Women in the C-Suite Change the Way Businesses Think Shaping the Tech World Now & Then
Intoday'sbusinessworld,womenleadersarehighly soughtafterbecauseoftheirinclusiveandempathetic attitudes,whichenablethemtoachievegreatthingsin anyorganisation.Whenitcomestotheiraspirations, womenareperceivedasbeingambitious.Theyhave loftyaspirations,admirablegoals,anddeserving objectives.Theymotivatetheirworkforceby establishingloftygoals.Theytransformobstaclesinto opportunities.Theyenthusiasticallygraspopportunities andmakethemostofthemtochangetheworld.Thetop prioritiesareemotionalintelligence,empathy, competence,andcompassion.
Proactiveleadershipisusedbyempoweredleaders.They arereadytotakeonnewtasksandproduceexceptional outcomes.Theseleadersneversuccumbtomediocrityor fear.Theircommunicationinwords,thoughts,anddeeds isseamless.Sincetheyarecompletelyawareoftheir potential,theydonotplaceanyrestrictionson themselves.Theyareconsciousoftheirabilitytoachieve successinanyareatheydecidetopursue.Theyareadept atmakingthemostoftheiropportunity.
Inthisspecialeditionof“World’s Inspiring Business Women Making a Difference, 2022,”World'sLeaders hasselectedsomeofthemostinfluentialwomanleaders whohavesuccessfullymetthechallengesoftherecent past.Webelieveyouwillfindourleaders'perspectives onthefuturetobeinformativebecausetheycomefroma varietyofindustries,includingtech,healthcare, education,foodandbeverage,andtravel.
ThecoverfeaturesDr.ArtiSanthanam,Executive DirectorofTEDCO'sMarylandInnovationInitiative (MII),whoplaysakeyroleindeliveringonthatmission. SheleadstheMIIfundinvestingincommercialization andstart-upscienceandtechcompaniesspunoutoffive participatinguniversities:JohnsHopkinsUniversity, MorganStateUniversity,andtheUniversityof Maryland'sCollegePark,BaltimoreandBaltimore Countycampuses.Establishedin2012,MIIhasinvested $47.5Mthathasresultedin144startups,$692Min follow-onfundingand7exitstodate.
Whilewecometotheend,pleasedonotforgettoread theCXOstandpointswrittenbyindustryexpertsandthe informativearticlespenneddownbyourin-house editorialteam.
Have a lovely read!
“As someone who had been both a patient and a scientist, I knew both sides. I have always been passionate about bringing affordable healthcare to all and accelerating innovative solutions from bench to bedside; my work at MII does just that.”
WhatdoestheZuluword“ubuntu" havetodowithasuccessfulscience andtechfundatMaryland'sTEDCO? Tostart,it'sbeenaguidingforcefor thatfund'sleader.
TheMarylandTechnology DevelopmentCorporation(TEDCO) hasanimportantmissioninMaryland: “enhanceeconomicempowermentby fosteringaninclusiveand entrepreneurialinnovationecosystem. Identify,investin,andhelpgrow technologycompaniesinMaryland.”
AstheExecutiveDirectorofTEDCO's MarylandInnovationInitiative(MII), Dr ArtiSanthanamplaysakeyrolein deliveringonthatmission.Sheleads theMIIfundinvestingin commercializationandstart-upscience andtechcompaniesspunoutoffive participatinguniversities:Johns HopkinsUniversity,MorganState
University,andtheUniversityof Maryland'sCollegePark,Baltimore andBaltimoreCountycampuses. Establishedin2012,MIIhasinvested $47.5Mthathasresultedin144 startups,$692Minfollow-onfunding and7exitstodate.
Dr.Santhanamknowsthatsuccess wouldnotoccurwithoutcollaboration, oneofthecorevaluesatTEDCO.For her,collaborationbringstomindthe word"ubuntu."ArchbishopDesmond TutudefinedtheZuluword"ubuntu" as"Myhumanityiscaughtup,is inextricablyboundup,inwhatis yours.”Inthesimplestterms,Ubuntu means“Iambecauseweare.”
Ubuntuismuchmorethanjusta word—it'saphilosophy,aworldview, andaframeworkforhowwerelateto andworkwithothers.Whilethe conceptofubuntuhasspiritual connotations,ithaspractical applicationsaswell.Asasocioeconomicideology,ubuntuencourages equityandequalityasameansof generatingsharedwealth,promotes collectiveresponsibilityforthegreater good,andfostersappreciationforeach individual'suniquetalents.
AtTEDCOandwithintheMII program,ubuntumanifestsitself primarilyinthecorevalueof
collaboration: “We focus on building trust and credibility across the organization and with our customers. We are transparent in the exchange of ideas and our encouragement of one another. We value teamwork in our pursuit of supporting innovation and entrepreneurial excellence.” Drivenby thisvalue,weembodyubuntuboth internallyandinourserviceto Maryland'sdiverseentrepreneurial community
TEDCOhasworkedhardtoknit togetheranentrepreneurialecosystem thatconnectslike-minded entrepreneurs,subjectmatterexperts, academics,legislators,andbusiness leadersfromallcornersofthestate. Theyweavetogetheradiversityof thought,varietyofskills,andmyriad needsofMarylanderstobuildavibrant tech-basedentrepreneurialcommunity that'sconsistentlyrankedinthetopfive intheUnitedStates.
Dr.Santhanam'sjourneytobecoming bothascientistandavisionarytech leaderbeganasagirlinhernative India,whenshewasdiagnosedwitha childhoodcancer
Aninsightfuldoctornearhervillagein Indiaunderstoodsheneededspecial
care;basedonhisadvice,youngArtispentaportionofher childhoodtraveling2hoursbybusfromhervillagehometo acityhospitalthathadtheresourcestotreather.Shehad manyinteractionswhichhelpedherunderstandboththe diseaseandhowimportantitwasforhertobeinaspace withthebesttreatmentsavailableinherregion.
Awonderful,influentialscienceteacheralsomadeherwant tobeascientist.Theteacher'spassionforthetopicand Santhanam'sownexperiencesurvivingchildhoodcancer inspiredhertoworkinthisspaceofscientificdiscovery veryearlyon.
APhDinmicrobiologyandmoleculargeneticsfrom RutgersUniversityinNewJerseyfollowedaMasterof ScienceinclinicalbiochemistryfromtheUniversityof MadrasinIndia.Aftercompletingapostdoctoralstudyat theNationalCancerInstitute,Dr.Santhanamworkedasa seniorscientistandsubjectmatterexpertforMITRE
Corporationandlaterforherownconsultingfirm, collaboratingwithpartnersatDODtoaddressglobalhealth concerns.ShethenjoinedTEDCOwhere,priortotaking thehelmasexecutivedirectorofMII,sheservedina numberofcapacities,includingthatofinvestmentanalyst fortheMarylandVentureFundanddirectorfortheLife ScienceInvestmentFund.
MIIprovedtobetheperfectfitforDr.Santhanam'smany skills.Shecouldseeground-breakingscienceandtech happeningatinstitutionswheretheyweren'tthinkingabout gettingittomarket.Atthesametime,therewerepatients desperatelyhopingtoaccessthosediscoveriesfor themselvesortheirfamilies.Shesawthesolution.
Inordertofundground-breakingresearchtotreatStage4 metastaticbreastcancer,Dr.Santhanamfoundedthe METAvivorresearchprogramwhileservingontheboardof directorsoftheAnnapolis-basednon-profitadvocacy
organization,METAvivorResearchandSupport,Inc. METAvivorwaschosenasoneofthetoppatient-run researchprogramsinVicePresidentJoeBiden'sCancer MoonshotInitiativeandhassofarbeengrantedover$7.8M inresearchgrants.
ShealsoparticipatesinLeadershipMaryland'20,the MarylandEnergyInnovationProgram(MEI2)investment committee,theMarylandGovernor'sLifeScienceAdvisory Board(LSAB),andSpringBoardEnterprises'Women's Healthinitiative.Sheparticipatesactivelyinboththe ADVAmedBusinessDevelopmentworkinggroupandthe WomeninBio-CapitalRegionchapter
TEDCO(MarylandTechnologyDevelopmentCorporation) isanindependentinstrumentalityoftheStateofMaryland, establishedbytheMarylandGeneralAssemblyin1998to facilitatethecreationofbusinessesandsupporttheirgrowth inallregionsofthestate.Throughitsvariousprogramsand funds,TEDCOisdrivinginnovationtomarketinMaryland
andcontributingtothestate'srobustentrepreneurial ecosystem.
TEDCOoffersthecontacts,money,andtoolsthatearlystagetechnologyandlifesciencesbusinessesrequireto succeedinMaryland.TheMarylandInnovationInitiative (MII)wasestablishedtosupportthetransferofcutting-edge innovationsfrominstitutionsthatqualify,wheretheywere discovered,tothebusinesssector,wheretheymightbe developedintogoodsandservicesthataddressidentified marketneeds.
Theprogramspecificallypromotesthecommercialization ofsuchtechnologiesthroughmarketanalysis,technological validation,andtheestablishmentofstart-upbusinessesin Marylandthatarebasedontechnologiesfromaccredited universities.Thecompanyachievesthisthrough partnershipswithadditionalresearchcompaniesin Marylandaswellaswithnumerousschools,departments, andinstituteswithintheuniversities.Throughthetwo stagesoftheprogram—TechnologyAssessmentand
CompanyFormation—MIIprovidesup to$265,000foreachstartup.
InadditiontoleadingtheMIIteam,Dr Santhanamcollaborateswith colleaguesfromTEDCO,thefive partneruniversities,thepublicand privatesectors,anduniversity-based innovatorstocommercializetheir discoveries.
Instrivingtobethebestleadershecan be,Dr.Santhanamcitestheimportance ofnotlosingherpassionforthework attheheartoftheMIIprogram—and howshekeepsthatgoing.
“I continue to grow and develop as a leader by holding onto my passion; it is essential,” says Dr. Santhanam. “One key way to do that is interacting with young people, from post-docs and young scientists to middle and high school students. They have a growth mentality, they see the possibilities, and their spirit helps keep me grounded and focused on the essential work we do at MII.”
Dr.Santhanamstrivestobean evolvingandcollaborativeleaderand colleague.Sheoffersherteamboth structureandalsoroomtoshare differentviewpoints.Onegoalisto hirehappypeoplewhobringdiverse thoughtsandideastotheorganization, sotheycanalwaysbelearningfrom eachother
Shehasthesamemindsetoutsideof work,wheresheisopentolearning andreadytoengage.Dr.Santhanam enjoysbothherworkandfamilyfunat home,includingtimewithhermiddle schooldaughter,herdogandoutsidein theyard.
“My gardening also gives me joy—I am currently tending a thriving watermelon; it's growth is proof of the fruits of my labor. I'm very proud of it!”
Thebiggestchallengethroughout Santhanam'scareerisdealingwith others'bias.Whatthatlookslikefor her:whensheentersameeting,people lookather,anddecidetoputherin boxesbasedonhergender,ethnicityor accent.Theyseemtoforgetthatshe's intheroomforareason:her professionalcapabilitiesand credentials.She'dlikepeopletofocus onthat—andensuringeveryonehasan opportunitytosharetheirinsightson thetopicathand.
“While it's good to be in the room, it's just as important that everyone in the room has the opportunity to speak and be heard. It's something I work to do for others, and I'd like the same respect shown to me and all the other people put in boxes that have nothing to do with their qualifications. This happens in India as well as the U.S., and it's something that needs to change,” says Dr. Santhanam.
ImportantAttributesforCurrent andFutureLeaders
Dr.Santhanambelievesthatsuccessful leadersmaintaintheirpassion;they don'tlosesightofwhytheystartedthis workinthefirstplace.Mentoring youngpeopleisawonderfulwayto bothsupportanotherperson's professionalgoalsandrenewaleader's ownenergyandpassion.Thementee's enthusiasmiscontagious—andthey areoftenlesscynicalthanmore seasonedprofessionals.
Shehasimportantadviceforthenext generationoffemaleleaders: “It's key to know when to say yes and when to say no. Say yes to important opportunities, but also know when to say no. If something makes me uncomfortable or I feel I'm being overextended, that's when I say no. My time is precious; we all need to make sure we can handle what is on our plate before we add more.”
Thatplatethisfallmayjustincludea sliceofwatermelonfromArti Santhanam'sgarden!
Itiscommonknowledgethat businessesperformbetterwhentheir seniorleadershipismoregender diverse.Butit'snotentirelyapparent whythatis.Whataretheprecise factorsthatfuelthefavorable companyresultslinkedtoanincrease inthenumberof...
Accordingtoresearch,businesses withmorewomeninleadershiproles aremoresuccessful,moresocially conscious,andoffersafer,higherqualityconsumerexperiences, amongmanyotheradvantages.Of course,thereisalsoastrongmoral casefordiversifyingtop managementteams(TMTs). However,thereissubstantiallyless researchavailabletoexplainwhy havingmorefemaleleadersisrelated toimprovedcompanyoutcomesand whatprecisemechanismsare responsibleforthosefavorable changes.
Thecompanieswelookedatwereall activeparticipantsinstrategic innovation-relatedactivitiesduring theobservationperioddespitebeing marketleadersintheUS,butwe discoveredthattheirstrategiesvaried greatly.Inparticular,wewereableto spotthreedifferentpatternsregarding changesinbusinesses'strategic
thinkingaftertheappointmentof femaleexecutives:
Ÿ FirmsBecameMoreOpento ChangeandLessOpentoRisk
First,wediscoveredthatbusinesses becamemoreadaptabletochange andlessrisk-takingafterwomen enteredtheC-suite.Inotherwords, despiteattemptingtolowertherisks involved,manybusinesseshave embracedtransformationmoreand more.
Thisimpliesthatincludingwomenin theC-suitedoesmorethanjustgive thetopmanagementteamaccessto freshviewpoints.Thewaythese companiesmadeimportantstrategic decisionssawnoticeable modificationsasaresultofthis mentalityshift.
Ÿ FirmsShiftedFocusfromM&A toR&D
Wefoundthatorganizations graduallyswitchedfroma knowledge-buyingstrategycentered onM&As—whichcouldbe describedasamoretraditionally masculine,proactiveapproach—to aknowledge-buildingstrategy centeredoninternalR&D,which couldbedescribedasamore traditionallyfeminine,collaborative approach,assoonastheyhired femaleexecutives.
Ÿ TheImpactofFemale AppointmentsisGreater
Finally,wediscoveredthatthehigher influencefemaleexecutiveswere likelytohaveontheTMT'sdecisionmaking,themoresuccessfullythey wereabletointegrateintothe organization.Therearetwomajor variablesthatcanaffectthis:
Ifsheisthesolefemale:Onlyin situationswheretheexecutiveteam
alreadyincludedatleastonewoman didwediscoverthataddingfemale executivestotheTMTactually alteredC-suitethinking.Thismight beduetoteamsfeelingmoreatease workingwithandincludingfemale executiveswhentherewasalreadya womanintheC-suite,which lessenedthechallengesfacingfuture femaleappointees.
Whethersheisarecentappointment: Additionally,wediscoveredthat biggercognitivealterationshappened whenthenewfemaleCEOswerea partofasmallercohortofnew appointees.Inotherwords,there wouldbelessofanimpactifa companypromoted10menand2 womentoseniorjobsthanifthey promoted5menand1woman.This couldbebecauseveteransenior managersmayfeelmorethreatened whenalargergroupispromotedinto theirranks,makingthemless receptivetothenewcomersand restrictingtheircapacitytomakea meaningfulcontribution.
It'simportanttonotethatwe examinedalloftheseindicators beforeandafterfemaleexecutives wereappointedtotheTMT.By doingthis,wemadesurethatwe weregenuinelywitnessingthe impactofhavingmorewomenin seniorpositionsratherthanjust recordingpatternsthatwerealready inplacepriortotheinclusionofthe femaleexecutives.Toisolatejustthe effectsofincludingwomeninthe TMT,weadditionallyaccountedfor othervariables,likeasproduct strategy,R&Dinvestmentlevels,and femaleboardpresence,thatmay havebeenassociatedwithchangesin C-suitecomposition.
Using Aesthetic Medical Services to Assist People in Living a Beautiful and Healthy Life
FOUNDER DR. KATIE CLINICPeopleprioritisetheirhealth aboveanythingelseintheirlife. Whensomeonebecomesillor injured,theirusualwayoflifeis disturbed,andphysicianshave thegreatpotentialtorestorethese people'slivestonormal.Asa result,becomingadoctoris immenselysatisfying.
Dr.KatieLauisanaesthetic doctorwithovertenyearsof expertisetreatingpatientsinthe fieldofaestheticmedicine.In 2017,KatiefoundedDr.Katie Clinicinthefieldofcosmetic medicineasherownprivate enterprise.Katieearnedher bachelor'sdegreefromthe UniversityofHongKongin 2006.Shebeganworkingin aestheticsin2011after completinghersurgicaltraining atQueenMaryHospital.During thistime,sheworkedforavariety offirms,honingherabilitiesand gainingexpertise.
TheMotivationbehindStarting EntrepreneurialJourneydevoteherselfentirelyto aestheticmedicine
Katiehadnointentionofstarting herownbusinesswhenshebegan
hereducationaljourneyasa medicalstudent,nordidshewant toconcentrateinthedisciplines ofcosmeticandaesthetic medicine.Herultimatepurpose wastoassistthosewhowerein need.Followingthreeyearsof basicsurgicaltrainingatQueen MaryHospital—theUniversityof HongKong'steaching hospital—severalunexpected possibilitiesledherintoprivate practisein2011.Shebeganher careerasageneralpractitioner andanaestheticphysician.Aftera fewyears,shechosetodevote herselfentirelytooaesthetic medicinebecauseitentailsmore operationsandallowsforhealing withthehands,asopposedto surgery.
Throughoutherjourney,Katie acquiredastrongfoundationand tactfulapproachtodealingwith peoplefromvariousbackgrounds, whiledevelopingandshapingher missionaryprinciplesand directionovertime,thankstoa varietyofexperiences—including technicalandpersonalaspects gainedfromworkingforseveral centres.Furthermore,the sportsmanshipshedevelopedasa competitiveswimmerthroughout heradolescentyearshelpedto shapeherstrongcharacter,which survivedandremained throughout.
KatieLau'scosmeticclinicisnot onlyaplacewhereindividuals mayhavetheirphysicallooks changed,butit'salsoaplace wherepatientscanhavetheir personalitieschangedbecauseof
hersympatheticcharacter.Katie reflectedontheperiodwhenshe wasinsistentaboutchoosing aesthetictreatmentasherlast choice,admittingitwasthefinest decisionshehadevermade.She soughttousehertalentstohelp others,whichgaveherafeeling offulfilmentandcomfort.Her goalwasnevermerelytogive peoplemedicine,buttomake themhappybytreatingtheir psychologicalstructuresaswell.
Katielearnedafteryearsof workinginthisfieldthatmanyof the'imperfections'identifiedby herpatientsweretheresultofa varietyofsocialorotherexternal influences.Themostprevalent reasonforpeopleknockingonthe doorsofaestheticsphysicianswas peerpressure.Sheisafirm believerinfocusingonvisible qualitieswhilealsoaddressing interiordifficultiesinorderto createone'sidentity.Shequietly counselsherpatientswithsome insightfulchatsandspecific programmestoenhancetheir highsandreducetheirlows,all withthisgreatpurposeinmind.
Furthermore,Katieidentified certainpainproblemswhile aggressivelyworkingatprivate institutionstoacquireexpertise, wheremanyactorswerehighly focusedonpromoting technologicaladvancements ratherthanprovidingappropriate answerstopatients.Manyprivate clinicentrepreneursdidnotcome fromamedicalbackground, demonstratingtheirbusinessorientedmind-set.Katie,onthe otherhand,foundedhercompany ontheprinciplesof
comprehensivepatientcare.She hopestobuildanew-fangled aestheticphilosophywhere patients'totalwell-beingis prioritisedbyopeningthisclinic.
Katie'sintriguingvisionrevolves aroundtreatingahumanbeingas anindividualinneedofthe highestcare,attention,and compassion,ratherthanasabody withstructuralflaws.Withher 'human-centric'approach,the outstandingfemaleentrepreneur takesgreatprideinbeingagamechangerinthefield.Recognizing herroleasasculptorwhocan changesomeone'sexteriorlook whilealsorepairinghisinner disarrayiswhatsheenjoysthe most,andit'salsowhatonecan callherventure'sdistinctive characteristic.
Aestheticmedicineisaunique medicalfieldwithawiderangeof services.It'sbeendescribedas "halfart,halfscience,"with differentdoctorsusingdifferent techniquesandeachpatient's serviceexperienceateachclinic beinguniqueandpersonalised.As aresult,itisusualforpatientsto windowshopandvisitmany locationsatthesametime. Regardless,Katiegivesherall everyday,continuestolearnhow todothingsbetter,andstresses thefundamentalprincipleof"do noharm"ratherthanapurely corporateemphasis.
Aesthetics,accordingtoDr Katie,isabouttreatingpeople holistically.It'snotabouttackling
theproblemsathand;it'sabout gettingtoknowthepatientasa wholeandtreatingallpartsofthe illness,includingthepsychosocial components.Katieclaimsthat onceapatient'sproblemsare understood,theywillseean increaseintheirself-confidence. Patientsarealsomorelikelyto participateintheirsocial, professional,andfamilylifewhen theytakethismethod.Aesthetics aidinthedevelopmentoftheir self-esteemfromtheinsideout.
But,aboveall,asperDr.Katie, themostvitalcharacteristicis supportforbothpatientsandpeer doctorswhomaybediscouraged bypreviousexperiences,whether personalormedical.Patient complaintsarefrequentlymutual misunderstandings, misconceptions,anddiscorded styles,resultingin"mismatches," accordingtoher.Sheavoids "misinterpretations"andfurther exacerbatesthegapsby remainingimpartialand explainingfactsandproviding expertise.
BeingaLeader-andIattempt toGiveTasks
Katieisn'tafanoftraditional leadershipstylessinceshesees herselfaspartofateam.She says, "I'm not the regular team leader, but I do know my team members well, and I attempted to give tasks to each team member based on their unique features and strengths." Katiebelievesthat gettingtoknowone'sownteam membersfostersbetter cooperationandallowseveryone tooperateasacohesiveone.She
says, "My patients are sometimes fairly intriguing in that they tell my teammates about how they feel in a manner, but then don't say much in front of me, perhaps because of the stereotype that some people, perhaps, are really fearful of physicians. So it's truly good teamwork, as well as smart task distribution and time management. " Katiealsorealises thatherattitude,whichher employeesandpatientslike,is similartothefrontlevers,and thatshe,likethehierarchy,sets directivesandisimpatientto followcertainthings.
AccordingtoKatie,today's societyisindeedadifferentone. Withtheinternetomnipresentand themediabrimmingwith knowledge,patientsarequite informedabouttheircondition andthetherapytheyaregoingto get.Asaresult,treating individualsisnolongeraonewaystreet;ithasevolvedintoa collaborativedialogueinwhich youdrawupplans,examine availablechoices,anddebatewith patientswhatisintheirbest interests.
C CCouldwepossiblyconcurwithhermore?Women's contributionstotechnologyareessentially invisible.Oneofthereasonsisthattheirstruggles andsuccesseshaven'tbeenwell-documentedin history,letaloneacknowledged.However,modern societyhascomealongwayandisnowproudof itsfemaletechnologists.
AccordingtoDeloitteGlobal,largeglobal technologyfirmswill,onaverage,havenearly 33%ofwomenworkingtherein2022,upslightly morethan2percentagepointsfrom2019.Many organizationsaretryingtopersuadeyounggirlsto choosecareersintechnology
EmployeesandleadersatiLinkDigitalareconstantlyinspiredbywomenworkingin technologyandthosewhoarepavingthewayforothers.Weasaleadingtechcompany havemanagedtomaintainmomentumonthegenderfrontandkeepfemale representationonanupwardtrajectorydespitethepandemic-drivenspikesinglobal unemployment.
Tohighlighttheirimportantworkandrecognizetheiroutstandingaccomplishmentsin science,technology,engineering,andmath,wehaveassembledalistofinspirational women(STEM).
SherylSandbergisatrailblazerwhoovercametheoddsandoneofSiliconValley'smost successfulwomen.Sheiswell-knownforholdingexecutivepositionsatYahoo!,Apple, Google,andalsoheldthepositionofChiefOperatingOfficer(COO)atMeta(formerly Facebook).
Sandberghaswrittenwell-knownmanagementbookslikeLeanInWomenandWork andtheWilltoLeadinadditiontoleadingtechcompanies.Shewasranked15thon ForbesAmerica'sSelf-MadeWomenlistand36thonForbesPowerWomenlistin2021.
TheNationalAssociationofSoftware&ServicesCompanies(NASSCOM),alobbying organizationthatrepresentsIndia's$167billionIT-BPMindustry,haselectedDebjanias itsfifthandfirstfemalepresident.Sheisinchargeofdevelopingnewbusiness opportunitiesforthesectorandisastrongproponentofusingtechnologytoadvance socialprogress.
UnderPresidentBarackObama,MeganSmithoversawtechnologyinthecountry.She isarecognizedengineer,entrepreneur,techevangelist,andthefirstAmericanwomanto holdthetoppositionintechnology.Shetookadvantageofthechancetoencourage womenandmembersoftheLGBTQcommunitytochoosecareersinthetechnology sector.
JoyBuolamwiniComputerscientistJoyBuolamwiniisofGhanaiandescentandAmerican.Assheuses
artandresearchtoshedlightonthe socialramificationsofartificial intelligence,sheisfrequentlyreferred toasthepoetofcode.Shefoundthat facialrecognitionalgorithmswere unabletorecognizewomenwith darkerskintones,includingwellknownfigureslikeOprahWinfrey, MichelleObama,andSerenaWilliams. HerMITthesis,GenderShades,which exposedsignificantracialandgender biasinAIservicesprovidedby companieslikeMicrosoft,IBM,and Amazon,wasmotivatedbythis.Then, inordertocombatbiasintechnology andbringaboutamoreequitable technologicalfuture,shedevelopeda programcalledAlgorithmicJustice League.
Diggingfromthepast!
AdaLovelace:TheFirstComputer Programmer.
Consideredtobethefirstcomputer programmer,AdaLovelace.Her aptitudeformathematics,technical know-how,andfascinationwith
machinesledtoacollaborationwith CharlesBabbage.Sheprovidedhim withadditionalworkintheformofa complexsetofnotesthatmanypeople believetobetheearliestversionofthe computerprogramthatwouldbecome theAnalyticalEngine.
Apioneerinthefieldofcomputers, RearAdmiralGraceM.Hopperisbest knownforherworkonprogramming languages,softwaredevelopment,and computerprogramming.Herefforts contributedtothecreationofCOBOL, apioneeringprogramminglanguage thatisstillinusetoday.Shecaptured thefirstrealcomputerbugeverin 1947.
Formercomputerprogrammerand logicdesignerMaryWikesisbest knownforherworkontheLINC, widelyregardedasthefirstpersonal computerevermade.Whileamember ofthedevelopmentteamworking
underWesleyA.Clark,sheisalso recognizedforcreatingtheinteractive operatingsystemLAP6fortheLINC.
Theradiocommunicationsdevicethat HedyLamarrinventedservedasthe foundationformodernWiFi,GPS,and Bluetoothcommunicationsystems.She wasanAustrian-Americanactress. TogetherwiththecomposerGeorge Antheil,shewasakeycontributorto thedevelopmentofthespreadspectrumandfrequencyhopping technologiesduringWorldWarII.
KatherineJohnsonwasamathematical prodigywhoseanalysisofthe trajectorywasessentialtothe accomplishmentofthefirstUSspace flight.In1953,shestartedworking withagroupofAfricanAmerican womeninthecomputingdepartmentat theNationalAdvisoryCommitteefor Aeronautics(NACA),wheretheyhad tomanuallycalculatedifficult mathematicalcalculationsforthe engineer'sprogram.
Incomparisontootherindustries,the numberofwomenworkingin technologyisgrowingslowlybut steadily.Today,therearemorewomen thaneverholdingexecutivepositions inthetechindustry.Butthereisstilla tonofprogresstobemade.
Althoughculturalattitudesareshifting andtheoutlookisimproving,women arelikelytofaceaparticularsetof challengesbecauseofingrained stereotypesandlingeringbias.The worldmustchangeasaresultofan increasingnumberofwomenentering thetechnologyindustry
