used to be the easiest way to get phenomenal reach within one buy, right, because everybody was watching Seinfeld at seven o’clock and we knew who they were. Now, we’re all over the place, this creates a big problem. If you’re a brand. You’re like, “Oh my gosh, how much money do I spend on Hulu versus Roku? How much do I put on linear television? How much do I, what other devices,” there’s so many I can’t even think of them all. So, it’s a really big problem for the industry. But it’s good, right? Because change is good. And again, it’s very consumer friendly.

Allison Metcalfe: So what we call advanced TV, is the process of anytime we are using data and automation to buy and sell TV, which again, really was not done before, that sits under the umbrella of advanced TV. This is a roughly $80 billion industry–that’s the TAM in the United States. Historically, for LiveRamp, we made zero dollars from the television industry up until about two years ago.

Allison Metcalfe: So it was a whole new TAM for us, which is very, very exciting. Of that $80 billion that used to be bought and sold in the traditional way up until advanced TV came, now, we’re seeing projections of $3 billion being spent in addressable, which I will explain, close to 8 billion in OTT which is anytime you are watching television, due to your internet connection. It doesn’t matter if it’s on your phone, or your computer or your Smart TV. But if you’re watching it, because of the Internet, and not because of your set top box, right, that’s OTT.

Allison Metcalfe: And then, we’re also seeing a lot of companies like a really interesting trend is a lot of the direct to consumer. Companies like Stitch Fix or Peloton that are 100% digital companies are starting to spend a lot of dollars on television as more advanced strategies are becoming available to them. The other thing that’s happening here, guys, it’s really, really important. Facebook and Google are coming after TV hard, right. They’re like, “We want to keep growing at the rate we’re growing. But we already have like 80 or 90% of the entire digital ecosystem. So how do we keep growing, we’re going to steal money from TV, that’s what we need to do. And we’re going to do that by saying we have all the eyeballs that TV has anyways.”

Allison Metcalfe: And so, that’s another reason that the industry has to change to combat, Facebook and Google. And I think the demise of television is very overblown, as you can see by these numbers here. So, we power the future of advanced TV, when we talk about advanced TV, we’re talking about all of these things. So, addressable TV is literally the idea that you are getting a different ad, than your neighbor, right, Rachel here is big camper, I am not. You shouldn’t waste your dollars showing me commercials for camping equipment, but you should show it to Rachel. So addressable TV is meaning Rachel’s going to get the camping commercial, I’m not, based on my set top box, we power that.

Allison Metcalfe: Data driven linear TV is the idea of, if you have a target audience of say young families in the market for a minivan, we will match that against a viewership data asset so that the buyer can understand that young families in a market for minivans are over indexing to This Is Us and what’s another TV show? Modern Family, and they’re really not watching The Voice, or whatever it may be. So you’re still buying TV in the traditional way, you’re not targeting a household, you are still buying based on content, but you’re buying that content, because you are much more data informed.

Allison Metcalfe: I talked about OTT, digital video, this is clips, this is, Jimmy Kimmel had a great show last night, and there’s a clip of him and his funny joke and we might want to see, you’re all being forced to watch an ad. Before you can see that clip, as you probably all know. And then, probably the most important exciting thing is measurement. So historically, the way TV has been measured has been brand lift awareness, surveys, and reach.

Allison Metcalfe: Now, given the fact that LiveRamp and we have a couple other companies that can do this, too. We recently made an acquisition of a company called Data Plus Math, we can marry viewership data that’s ad exposure data to outcomes. So now Peloton, for example, can say, “Aha, my investment on This Is Us drove this many people to my website, that was a good investment for me. And I’m going to crank it up on This Is Us,” for example. LiveRamp plays in all of these places, a lot of companies that are getting into the TV game usually are only in one or two of these areas.

Allison Metcalfe: So it’s really exciting. I’m going to wrap it up there because we are a little bit crunched for time. And I’m not going to bore you with this. But I hope that was somewhat valuable and interesting to you. And thanks for coming. Thanks.

Tina Arantes speaking

Product Leader of Global Data Partnerships Tina Arantes gives a talk on finding product/market fit at LiveRamp Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Tina Arantes: Okay, Hey, everybody, my name is Tina Arantes, and I’m on the product team at LiveRamp. Been here about five years, so not as long as Allison, but enough to see us go from like 70 people in a little office in the mission to like, mission on mission to three floors here and like over 800 people. So it’s been a crazy ride and on products, we’ve learned a lot.

Tina Arantes: So I’m here to share with you some of the learnings from my product experience here. And primarily, the learning that listening to your customers is the first step in creating awesome products. So this may sound very obvious, like everyone’s probably like, “Duh, how else would you do it?” But when I’m out there like talking to other product managers through interviews, and other ways, it turns out a lot of people aren’t talking to their customers. And it’s actually super important because especially in the B2B business, like I’m selling into marketers, and I’m not a marketer.

Tina Arantes: So if I don’t know, if I’m not my own customer, the only way to figure out and empathize with them is to actually get out there and listen to them. So, I’m also a big fan of design thinking, right? So the only way you can create a product that your customer is going to want to buy is if you first empathize with them, define the problem you want to tackle, ideate to come up with solutions on how to solve it, and then prototype and test. So, the empathize part is actually like the part I’ll focus on first, which is like, how do you get out there and discover what are the problems your customers are actually facing?

Tina Arantes: So let’s jump right into it. How do you actually listen to your customers? The first step is actually just showing up. It sounds simple, but you’d be surprised how many times like you’ll have someone on Allison’s customer success team reached out and be like, “Hey, can you answer this question for this customer about this thing?” And the first thought most teams have is like, “I could, but how about that person does it because I have other important things to do with my engineers.” But actually, a lot of the times, it’s sometimes useful to take advantage of the opportunity to get out there and just meet the user, and start to establish trust with them. So you can ask them your own questions and get to know them better later on.

Tina Arantes: So step one is like just show up, make time in your calendar to find customers that are representative of your user base, and get to know them. So once you’re there, and you’re in the conversation, you can’t just jump right in with the hard hitting questions, right, you have to establish like base of trust. So warm them up, buy them a cup of coffee, introduce yourself, ask them about them a little bit. The way we do this, actually on a larger scale at LiveRamp is through customer advisory boards, where we actually organize getting some of our best customers together into a room, take them off site, somewhere that they can actually spend a few days with us, give us feedback on the roadmap and tell us about some of the biggest problems they’re facing.

Tina Arantes: And that’s been actually one of the really big sources of customer input and feedback that we’ve gotten. So you can do it on a small scale with a cup of coffee or organize like a whole event to get out there and start talking to your users. Okay, so once you have the customer, you warm them up. Don’t again, just jump in there with what you want to say, start listening to what they have to say, I don’t know how many times I’ve just been blown away by like being like, “Okay, what’s keeping you up at night? Like, what are your biggest goals? What can you not solve? Like, how can, how can we help you?” And they come up with all kinds of ideas I would never think of, sitting at my desk trying to imagine what they might want to do.

Tina Arantes: So be an active listener, listen to what they have to say. And don’t try to lead them to the solution you have in your mind. Because you know, you’re so smart, and you know how to solve their problem. But you also should ask juicy questions as well. So once you’ve given them a chance to talk, then you should have done your research and know who you’re talking to and know what kind of questions you can ask to really get at the heart of what you’re trying to solve.

Tina Arantes: So these could be like discovery questions, asking about what areas of problems they’re having to like, help you come up with solutions later on, that could be products. Or if you’re in a stage where maybe you’ve talked to a lot of customers, and you have an idea of a problem you can solve is like throwing it, putting it in front of them and seeing how they react to it. Do they get excited and be like, “Where do I sign? And can I buy this tomorrow?” Or they’re like, “Okay, that’s interesting, like, not that important to me right now.” So yes, you can ask your questions as well, after you’ve done your share of listening.

Tina Arantes: Okay, and after the interview, or after you talk to your customers, what happens next. Now the hard part happens where you have to map it back to everything you’ve heard from every other customer you’ve ever talked to. So definitely write these things down, keep them somewhere, like, I sometimes find notes from customers from five years ago, and I’m like, “Okay, that problem still exists, maybe we should solve it.” And then you start to look for trends, right? You want to see, is it a problem multiple customers are having, like, can I identify 20 customers that are having the same problem? How urgent is it for them?”

Tina Arantes: So people have all kinds of problems, but is it in the top three? Or is it like number 20? And they’re like, “You can solve it for me, but it’s not really going to matter.” And then the important part, like what are they willing to pay for it? You can ask like, “Hey, I have this next month, would you buy it?” And people will let you know, yes or no, there.

Tina Arantes: But let’s get real too, so earlier, I said like a lot of people don’t actually end up talking to their customers for various reasons. Of course, like time is always an issue as a product manager, because you’re running around crazy with your engineering team, like trying to keep sales happy, lots of internal squeaky wheels to keep from driving you crazy. But like you do need to make time to talk to customers. And even once you have the time, like I know, as a PM, all of these thoughts popped into my head, right? Like, what if they don’t want to talk to me? Who am I to like, go knock on the door of a Fortune 500 company and be like, “Can I have an hour of your time?”

Tina Arantes: But like, it turns out, most of the customers really do love talking to product and love providing their input in hopes that it will impact the roadmap and asking their questions to you as well. You can turn it into like a value exchange, like offer your thoughts on the vision of the product in exchange for their input as well. This one’s one of my favorite, like, what if they say bad things about my product? I know like, you get very attached to your work, right, and you don’t want to show up to a customer and they’re just like, “Yeah, no, I hate it. Your baby is really ugly.” Like, no one wants to hear that. Right? It’s terrible.

Tina Arantes: But it’s better to hear it so that you don’t walk around thinking your product is like, the best thing ever, when really like, there are some things you can improve. So, it will happen, like people will say bad things, you just have to deal with it and take the feedback as a gift. And then this one also comes up. I know a lot of product managers are like, “I don’t really want to get on the call. What if they asked me something, that I don’t know the answer to?” It’s like, that will also happen, like every single call, but it’s okay. You just have to be like, “I will find you the answer to that and pull in someone who does know the answer for the next call.”

Tina Arantes: So there’s a lot of resistance to getting out there and talking to your customers, but you got to do it. So what does it actually, what does success look like when you do this right? And when you don’t do this right? So maybe starting with like when you don’t do this right. Definitely over the past few years, I’ve made tons of mistakes, not vetting things carefully enough with customers. One standout in particular where we had a project and we’re like, “Oh, we’ll just make this product go much faster.” Because we had a few customers who were like, “Yeah, that would be great.” Jeff’s laughing back there, because he’s the engineer who built it.

Tina Arantes: So we built it, we launched it, and then no one wanted to buy it. And we were like, “What?” And it turns out, it was a problem for people, but it wasn’t something they were willing to pay for. So now, we always check like, “Oh, great, is the problem like how much would you pay for it at the end?” And it does work sometimes as well. So like we’re working on another product now that we actually got the idea from talking to our customers, different customer advisory boards, they’re like, “How can you help us share data between two partners? And we’re like, “Well, that’s an interesting idea, maybe we could help you there.”

Tina Arantes: And it’s turning out to be more successful and more people are willing to pay for it. Because of the hard work we put in, checking with a really large client base that this is going to be interesting or an urgent problem to solve and something they’re willing to pay for. So that is why I think listening to your customers, as a product manager is one of the most valuable things you can do. And the first step in creating products like people actually want to buy. So yeah. And we’re also hiring on our product team here. Definitely engineering team here. So if you want to chat later about any of this, I’m happy to talk more.

Eloise Dietz speaking

Software Enginere Eloise Dietz gives a talk on lessons learned from becoming CCPA compliant at LiveRamp Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Eloise Dietz: Hi, everyone. My name is Eloise Dietz, and I’m a software engineer here at LiveRamp. I’ve worked here for about two years. And I’m currently on the data stewardship team. Our team is responsible for ensuring that LiveRamp systems use personal and company data ethically. And right now that means working to make sure our systems are privacy compliant. If your company works in personal data, you’ve probably heard of them, GDPR, CCPA. So I’m going to talk a little bit about what this privacy compliance looks like and why it’s relevant to software engineers.

Eloise Dietz: So first, a little bit of background. LiveRamp takes data privacy very seriously, partly because we think it can be a competitive advantage. We work in data onboarding, which means that we help companies advertise to their users online, which means that they can better personalize their ads online. Studies show that consumers actually really prefer this ad personalization and a more of a customized experience. And it can be a guarantee, or it has a higher likelihood of a higher return on investment. However, there’s also losing, people are losing trust in technology companies. And research shows a majority of people worry about how tech companies are using their personal data.

Eloise Dietz: In fact, one study found that 80% of people will leave a brand if they think that they are using their data without their knowledge. So companies in ad tech, like LiveRamp have to deal with this dichotomy. And they need a way to resolve this problem and gain trust back in their users. And I think that GDPR is a really important step in this direction. So, GDPR is a data privacy law that aims to regulate data in the EU, and it took place on May 25th of this year. So CCPA is kind of the California equivalent to this GDPR. And though it has many differences, it also incorporates a lot of the same ideas. It will take effect January 1st of next year.

Eloise Dietz: So a lot of other states are following California’s example, and also have privacy bills in the process. A lot of other countries are also inspired by GDPR around the world and are going through the process of introducing their own privacy laws. More are expected to follow. So as you can see, GDPR is kind of inspiring an overall shift in regulation of data privacy. And in the US alone, 68% of multinational companies have spent between 1 million and 10 million getting ready for GDPR. As CCPA approaches, only 14% of US companies say they are fully compliant despite its similarities to GDPR. They plan to spend another 100000 to $1 million becoming compliant.

Eloise Dietz: So we can see that these laws are really causing a big shift in how companies think about data. And the reason that is, or we can look into why that is by looking at some of the key GDPR requirements. Obviously, GDPR incorporates a lot more than this, but I thought that these were some of the most relevant to software engineers. So, the first is data minimization. Or the idea that we should only collect the data on users that we need to solve a certain task and then delete that data as soon as the task is accomplished.

Eloise Dietz: The next is that data subjects or individuals have certain rights to interact with their data. So they have the right to access the data or retrieve all the data a company has on them, they have the right to restrict processing of that data or opt out, they have the right to delete that data. And they even have the right to rectify the data if they think it is incorrect. Then finally, users have the right to be notified of data collection and the use, that data is going to serve. And if you got a ton of updated privacy policies this year, it was probably from this part of GDPR.

Eloise Dietz: So you seem kind of like standard practices. But they fundamentally change how a lot of companies think about data, the companies in a data graph mode, they might not even realize what personal data they have on people, nonetheless, what it’s useless for and how to collect it and return it to an individual if they asked for it. So this is what data privacy does not look like and what data privacy actually looks like is constantly asking yourself these questions as you build systems.

Eloise Dietz: So the first step is understanding what personal information that you have, and that your system processes. Or associating with that data, why it was collected, where it was collected, and what use it’s going to serve. Data minimization is probably one of the most relevant to software engineers. It means reviewing your data and deleting it, when it is no longer needed. But this also means not logging, personally identifiable information, it means when you store it, not storing it raw, storing it pseudo anonymized, means restricting access to that data to only those who are required to use it.

Eloise Dietz: And it means not using real data in your dev and staging environments. And finally, also automating user rights for deletion, restriction, processing and access. And so at LiveRamp, as we kind of went through this checklist of how to make our systems privacy compliant, we realized that there are some cases where we even need to go beyond the law, beyond GDPR and CCPA, in order to design for the privacy of the end user, not just designed to make our systems compliant by these privacy laws.

Eloise Dietz: So the first one of those instances was reading a privacy vision to hedge against the many data privacy laws that are expected to come out. So, for example, these laws are going to differ. CCPA and GDPR differ in many ways, and sometimes, even completely contradict each other. One example of when they differ, is this right to opt out. So CCPA says people have a right to opt out of data processing, whereas GDPR says people need to actually give their consent and opt in before data is allowed to be collected.

Eloise Dietz: I think that for users, understanding the way that you can opt out. So many different privacy laws is an undue burden on the users. So, LiveRamp decided to have a global opt out repository, where we, if someone wants to opt out an identifier, say a mobile ID, cookie, or email, we pseudo anonymize that information and store it in a global repository. This means that deployments in the EU as well as nationally in the US can check to ensure that they’re not processing data over any identifier that is in this global repository. So going beyond the laws and having a clear privacy vision that opt outs will apply globally not only made our LiveRamp systems more straightforward, but also ensures that the end user is actually receiving the privacy that they’re expecting.

Eloise Dietz: Second, never let privacy come at the expense of security. So in the effort to make users be able to better understand what data companies have on them, laws like CCPA and GDPR may actually be opening up this data to bad actors and more vulnerabilities. For example, the right to access their own data means that someone could make a fake this request and maybe receive another person’s data. So I think users may not understand that this security is at the risk of privacy. And it’s up to the, this privacy comes with the risk of security and it’s up to companies to make sure that this does not happen.

Eloise Dietz: So finally, embedding privacy into the user experience I think is an important place companies can improve on. So especially the ad tech ecosystem is incredibly complicated. This infographic shows the number of ad tech players has increased significantly over the years. Users shouldn’t have to understand how all 7000 players interact in order to understand their data privacy rights. A survey went out after GDPR that asked users what their biggest complaints were and the study found that most people’s biggest complaint was the long overcomplicated privacy regulations.

Eloise Dietz: And though these may be required, sorry, privacy policies. And then though these policies may be required by law, I think that the system should be designed to incorporate the end users privacy in mind, and make it easier to work with the systems in order to find the best privacy policy. So this doesn’t necessarily mean having a accept all or opt out of all policy that often doesn’t work with like most people’s privacy. And it also doesn’t mean having so many different privacy settings where you really have to understand the privacy law in order to understand what you want. It means designing for the end user and creating a concise, intelligible, transparent and easily accessible way of working with the privacy, working with your own privacy settings for that company.

Eloise Dietz: So my end takeaway is to take GDPR and CCPA as a way to rethink your data usage, but also looking beyond these privacy laws and consider the end user when designing your systems in order to truly protect their data privacy.

LiveRamp Girl Geek Dinner

After bites and drinks, girl geeks enjoyed lightning talks from women in various parts of the org at LiveRamp Girl Geek Dinner.  Erica Kawamoto Hsu / Girl Geek X

Akshaya Aradhya: Now, that the first half of our session is over, does anybody have any questions for the speakers?

Audience Member: Quick question for you. I actually didn’t realize data minimization [inaudible] example because [inaudible] users [inaudible] out [inaudible] that even an option [inaudible] data minimization?

Eloise Dietz: A user opts out, as in the fact that we’re still maybe storing like a pseudo anonymized identifier?

Audience Member: Mm-hmm (affirmative).

Eloise Dietz: So the idea is that personally identifiable information, I think this is right. The idea is personally identifiable information needs to be minimized. But when you pseudo anonymize an identifier, it no longer counts as personally identifiable. So by storing that anonymized version, it no longer kind of counts as the process, I believe, is for opt outs.

Erin Friesen speaking

Software Engineer Erin Friesen gives a talk on destroying an entire build ecosystem to leading the engineering wide initiative to protect and improve that very same system.  Erica Kawamoto Hsu / Girl Geek X

Erin Friesen: Hello, I’m Erin. I’m a software engineer on the infrastructure Platoon, I’m working [inaudible] DevOps. And I have an obsession with making builds easy. It’s absurd. All the engineers here can say that I’ve authored them with everything. So I’m going to talk about how I got to that point, and a lot of the mistakes I made along the way. So next time, you have to do a migration, you don’t have to do them.

Erin Friesen: First off, I’m going to be talking about Jenkins. Jenkins is my best friend. If you don’t–anyone here know what Jenkins is. Yeah. So Jenkins is basically a tool to get servers to do what you want them to do. If you’re like, “I want to deploy this, send it here. I want you to set a cron job, do this, I want you to build this do this.” That’s what it should be. So we start our journey with a horrible Slack message. I snapshoted the wrong thing. And I don’t have a backup, and we don’t have our configurations. We’ve lost our builds.

Erin Friesen: As you can see, Jenkins is on fire there. And our last backup had been 10 months previously, record everything on the master server. And we had just demolished that. So we panicked, we figured it out, we got our builds back, but realizing that we are storing our configurations, the core thing that we need to do to deploy on the thing that if it goes down, it breaks it, not the best situation. So, we came up with a solution, Jenkins files. So basically, it’s codified builds, you put a Jenkins file into your git repository, it lives there, you can take Jenkins down in a heartbeat. I almost did that as a demo. But I didn’t want all those users to panic.

Erin Friesen: And instead of storing your configs in a UI like this, you get seven to eight lines of code. And that’s your entire build configuration, which is pretty awesome. And it’s very replicable. You can version your code, you can pick a library, it’s so much more control over your environment. So previously, these are my steps to get there. Let me say this was one of my first larger, like known visible projects that I’ve ever lead. Here are my steps. I create a product, I just have the teams do it themselves. And then I’m done. Easy, right? Not quite.

Erin Friesen: So first off, I skipped over scoping out the size of the migration. I didn’t realize how large the project was and how different it was. I’ll give you a scope. We have over 250 Java repositories, you have over 150 Ruby on Rails builds. All of these builds have PRs and master builds. So if you do the math, that roughly puts the 700 things that you have to migrate, that you can’t break because if production breaks, you can’t deploy a fix, you’re in trouble. So I didn’t scope out the size of the project. It led to some very troubling times.

Erin Friesen: And the second was, I did not ask for input from engineering team until I was well into development, a lot of about listening to your stakeholders. I didn’t know what they needed, or what they actually wanted from their builds. But I was like, I know better. I’ve seen a Java build. You’ve seen one Java build, you seen them all, right? No, that’s definitely not the case. And lastly, I didn’t ask anyone for help about their experiences with it, what they’d done to actually build it, other people had experienced Jenkins, but I sort of ventured on my own thinking I could plow my own path.

Erin Friesen: That didn’t work out too well, either. And so, a lot of this boils down to I didn’t communicate with people. I didn’t ask them, and I broke a lot of things. And I’m still very sorry, you guys are watching this later. And I think lastly, I assumed that the teams would do the work. Like, I assumed that if I presented the seven lines that I needed to do, everyone would adopt it, everything would work, and everyone would go in the same direction at the same time, and it would be fine. That’s not it. Because guess what, everyone’s builds are different. They’re unique. And they’re just different and unique.

Erin Friesen: And I assumed they would do that. I also didn’t assume that they didn’t want what they had, they wanted something better. Like, you want to build your own solution. And you want to have power over how you deploy and where you deploy. And I didn’t listen to any of that. I mean, I didn’t listen. I also pushed changes without telling people because I didn’t version at first, it was, I didn’t listen, and I didn’t communicate with the team. So that was like the biggest thing if you to take away anything from migration over communicate and like, talk to everyone, and I mean everyone.

Erin Friesen: So these are my steps to a new successful migration. Do your research. I didn’t. So, I didn’t break down my problem. I didn’t even figure out where my share was like, what? Where should I be living? Like, what needs to get done, and what’s broken? What can stay broken? And talking to everyone, I just didn’t think about it. Didn’t break down the problem into injectable sizes. And I couldn’t get the iterative feedback because I didn’t check. I was like, “I’m going to roll into this. And it’ll work.” Which leads into break up the project into bite size. Because if you know what you’re getting into, believe it or not, you can break it up into smaller parts.

Erin Friesen: I’m a rock climber. And so, whenever I go outdoors, I go, and I look at the mountain. I’m like, “Cool, what do I need? I need to be able to solve this section of the climb and the section of the climb.” And this is how I get to every single portion. And I always break it down into bite sized steps because you’re like, “Oh, it’s only one reach, or two reaches or I don’t know, a high knee, like pick a move.” And it works a lot better to get to the top.

Erin Friesen: And if I haven’t said it enough, communicate, just communicate with everyone. I didn’t get feedback early enough. I didn’t iterate on feedback. And I created a doc, a roadmap for it. When I’d already been working on the project for four months, like that wasn’t the efficient way to do it. I got excellent feedback from stakeholders. But it took me too long to get to that point of starting a feedback cycle.

Erin Friesen: The next two come hand in hand. Rollout gradually. And at one point in time, I had 355 PRs open, various repositories, so I created a script to create a PR to inject my one size fits all Jenkins file. And there was no back out, like it’s hard to rewrite those. And it was broken, it was hard because I didn’t version it, I didn’t have an interface. And so, if I had to make a change to a function, I had to make 355 individual commits to everything, they’re starting to get customized. So I didn’t have a rollout plan, which means I also didn’t have a backup plan. If I needed to roll back what I was doing.

Erin Friesen: So, successfully, you need to have backup, you need to be able to bail if a rollout goes bad. And finally, you just iterate and repeat over and over and over and over again. And if you keep these steps in mind, the best thing is, everyone wins. Everyone gets the product they want. You don’t waste cycles on trying to build something that they don’t want. And you actually get help along the way and it speeds it up. So that was me about how to migrate way better than me.

Akshaya Aradhya: Questions for Erin?

Erin Friesen: Part of it, the story, oh, it didn’t have the date on it. It was 2018. November, 2000–no, November, 2017, it was right at the end.

Akshaya Aradhya: Before Thanksgiving, okay. Any other questions? All right.

Rachel Wolan speaking

VP of Product Rachel Wolan gives a talk on the evolution of privacy, discuss what it means to build products intended to protect consumer privacy globally, and the design decisions we make along the way.   Erica Kawamoto Hsu / Girl Geek X 

Rachel Wolan: Hey, everyone, my name is Rachel Wolan. And I’m the VP of Applications for product. And I’ll echo what Tina says, we’re hiring. I’ve been here about five months. And I think Eloise did a great job of kind of helping everyone understand a lot about the regulations of privacy. Today, I’m going to talk a little bit about, like the history of privacy. So I will kick this off by telling you a very private story.

Rachel Wolan: So maybe over Christmas, I got engaged. And before I asked my partner to marry me, said yes, I had to get through her parents. And I was way, way more nervous about this stuff than talking to her. I’ll tell you a little bit about her parents. They’re from Singapore, they’re native Chinese. And I’d met them twice. I had a lot of things going for me. So, I sit down with her parents. And I’ve managed to, it’s Christmas. And I got all the kids out of the house, like they went to the bathroom, is great. I had like 15 minute window.

Rachel Wolan: And I was really looking for, not permission, but their blessing. So I sit down with them. And I say, “Hey, I’d really like to ask your daughter to marry me.” And mom’s like, “Hey, I’m going to sharpen my pencil.” She like, basically pulls out a list of like, 20 questions that she wants to ask me. Just asking me what were your past relationships like, what, like, do you have kids? I’m like, “No, no kids,” “Do you want kids? When are you going to have kids?” Like, all these questions.

Rachel Wolan: And like I think I’m doing a really good job. And this whole time, she’s actually translating in Cantonese to Mr. Chia. And I think, okay, I’m like, her mom’s like holding my hand, things are going really well. And I’m like, “Okay, this is over. She’s about to give me a blessing.” And then all of a sudden, Mr. Chia’s English gets really good. He looks at me, and he says, “What do you do for a living? How much money do you make?” And this is not something that like even I talk to my parents about. And it kind of struck me that privacy is really contextual.

Rachel Wolan: And I tell this story because privacy isn’t like one thing. It’s not something that is just regulated by one country or a group of countries, it’s something that is very meaningful to each individual. It’s different based on your race, your age, your gender, your socioeconomic status, your sexual orientation, where you live, where you’re from, like what religion you grew up in, really everything. And privacy is, each person’s privacy might even change over time.

Rachel Wolan: And, what I think is also, like, an important context about privacy is it’s a relatively new concept. So I’m going to show you guys some really cool technology that has helped evolve privacy. So the first is the printing press. The silent reading was really, one of the first forms of privacy, where people kind of had like, internal thoughts that they weren’t there, maybe they were writing them down, maybe they weren’t writing them down. And that really took like, 500 years to evolve.

Rachel Wolan: Internal walls were huge for privacy. Previously, it had been like, kind of that one room house where people lived, and they kind of all slept in the same bed for a long time in the entire house, and, like, fast forward to the 1900s. And the camera came around. And the concept of the right to privacy actually came to being. And what I think is interesting about this is that we didn’t really even put laws into place around privacy until post Watergate, right, like 1974.

Rachel Wolan: And then fast forward to today, AT&T, is, like, you can pay AT&T 30 bucks to opt out of ad tracking, but most people don’t do that. It’s really, the concept of privacy has evolved. And, I think, really, you have to think about privacy from like the standpoint that there’s a value associated with privacy and people are willing to trade privacy, there is a currency. And how many Millennials are in the room. If I offered you a pizza for three of your friends’ email addresses, would you… That’s what I thought.

Rachel Wolan: And so, I just spent a couple of weeks in China. And if you go to almost any street corner in China, you will see these cameras. And what they’re basically doing is tracking, what do citizens do? Did they walk across the street, did they jaywalk? I jaywalked, like this morning. So my social score will go down. Did they go through a red light, and all of these characteristics are being collected as part of a social privacy score, right, a social credit score. And so, really, in this case, one of the reasons why China introduced a social credit score is because in 2011, I think I saw some stat, two out of three people were unbanked in China, they really wanted to accelerate, people getting credit and being able to buy houses.

Rachel Wolan: And so in 2015, they actually made their data, their privacy data available to eight companies, including like Ant Financial, which is owned by Alibaba. And so today, I was talking to one of my co workers about his social credit score, and he was saying, “Well, I definitely don’t yell at my neighbors, I don’t park in a parking spot that’s not mine. Because that’s going to ding me and I want to, use the whatever the version of TSA Pre check is, right, if you have a high social credit score, you get a better line at the airport, there’s a different car on the train, there’s even a different–you can like skip the line at the hospital.” So there’s a lot of benefits. And, really like privacy can be traded for societal value.

Rachel Wolan: So, then the question is, I did a lot about design in our product org. How many people here have designed apps for Android or products for Android? So you know it’s really freaking hard. And I would say designing privacy is a 10X problem of them. And so, this is actually was a pizza study, where people were, there are 3000 people that were asked to trade their friends’ email addresses for pizza. Like 95% of them did. And that’s kind of like what I think is interesting here, because Tina aptly said, like, ask your customers what they want.

Rachel Wolan: But the most interesting thing about the study is customers actually said, “Oh, no, I would never do that.” Like the people in the study said, “I would never get my private information.” And then they target those same people. And they all did. So, this is one of those situations where you really have to actually think–was anybody in here familiar with privacy by design? Cool. So privacy by design is, it is a framework that you can use in order to start thinking about, does my product really protect the privacy of… So you can think about it at the very beginning and discovery and start asking questions, to try to understand the needs of your users. And look at it as kind of like a review process. We have a data ethics team at LiveRamp. We have what’s called a cake process where you can actually start to think about like, a probe through right before you even start building. Does this match our privacy standards?

Rachel Wolan: And then, I think a lot of the government laws that have been put into place, right, from the perspective that it raised our awareness of–around privacy, but it’s really our responsibility. And so, I’ll leave you with one final thought. So, this is actually privacy. Our phones are just like spraying our private information at all times. And so, like, try this, like brief experiment, turn off location services on Google. Does it still work? So I did this for like two weeks, and it kind of drove me crazy. And what’s interesting about this is, I actually had to go into a separate set of settings to completely turn off location services.

Rachel Wolan: And the cynics may say, “Oh, it’s because Google wants to track you. They want like all your data so they can sell your data, blah, blah.” And I actually think that this was really a design decision. Because they knew that you actually want that blue dot. And you want that blue dot, because you get value from it. You’re willing to trade your value, and maybe even go and kind of look and see. Like maybe you don’t want to trade all of your location data, but maybe some of it, for that value exchange. So, in conclusion, treat data like it’s your own, and make privacy happen by design. Thank you.

Akshaya Aradhya speaking

Senior Engineering Manager Akshaya Aradhya gives a talk on managing a geographically distributed engineering team at LiveRamp Girl Geek Dinner.   Erica Kawamoto Hsu / Girl Geek X

Akshaya Aradhya: Hello, everyone. My name is Akshaya. I’m the IT manager for the integrations group. And I work with people like Jeff, Sean or head of engineering, Andrew, who’s our biggest women ally, here. He has three daughters. And when I told him we are hosting a Girl Geek X event, he’s like, “Woo-hoo.” So, that’s Andrew right there. And Jacob, who’s in my team, he’s awesome. And he’s supporting all of us. And I work with all these people every day. And I want to talk about how I manage distributed teams. And my of champagne.

Akshaya Aradhya: That I want to give a glimpse of how many offices we have globally. So these are camping experience. We have social, there’s a doctor in the office. We have a lot of fun [inaudible]. Our New York office, we’re on Fifth Avenue where all the shopping malls are. Philadelphia. Seattle. Burlington. Arkansas. Erin Bodkins was supposed to be here. But she had another commitment. Paris. There is a lot of French people in my team. London. Asia, Pacific, China [inaudible].

Akshaya Aradhya: Because I knew how loud they were. So, let’s talk about all these teams that you just saw, right? So I manage two teams, I’ll soon be managing four teams. And most of the, like both the teams that I manage are currently in within United States right now, but may spread out to China. So this is the headquarters where most of my team sits, but not all of them. There are some people out there in the New York office. And there’s one in Philadelphia, and, I also talk to the people in Arkansas, because I like them, you saw how fun they were.

Akshaya Aradhya: Some of my team members, like I said, are French and they like going back to France to meet their family and sometimes work out of their homes. And is that normal for LiveRamp? Yes. But you don’t necessarily need to be French to work out of your home. So what do I do first thing as a manager, whenever I, start managing any team, I do it inside, listen first, so I kind of ask them, what are their preferences? Do they have any time commitments? Some people have kids, they need to leave at certain times, some people have soccer practice, some people need to work out for health reasons or for any other reasons.

Akshaya Aradhya: And some people, like not having meetings at a certain time, and we chat a lot during our one on ones. Jacob is nodding his head. He knows why. And so, we have all these preferences. And East Coast people have their preferences. So, how do I manage the priorities? Like how do we all deliver against this shared vision? So, I can go back and make notes. And I’m like, so if we have dedicated set of meetings for the team to talk to each other, that’s number one. You’re all one team. You all need to get along, whether you like it or not. And you need to talk. And how do you establish that, right?

Akshaya Aradhya: Before I started working for LiveRamp, I was working for a company called McKinsey right across the street. And before that, Intuit, and it’s like, each company has its own culture. 

Akshaya Aradhya: At that time, I was married, but I didn’t have kids. So just a piece of cake, right. And then I got pregnant, and then they flew me to Canada, ask me that went. My feet swelled so badly, I couldn’t fit in my shoe. And not that… And I sent a picture to my husband, once I, or two different shoes. And I couldn’t even see it. You know? And I was like, “Yeah, yeah, sure, right. The time difference, just wake up when you’re pregnant, you love waking up when you’re, like then and you like everyone you meet when you wake up. Right?”

Akshaya Aradhya: So that’s how that went. 

Akshaya Aradhya: The culture doesn’t mandate you to go and sit with someone to be productive. You could as well be on blue jeans. You can, like I made my son’s appointment after joining LiveRamp. And then I could come back can take meetings, take knowledge transfers, talk to people, be productive.

Akshaya Aradhya: You’re not judged based on where you work from. Okay, that’s number one. Second thing, as a woman who went through all of this, I kind of make sure that I don’t step on other people’s toes or schedule meetings when somebody has an important thing, okay. And if you’re working with East Coast people, I tell all my teams, you better have those meetings, before 2:00 p.m., Pacific, otherwise don’t have shared meetings. And if you do want to have shared meetings, ask that person, if it’s okay, get the Slack message saying yes, and then you’re going to have that meeting. And, make sure that you don’t keep it as a recurring one. So that’s one thing, coordination.

Akshaya Aradhya: And following the right tools, I mean, you need to, whether you follow Agile or [inaudible], whatever it is, or whatever form of Agile your company follows. I know, Agile means different things for different people. But you need to get your message across to the team, everybody needs to talk, at least for like 10 minutes a day, and share what they’re doing. And, like, after sharing work related things, you want to share anything personal, or any, anything that you want our team to know, like you are engaged or you have a baby or whatever it is right, you can now share it.

Akshaya Aradhya: And, in one of my teams, I tell people, right, just because you’re working out of San Francisco doesn’t mean that you need to sit here till I leave, or sit here till 6:00 to make a point. You’re going to work on flexible time. And I need to see what progress you made. And you’re not blocking anyone and you’re out, right. It’s value to your personal space and time while being productive and accountable. That’s what you need.

Akshaya Aradhya: Again, I’m going to share my version of what works and what doesn’t. So you can as will be micromanaging, go to each person’s desk. Or like you could start off by not asking questions, or over communicating, assuming things and get the wrong thing. And then pass it on to your team, you lose that trust, you lose that trust with, it’s so easy to lose trust when you’re managing distributed teams, then micromanaging. Who loves these people in this room? That’s what I thought. And then people start leaving, and you wonder why and the cycle repeats, if you’re not listening, if you’re not watching your team, the cycle repeats. What works?

Akshaya Aradhya: Get the wrong thing. But you learn and adapt. People make mistakes. It’s okay, as long as you’re not consistently making them, you’re okay, you’re going to learn. And you’re going to share what you learn. Sharing is not on the screen because I run out of space, but you got to share what you learn with your teams, and communicate closer. Talk to them drop. Messages on Slack or whatever messaging service you use, add any relevant process. Relevant process, not process for the sake of process. And relevant process that works for you and whoever you’re working with. Are you peer programming? Are you a software engineer? Does this process work for you? Fine. If you’re in product, maybe you’re talking to customers, there’s a different process that Tina or Rachel may use, I don’t know.

Akshaya Aradhya: But as engineers, especially here in the valley, or New York or all the places that you work, whatever works for you is the best process. That’s what I tell teams and effective collaboration, effective collaboration. Destructive feedback is not effective collaboration. Rambling is not effective collaboration. Putting down others, sarcasm, you’re maybe the best, most intelligent person. But if you’re not nice, you’re out, that’s good as that. So play nice. And teamwork. Teamwork is success according to me. If you don’t work as a team, you work in silo, you may be the best person in the world. But if your team doesn’t see what you do, or if your team doesn’t find value in what you do, you don’t have any business value with the work you’re doing or you don’t grow, you don’t let others grow, you don’t help anybody or mentor people. That’s all contributing to bad culture.

Akshaya Aradhya: One of the things that I really like at LiveRamp when somebody spoke, during my onboarding, was that if somebody sends you an email, you respond quite quickly. It’s–in other companies that I worked at, response right away meant that you’re supposed to work or respond back at some time, right? So now studying at Wharton, Sean, our head of engineering. At his level, or Andrew or even Jacob or who, or Jeff, if you send a message to them, and I work from 1:00 a.m. to 4:00 a.m. because I need to study when my son is sleeping. Some of you may resonate with that. So if you don’t, you can judge and I’m crazy, partly.

Akshaya Aradhya: But that’s my time when both my dogs are asleep, and my son is asleep. That’s my time. Okay, so what do I do? I catch up on all the emails and I told my team, “If I send you a message on Slack, or an email, do not respond to me outside office hours, unless it’s really urgent.” There have been nothing really urgent that needs a response. And I was surprised when I sent a message to Sean one day, and he just responded at 2:00 a.m., I’m like, “What did I see? Did I a response?” And I’m like, “Thank you for messaging.”

Akshaya Aradhya: And it’s like, you may choose to do that. But it’s such your own volition, you’re not forced. And I think I tell all my teams that, “If you see it, ignore it. If you don’t want to, like if you’re sleeping do not wake up, because of me. Snooze your notifications.” Yeah. And basically, there’s a saying, right, you don’t go to work when, something you really like, then you enjoy what you’re doing. It’s not really work or something like that.

Akshaya Aradhya: And I think when you join a company that values your personal space, your ambitions and offers you opportunity to grow. And you love what you’re doing. There was recently a job satisfaction survey at Wharton, where I’m studying, part-time. It’s like, in my group, and when I say group, it’s about seventy people in one section. People did a job satisfaction survey based on so many different metrics. And they were talking about organizational stuff, and how do you grow your teams? What is effective, what’s not, somewhere on this, but in a more lectury fashion.

Akshaya Aradhya: And I took a survey of my past job and this job. And it was one among the top five. And I’m thinking, “Huh, I did that, I think, right?” When you love what you do, your stress goes down, you’re happier, your kid kind of sees you really happy, right? You don’t go crazy. And you can actually do what you want to do, study, pick up a hobby, rock climbing, or do a side project on Android, I don’t know, on whatever you want to do. Don’t do that. So yeah, it’s like, the last thing I want to leave this room with, is like this.

Akshaya Aradhya: Professionally, you set an example for your team. You don’t need to be a manager, each person can be an individual. You set an example for your team. And if you overburden yourself or you don’t enjoy what you’re doing, your team can see it and your productivity goes down. So make sure wherever you choose to work or whoever you choose to work with. Hopefully at LiveRamp, because we have opening, you should choose something that will allow you to grow and be happy at the same time. And that’s what the whole talk was about and what all the speakers and organizers want. And hopefully, after this presentation, you come by and say hi to all of us and hang out with us, ask us questions, learn about us and connect with us. We would love to keep in touch, any case. Thank you.


Our mission-aligned Girl Geek X partners are hiring!

This Girl Geek Wrote Her PhD Thesis Arguing For Tech To Support Economic Security For All

This girl geek earned multiple Stanford engineering degrees, worked in Silicon Valley, and then wrote her PhD thesis named “Tech:” The Curse and The Cure: Why and How Silicon Valley Should Support Economic Security.

Sage Isabella Cammers-Goodwin lays out the societal inequality of San Francisco’s Bay Area, and provides some suggestions for change:

We need a clear image of what valuable innovation looks like. Valuable innovation is work that goes toward raising the bottom standard of living and not increasing the distance between the bottom and top. Valuable innovation makes people self-actualize and does not take away from their productivity. Everyone stands to benefit from valuable innovation. Some persistent issues that would be valuable to fix include access to food, fresh water, healthcare, shelter, and education.

There are companies that work to improve the world and determine success primarily through the fulfillment of their users and nonprofit margins. Propel is a service that assists individuals with managing their food stamp balance. Handup allows people to donate directly to verified homeless individuals. Wikipedia, despite its unpopularity with academics due to a lower reliability than thoroughly fact-checked un-editable sources, offers a non-predatory social good. The belief that taxing tech corporations and breaking up monopolies hurts humanity by limiting innovation is a false rhetoric. Society does very little to encourage the kind of innovation that improves humanity by making the world a more livable, healthy, and equal place.

The true heroes of innovation are the creators of tools to assist those most in need and provide open-source frameworks so that anyone—including private firms—can learn from and build off of what they create.

The tech industry cannot be blamed for preexisting conditions. Many young entrepreneurs do not start as homeowners and did not create the systematic privileges that helped them succeed, whether that be affirmation that someone who looks like them is capable of success, having a family that could provide them an education, early access to computers, or an enthusiastic circle willing to invest in their success. Yet, they are still responsible for the systematic injustices they perpetuate and intensify.

The vast majority of U.S. born citizens, especially women and people of color, are not provided with the resources or encouragement to make earning over $100,000 per year coding seem reasonably achievable.

Ideally, the wealth of corporations would uplift local community and not just drive people out. Fortunately, there are a few legal structures in place to mitigate the negative influence corporations have on the communities they move into, one of which is called “impact fees.” The San Francisco Planning website explains, “The City imposes development impact fees on development projects in order to mitigate the impacts caused by new development on public services, infrastructure and facilities”—for example, improving public transport to counteract the added burden on the system.

Author of “Winners Take All” Anand Giridharadas agrees:

Philanthropy does not undo bad behavior. The range of tech philanthropy efforts — from “self-made” billionaires pledging to give away the majority of their wealth, to corporations promising to match employee donations, to those that give grants up to one percent of annual revenue, to corporations that do not find it within their mission to give at all — are insufficient.

This rhetoric is problematic because it distracts from the fact that automation, prior innovation, corporate bullying, and infrastructural advantages account for a large amount of tech wealth. It also frees corporations from needing to fix the problems they advance. Philanthropy is a positive corporate dogma, but is not sufficient to renegotiate the funds tech corporations owe to society.

A possible improvement could be taxing corporations on their employee-to-wealth ratio at increasing rates for corporation size. This tax structure could be applied internationally to lessen tax evasion loopholes. This money should be used for infrastructure that makes life affordable and for wealth redistribution to improve outcomes for everyone over time.


Read more of Sage I. Cammers-Goodwin’s writing at Tech:” The Curse and The Cure: Why and How Silicon Valley Should Support Economic Security, 9 U.C. Irvine L. Rev. 1063 (2019).