Dame Zaha Hadid was a pioneering architect who rethought the way buildings are shaped. From an arts centre with no straight lines to a museum atop five stilts, she toyed with traditional forms in her postmodern designs.
The British architect Zaha Hadid was born on October 31 1950 in Baghdad, Iraq and lived abroad for much of her childhood. She was part of a wealthy upper-class Iraqi family and her father was an industrialist from Mosul.
She went to boarding schools in England and Switzerland as a child before studying maths at the American University of Beirut. In 1972 she moved to London to study architecture where she wowed professors as a “planet in her own orbit”.
Despite early signs of an inventive style, Hadid didn’t complete her first architectural project until she was 44 years old. Many thought her unique style was unworkable until Vitra, a furniture manufacturer, commissioned The Fire Station, her first building, in Weil am Rhein, Germany.
In the 20 years that she worked as an architect, Hadid designed scores of buildings across the world, including the London 2012 Olympic Aquatics Centre and the Riverside Museum in Glasgow.
She received a host of accolades for her work. She became the first woman to win the Pritzker Architecture Prize back in 2004. She was also the first woman to win the Royal Gold Medal in Architecture from the Royal Institute of British Architects. And she won the Stirling Award, the UK’s most prestigious architectural prize.
In honour of her services to the professtion, Queen Elizabeth II made her a Dame in 2012.
Hadid never had a family of her own, choosing not to marry or have any children.
A cultural and conference centre in Baku, the Heydar Aliyev Centre contrasts with the Soviet-era blocks that surrounded it. It spans 10,081 square metres and doesn’t contain a single straight line.
Describing the building’s design, Hadid said: “Its fluid form emerges from the folds of the natural topography of the landscape and envelops the different functions of the centre.”
2. London 2012 Aquatics Centre in Stratford, UK
This £269 million building housed the three swimming pools there were used during the London 2012 Olympics. It was “inspired by the fluid geometry of water in movement”, Hadid said, and sits on the Olympic Park in Stratford, London.
3. Maxxi Museum in Rome, Italy
Completed in 2010, the Maxxi gallery is built on top of five extremely thin pylons. Its design draws on Hadid’s earlier period, with contrasts between white and black.
Continue onto the Telegraph to read the complete list of Hadid’s visually captivating architecture.
Mentorship is a vital component of inclusion strategies, especially when trying to attract and retain diverse talent.
One study found that women and people from underrepresented groups are more likely to say that mentoring was an important aspect of their career progression. But, for it to be successful in helping with career advancement, research indicates that mentorship must be more than simply instructional; a mentor must play the dual role of coach and counselor. And, even though there are obvious benefits for the mentee, there may also be benefits for the mentor.
Companies must understand how to effectively establish mentorship programs when trying to recruit and retain talent. It is also important for employees from underrepresented backgrounds to understand how to effectively and strategically seek out and engage with their mentors.
Numerous mentorship programs have been implemented across Bloomberg to help accelerate the growth potential of high-performing employees from different backgrounds. This includes targeted mentorship programs that pair Black employees with managers for career development opportunities.
One of these efforts, the Bloomberg Black in Tech Mentorship Program, was launched for the first time early last in 2021, with 15 pairs of mentors/mentees. The goals of this tailored mentorship program were to provide members of the Bloomberg Black in Tech (BBIT) group from around the globe with the opportunity to broaden their networks, increase their visibility, retain and engage talent, foster career development (for both mentors and mentees), and continue creating an inclusive and diverse culture within Engineering.
We spoke to two mentor/mentees pairs to learn how the BBIT Mentorship Program helped them grow professionally: Akin Mousse (pictured) (San Francisco) and Akshit Kumar (New York), and Meshach Jones (New York) and Peter Baxter (London).
Tell us about your role & how long you’ve been at Bloomberg.
Akin: I joined Bloomberg in London almost nine years ago as part of the Desktop Build Group (DBG). I had the opportunity to move to San Francisco in 2015 and transitioned into a software engineer role two years ago by joining the BQuant Financial Libraries (FinLibs) team. My main focus is to create user-facing APIs that our clients can use with the BQuant platform to help facilitate their investment decisions.
Akshit: Bloomberg was my first job after school, and I have been working here for more than 18 years. In my current role as Engineering Manager for Currency & Commodities Trading Applications (FXGO & CMET), I get to not only work and learn from my team members, but also to collaborate with the wider Engineering organization and our Product & Sales counterparts.
Meshach: I joined Bloomberg around four and a half years ago, straight from university. Since joining the company, I’ve worked on several teams in AIM’s compliance area. I’ve focused on a range of projects from search improvement to re-designing how we generate our market value calculations.
Peter: I’m in a leadership role in Markets, Community & AI (MCA), responsible for Worksheets and Dynamic List. I’ve been at Bloomberg for 15 years and have spent time in a number of different roles, mainly in MCA, where I’ve been a TL for three teams.
Why were you interested in volunteering to participate in this mentorship program?
Akin: I decided to join BBIT after transferring from the Desktop Build Group to the BQuant Engineering team. My main goal was to find people who looked like me and were part of the Engineering department. I was looking for a community I could leverage while making this transition. When BBIT offered a mentorship program in early 2021, I quickly volunteered to take part as a mentee, as I saw it as a career and personal growth opportunity.
Akshit: For me, there were two specific reasons I decided to take part as a mentor.
First, through every stage of my career, various people had unofficially mentored me. They not only honed my analytical and decision-making skills, but also opened their networks to me. Having spent the time I have at Bloomberg, I felt that it was time to do my best to pass on the lessons I had learned about leadership.
Second, and just as important, I expected it to be a great learning experience for me. In the past, I have mentored individuals who were up for a career progression. However, I felt that the BBIT Mentorship Program would help me learn how to be a better mentor and more inclusive leader, as I would be getting the opportunity to learn with Akin, who is at a different point in his career.
Meshach: I was interested in joining the BBIT Mentorship Program, as it would allow me to advance my career progression. Having a mentor who was allied with a group I was deeply ingrained with provided me with a base level of comfort. This was a critical element since both parties have to be trusting and willing to be vulnerable with one another for mentorship to work successfully. I also wanted to participate in the program to help grow connections from BBIT to the wider Bloomberg organization.
Peter: Mentoring is a large part of leadership, and it’s one of the main reasons why I enjoy being a leader. I really like discussing the different challenges that people face and the different ways we can solve problems. I particularly enjoy talking about leadership and how to build a team. Mentoring new people with different backgrounds from other areas of the company also gives me exposure to the variety of different challenges that people face. Learning about the experience of others will hopefully make me a better leader.
As a mentor, what did you learn from your relationship with your mentee that surprised you?
Akshit: Quite a lot. Akin and I were quickly able to establish trust between us. In our first session, we shared our personal life journeys and were surprised how many things we had in common.
We then started our journey in a truly agile fashion. Every time we met, we spent time reviewing the key impressions Akin had taken from our prior discussion. As you can imagine, this was eye-opening. I could clearly see examples of where innocuous confirmation bias may have seeped into my viewpoint about some topics. It truly became a two-way learning experience.
Peter: I’ve been here a long time, so it takes a lot to surprise me! It was interesting to learn about the leadership structure in Meshach’s area, and the particular challenges he has faced with regards to career development. We also spent time discussing how he could be more proactive in conversations about his career. One thing I’ve learnt from working with lots of people is that, even though everyone’s career journey is unique, there are definitely a lot of experiences worth sharing
As a mentee, have you seen a positive impact on your career since joining the program?
Akin: My relationship with Akshit has not only had a positive impact on my career, but also my personal life. In our recurring conversations, Akshit helped me to see things differently. Our discussions helped me grow and be more proactive about establishing, tracking, and assessing my career and life goals. Even though the mentorship program has ended, Akshit and I still meet regularly. Having an ongoing opportunity to talk with him, exchange ideas, and get advice is something that I truly value and appreciate.
Meshach: Since having Peter as a mentor, I have seen a greatly positive impact on my career. I’ve defined what I want for my career in the near term and have started taking tangible steps towards those goals. While it’s impossible to say what my progression would have been without this mentorship, I know that Peter’s mentorship has been critical to helping ensure I’m actively monitoring and guiding my career.
What has been the greatest highlight of your mentor/mentee relationship?
Akin: Early on in our conversations, Akshit encouraged me to expand my thought process or my vision on things. He encouraged me to not limit myself to technical and finance focus reads, but to have a more diverse collection of books, like the autobiography of Frederick Douglass or “Atomic Habits”. I now realize how our conversations influenced me to constantly try to improve myself.
Akshit: The greatest highlight for me is the relationship I have been able to build with Akin and the things I have learned through this relationship. It has pushed me to get more involved in similar programs throughout the firm. Akin and I were able to create a valuable two-way dialogue. His feedback on topics such as personal leadership and initiative made me appreciate how different individuals face unique hurdles during their professional journeys. It actually changed me and I now push to get personal feedback on a regular basis from team members in different roles within my organization. Their insights help me learn more about how we can take action to create a much more inclusive culture.
Meshach: The highlight of my mentorship experience with Peter was defining what my goals were and why. Before sitting down with my mentor I had loose goals for my career progression and was selling my ambitions short due to what I believed was the need to wait for the proper timing. In addition to timing, I also had thoughts about particular actions that should be taken, but didn’t really think deeply about how they played into what I wanted for my career. Peter helped break this thought pattern and helped me better solidify what I wanted to do and the actions I should take to get there.
An MBA is a huge investment, and for what it’s costing you, you want to get as much as possible out of the course.
You might think that, having studied at undergraduate level, you already have a good idea about how to make the most of higher education. But, studying for an MBA is entirely different and requires a different set of skills and preparation.
Here are our top MBA tips for choosing the right business school and making the most of your time when you get there:
Getting the most out of your MBA experience
Applying to business school is a very time-consuming process. MBA candidates have to research numerous MBA programs, cram for the GMAT, write multiple admissions assays and prepare b-school interviews.
With so much to do in the admissions process, it’s easy to forget that it’s only just the beginning of your MBA journey. To make sure you get the most out of your MBA experience, here are a few tips:
Come up with your financial plan
Focus on the full MBA experience
Network anywhere and everywhere
Be proactive during your MBA program
Evolve your career goals as you go
Apply for as many summer internships as possible
Don’t get intimidated
But before you land a spot on the MBA program of your dreams, there are a few things you can do beforehand…
Visit business schools
The best way to understand the culture of an institution is to visit it. By looking around the campus, speaking to current students and faculty and seeing the facilities in person, you’ll be able to assess if the school fits with your personality and goals.
If you live too far away to visit, a virtual tour, coupled with thorough research, will give you a fair indication as to whether the school is a good match for you.
Speak to MBA alumni
No one knows an MBA course better than alumni, so try to speak to several ex-students about their experiences. Given the way we all feel about our alma maters, you’d be hard-pressed to find anyone who’s not willing to share their experiences. Try to pick those whose interests match your own, to provide you with an accurate vision of what could be in store for you.
Research yourself online
Before applying, look at your public profiles — how are you representing yourself? Either make all your social media profiles private or clean them up so that you’re presenting yourself in a mature and professional way.
Find your way around campus
There’s nothing worse than getting lost on your first day, so avoid that fate by looking around your institution before your classes begin. Take your timetable and walk to every class beforehand, so you’ll be able to find your way there easily when you need to. Most institutions offer tours of the various departments and facilities, so take advantage of these too.
Start growing your network
A big part of an MBA course is the non-academic side of things. Networking and making contacts are a major reason for attending business school, so make the most of the opportunity. Introduce yourself to everyone you can, and spend time getting to know your classmates and professors. Particularly seek out those with different backgrounds to your own. This is one of the best chances you will have in your life to meet such a diverse range of people.
Extra-curricular activities are not only an enjoyable way to meet people and break up your school-work schedule, they also help to impress potential employers. Most clubs will have a ‘try it’ session, so attend all the ones you’re interested in and pick a number to actively participate in. If you can, secure a leadership position in a society, as this looks fantastic in future job applications.
Think about your career
It’s easy to get swept away by the MBA experience, but remember what you’re there for: to advance your career. Make time to research your course options early on and ensure they will help in the pursuit of your goals. Speak to the careers department often and attend recruitment events to meet with potential employers.
The internship portion of your course is also very important for career progression, so prepare for it thoroughly and select a company you’d be happy working for — they might just offer you a job once your MBA is complete.
Practice your interview skills
Informational interviews offer you the chance to get a feel for the kind of interviews that you will be dealing with after graduation. They also provide the opportunity to explore different companies and introduce yourself to recruitment staff. Many MBA courses include classes which include informational interviews.
Make sure you’re organized
An MBA course requires a significant amount of juggling tasks, events and classes, so organization skills are essential. Before beginning the course, familiarize yourself with the tools you’ll use to organize your study, including study apps, planners and calendars. Once your course has started, make a timetable to plan out your time and stick to it — procrastination is your worst enemy. No period of your life will depend on your organizational and management skills more than studying for an MBA.
Engage, but don’t force your opinion
Contributing in class is essential, but that doesn’t mean you should railroad the group. If you have something to add to the discussion, do so and if you disagree with something, make that known, but don’t attempt to dominate the discussion. You’ll learn more by listening than you will by speaking, and you’ll make more friends that way too.
Find a way to relax
MBA courses are stressful, so offset this by finding a healthy way to relax. For some, it might be jogging, for others painting or reading. When you’ve found what works for you, set aside time each week to do it. Your anxiety levels will thank you.
By Diane McClelland, Dr. Angelina Dayton, Dr. Tom Furness III, Deborah Todd
The metaverse is opening doors for more and more people to work and play in virtual worlds. And within this parallel digital universe, we’re already starting to see virtual reality mirror actual reality in more ways than one—most notably with a lack of equality.
We know that with the exploration of an exciting new world comes great responsibility. And in that truth lies the possibility of creating a more accessible and equitable existence. So how can we leave the inequities of the real world out of the virtual world? The answer, in part, is by getting more girls and women into STEAM to help us bridge the digital divide.
The good news is that colleges and universities are beginning to make a very deliberate, concerted effort to recruit more young women for computer science majors. This can’t come soon enough. In 2021, young women graduating from college earned 18 percent of the nation’s computer science degrees, down from 37 percent in 1984. Current trends show the role of women in tech has declined over the last 35 years, and many women drop out of tech by the age of 35.
But interest in STEM careers seems to be rising. According to Zippia Research, in 2017, 74 percent of girls expressed a desire for a STEM career. That year, women held 49.7 percent of STEM-related bachelor’s degrees, but this didn’t necessarily translate into a tech career, as compared to men.
Career opportunities in STEM and STEAM have to come from more than interest and aptitude. They also have to come from equal access. Inequality is often fueled by policies created by governments, institutions, and corporations that raise roadblocks and barriers to access. These barriers are often based on gender, race, unconscious bias, and even zip codes. The subsequent policies suppress innovation and, as many corporations are discovering, stifle financial bottom lines.
Forbes 500 companies — with a purchasing power of five trillion USD — discovered in 2020 that placing women in leadership roles resulted in a 66 percent increase in ROI. Another report, in 2017, showed that organizations with at least eight out of 20 female managers gained 34 percent of their revenues from innovative products and services.
Young women are paying attention to women-run organizations. Recruiting for the next generation of college students, colleges and universities report that 27 percent of young women said they would consider going to work for companies with positive role models and an inclusive work environment.
The substantial contributions to innovation and profits underscore the importance of having more women at the leadership table, and serving as role models and mentors for younger women. We also need to acknowledge that other voices are missing from the conversation. Equity and inclusion, by definition, are for everyone. We have to take very real, necessary steps to include everyone at the table.
Access to these conversations in the physical world will, of course, determine who has access to them in the metaverse. Likewise, access to the metaverse will determine who can work with 21st century tools in yet-to-be designed digital worlds. Inequality as status quo isn’t sustainable—in society or business. If we don’t address inequalities in the physical world, they will be duplicated and magnified in the virtual world.
There are many under-utilized yet valuable solutions to our world’s challenges that women and other groups provide. One such group is the Girls STEAM Institute™, which is simultaneously addressing real- and virtual-world inequity through a business challenge competition for young girls ages 13-18.
Using project-based learning, the challenge tasks small teams of girls to develop business solutions addressing a global issue, in line with the United Nation’s Sustainable Development Goals. Over the course of two days, the girls create a plan for a digital application, assign executive roles, develop a company, create a business plan complete with SWOT analysis, and put together a presentation. At the end of the second day, the teams pitch their ideas to a panel of judges for feedback on the commercial viability of their projects.
The teams work in digital 2-D and 3-D realms, including VR. Participants report a higher level of self-confidence, and the value of their voice as part of a team—inside and outside of the virtual world. Many of the girls pursue college degrees in STEAM, moving into exciting new careers in emerging fields.
At the beginning of a new digital era, these girls are pioneering the way for others to join in the conversation. They’re becoming role models for older generations—on the value of access and equity in the metaverse.
Our communities are more successful with access, and with all of the brainpower, emotional intelligence, and critical thinking skills working for the greater good. We need the irreplaceable contributions of all peoples to bridge the digital divide to ensure a stronger, richer society.
To create products that serve increasingly diverse customers and solve a wider range of social problems, technology companies need women engineers. However, only 25 percent of math and computer science jobs in the United States are filled by women, and one-third of women in the U.S. and China quit these jobs mid-career due to factors like social isolation, a lack of access to creative technical roles and difficulty advancing to leadership positions.
At Bloomberg, we’ve established a company culture that supports gender equality in a multitude of ways – from company-wide Diversity & Inclusion business plans to a newly expanded family leave policy. But we know that’s not enough. In recent years, we’ve adopted a system-wide approach to increasing the number of women in technical roles, taking steps to remove barriers to advancement both inside our organization and beyond Bloomberg, supporting female talent from middle school through mid-career.
While the number of women in technical jobs at Bloomberg is growing, we’re committed to making progress faster and completing all the steps needed to solve the equation. Here are some of the ways we’re tackling this important deficit – and making quantifiable change.
Bloomberg supports organizations that help increase women’s participation in STEM and financial technology, exposing students to various career options through Bloomberg Startup and encouraging our female engineers to engage with the next generation of talent.
Collaboration, creativity, and a love of problem-solving drew Chelsea Ohh to the field of engineering. Now she works at Bloomberg as a software engineer team lead, helping to provide critical information to financial decision makers across the globe.
Women engineers can sharpen their technical skills through open courses, on-site training sessions, and business hackathons held throughout the year. Bloomberg is committed to inspiring our female employees, eliminating barriers like impostor syndrome, and encouraging them to pursue opportunities in engineering.
Community & allies
To strengthen its network of female engineers, global BWIT (Bloomberg Women in Technology) chapters organize more than 150 events, mentoring sessions, and meet-ups a year. The community also engages male allies and advocates, sharing strategies to help them support their female colleagues.
Bloomberg Engineering’s culture champions innovation. This is made possible by the different perspectives of our 6,000+ software engineers around the globe, who come from diverse backgrounds and geographies and who possess a variety of technology specialties.
Meet four of Bloomberg’s software engineers – all of whom are active members of the Bloomberg Black in Tech Community across our New York, San Francisco and London engineering teams – and see how they’ve been empowered to impact our business globally.
Our conversations with them cover their paths to and work at Bloomberg, how they’ve grown professionally, their impact in technology, the importance of an inclusive workplace, and their efforts to attract more diversity to tech. Interviews were edited for length and clarity.
TITLE: Software Engineer BLOOMBERG OFFICE: New York
How did you get to Bloomberg? What do you work on now? I lived abroad for 5 years, during which time I taught English in South Korea for 3½ years. I then served in the U.S. Navy for 4 years, after which I felt the urge to embrace my technical talents. This career change turned out to be one of the best decisions I have ever made.
While finishing my MBA, I decided to apply to the Grace Hopper Program at Fullstack Academy, one of the country’s top-ranked coding bootcamps. This decision was the beginning of my path to Bloomberg, which I was drawn to for its philanthropic programs, the eclectic and dynamic nature of the Bloomberg Terminal, and the opportunity to be immersed in a culture of strong, talented software engineers.
I’m currently in the training program for new engineers. Prior to starting my training, I had the privilege of pre-training on the Commodities team, where I worked on building a map UI in React and Node.js and integrating it with a remote procedure call framework. I really enjoyed the learning process in discovering how to merge open source technologies with proprietary technologies.
Did you have any mentors or influential managers to guide your career along the way? One of my mentors is Erik Anderson, the software engineer who helped created MAPS<GO> and many of Bloomberg’s chart functions. Erik has helped me a great deal in building my confidence to tackle things outside my comfort zone. He really has helped me see that I was capable of more than I thought and encouraged me along the way, which really made me more driven to put in the long hours of practice and study that it takes to get to Bloomberg.
What do you love most about working in tech? I really enjoy the way it has evolved over the years and how it continues to change so rapidly. Working in technology forces me to continue learning and embrace my status as a ‘forever’ student. The moment we get too comfortable in this industry is the moment we are in danger of falling behind. There are so many advances and new technologies that, even after just one year, the older versions are quickly out-of-date. What I love most is that it is an industry that never gets too comfortable; it is about constantly improving the product and making applications faster and more efficient. The associated mental challenges and continuous learning excite me the most!
What are some of the unique challenges that people of color face getting into tech / within the tech industry? Entering a male-dominated industry doesn’t come without trepidation. Knowing that people come equipped with certain biases that they themselves may not even be aware of plays a role; it is just the way we have all been socially-programmed by the media, our parents, and our communities. The tech industry is challenging by itself and people of color may have to face a few additional challenges, dealing with variations of micro-inequities, and the burden of not contributing to certain stereotypes. However, what I enjoy the most are the raised awareness and open discussions seeking to address these imbalances. It really shows how we, as a human species, are evolving our consciousness around these issues.
In your opinion, why are diversity and inclusion important? How do you personally promote diversity and inclusion with your teams and/or in the community? Diversity and inclusion are crucial to the strength of any great organization. In order for technology to serve a wider range of users, understanding their needs and wants is very important. With the advent of globalization, this type of understanding can only be reached by increasing diversity and inclusion in the workplace.
I also enjoy sharing my experiences traveling and living abroad with my co-workers. It highlights the importance of travel as a way to break down barriers in understanding different cultures, which I believe is a pivotal step towards this objective. I am also a member of many different communities here at Bloomberg, so as not to limit the definition of myself to one particular ethnicity or background, but to expand my sense of self in order to represent the many different cultural experiences I’ve had and those I’ve adopted along the way.
TITLE: Senior Software Engineer BLOOMBERG OFFICE: New York
How did you get to Bloomberg? I was an industry hire out of a Bloomberg recruiting event in Seattle, where I met the engineers who would eventually be my managers. They were great and provided an amazing vision of the technical challenges and company culture at Bloomberg.
What do you work on now? I am presently working on designing and building out the underlying platform that supports Bloomberg’s Asset Investment Management (AIM) compliance workflows.
Did you have any mentors to guide your career along the way? Most definitely! I was fortunate to have an awesome mentor when I first started at Bloomberg. He was one of those engineers whose code nuances and expressiveness are like revelations. I learned a lot about my team and Bloomberg’s culture just by contributing to his code. I was also fortunate to have supportive managers who accommodated my desire to be challenged. They were able to provide interesting, tangible and business-critical projects to broaden my scope and contributions.
What do you love most about working in tech? It has been said that engineers are the gatekeepers for civilization. Being in tech is like a calling. The work one does has a direct impact on the well-being of others. It gets more interesting when your work pushes the boundaries of what is considered possible. When this happens, there is no greater feeling than creating something new. Then you realize that, in some small way, you’ve (hopefully) helped make the world just a bit better than before.
Are there any particular technologies that interest you? Machine learning, especially around the areas of natural language processing and understanding. The best technologies are those that feel so completely natural and intuitive that you may forget that you are interacting with a machine. Ironically, it is extremely difficult to create such a system. Applications of ML have the powerful potential to change the way we all interact with technology, if not the very nature of the machines we use.
What are some of the unique challenges that people of color face getting into tech / within the tech industry? There are very few of us in the tech industry. This truism begs us to ask why, as demographics don’t support this reality, as 10% of all college graduates and computer science majors are people of color. It’s sometimes hard not to feel excluded when there are very few people who look like you in the places that you are or want to be. There is often a significant effort required to go from ‘person of color,’ to ‘person,’ to ‘extremely capable person’ in the minds of others that people of other backgrounds do not face.
In your opinion, why are diversity and inclusion important? Antifragility is a term coined by bestselling author Nassim Nicholas Taleb that describes systems that thrive in the face of volatility, shock or adversity. It represents the next step beyond robustness and resilience. I believe that, by their very nature, antifragile systems are diverse. Events that could take down a monoculture are often integrated and used for the greater good by an antifragile system. Diversity and inclusion promote antifragility by fostering teams that are tolerant, supportive, engaging and dynamic.
How do you personally promote diversity and inclusion with your teams and/or in the community? I am one of the co-founders of the Bloomberg Black In Tech (BBIT) Community, which is composed of individuals in technology roles across Bloomberg – in engineering, product management, data science, etc. BBIT’s singular goal is to make Bloomberg the best place for minorities in tech across the industry. We host regular events to foster professional and personal development and create a fun, safe space. We work very hard to engage, support and empower the community at large through mentoring, recruiting, and outreach events on college campuses and at tech conferences with significant minority representation.
TITLE: BQuant Specialist, Desktop Build Group BLOOMBERG OFFICE: San Francisco
How did you get to Bloomberg? What do you work on now? I spent the first five years of my career at leading French banks where, among other things, I designed and implemented technology to automate processes on trading floors. Bloomberg found me on LinkedIn and recruited me to our London office in 2013. I’ve now worked in our San Francisco office for five years.
I’m currently a BQuant Specialist in our Desktop Build Group. In this role, I educate our clients’ quantitative financial researchers, analysts, and data scientists to leverage BQuant, our interactive data analysis and quantitative research platform and new Bloomberg Query Language (BQL). To do this, I first have to understand our clients’ workflows and determine how and where our quant research solutions can help them derive value. Often, we can help clients reduce the amount of time and manual labor spent reviewing financial statements. We can incorporate probability and statistics that help clients make faster and more accurate decisions on their financial strategies. Many times, I create the specifications, design a custom application for a team of about 20-50 users, test the app, and implement it at the client site. Finally, I help train users to program in Python in order to leverage BQuant.
Did you have any mentors or influential managers to guide your career along the way? It has been challenging finding a Black professional mentor. David Mitchell, a team leader for our market specialists, has been a huge inspiration for me. We both started our careers in finance and moved to tech, so I feel like we have much in common. I appreciate how he reaches out periodically to check in on me. I admire his leadership of Bloomberg’s Black Professional Community and am really impressed by his career trajectory and the network he has built. It’s really important to see a person of color in a senior position because it makes that rank seem attainable for the rest of us.
Sandra Lee, who works in Bloomberg’s Product Oversight Office, has also been an influential mentor since we first met in 2016. She’s been with Bloomberg for more than 20 years, and she has helped me understand Bloomberg’s culture and navigate internal networks. I often use her as a sounding board to help me articulate my vision and get a second opinion. On a personal level, she shows me the value of work-life balance.
What do you love most about working in tech? I love being in a position where I’m learning something. Technology is perpetually evolving, and you always need to be on your toes to remain competitive. I will often think about a complex engineering challenge that I am trying to solve, and will have a candid conversation with a colleague or I will read an article, and then a solution will emerge. I then implement it and it is so satisfying when it works. I also like that tech has tangible results.
Are there any particular technologies that interest you? I am really excited about artificial intelligence (AI) and machine learning (ML). I love the idea that technology can show us patterns that humans cannot otherwise see because we cannot scrape through large volumes of data as quickly. From there, we can extract specific insights that influence our decision-making.
My interest in AI and ML led me to complete a graduate-level certificate program at the University of San Francisco. While I’m not using these skills in my current role, I’m excited that Bloomberg is doing cutting-edge work in natural language processing and other areas related to ML and AI. I’ve also joined Bloomberg’s Machine Learning Guild so I can stay connected to this technology; otherwise, it is hard to stay on top of it when you don’t apply it on a daily basis.
What are some of the unique challenges that people of color face getting into tech / within the tech industry? One word: R-E-P-R-E-S-E-N-T-A-T-I-O-N! We need to see peers and leaders who are people of color. When I don’t see people of color in leadership positions, I feel like it’s less possible to attain success. When I see Black leaders, I get a lot of motivation and affirmation that it could be me one day.
In my experience, people of color aren’t taken as seriously by their peers unless there are other people of color in leadership positions. I personally feel like I need to be better than anyone else in whatever I’m doing. I don’t want to give any opening for the quality of my work to be questioned. For that reason, I often spend extra time double-checking my work in order to make everything is perfect. No one asks me to do this, but I feel I must. This adds a dimension of extra stress because that workflow is not scalable or sustainable and can lead to burnout.
In your opinion, why are diversity and inclusion important? How do you personally promote diversity and inclusion with your teams and/or in the community? Life is so much more fulfilling when you can interact with people from different backgrounds and ways of life. At work, a diverse team can help prevent tunnel vision when solving challenges or meeting client needs. Everyone comes with baggage and biases that sometimes makes communication uncomfortable, but this ultimately leads to rich learning experiences.
I’m always trying to recruit and advocate for more underrepresented minority candidates, because we are only likely to stay at Bloomberg if we continue seeing more diversity on our teams.
Jonathan “JC” Charlery
TITLE: Senior Software Engineer BLOOMBERG OFFICE: London
How did you get to Bloomberg? I was on my way to interview with a different company during the career fair at Howard University, when I ran into Kerry Joseph, an engineer who was recruiting for Bloomberg. We got to chatting about the company and he invited me to an info session later that night. What struck me was how down-to-earth and genuine he was. He wasn’t trying to sell me anything; he just talked about his own experiences at the company and how the job allowed him to grow.
In talking about his own background, we discovered we were from neighbouring islands in the Caribbean so we shared a cultural background. Having that conversation, and seeing and hearing someone like me at Bloomberg who had such a positive experience is what really sold me on the company.
What do you work on now? I’m on the Local Development team in London, which is part of our Developer Experience (DevX) group. Our team creates and supports the tools and workflows that allow engineers to develop and test their applications locally on their laptops using whatever tools they prefer, instead of relying on a limited shared environment.
Did you have any mentors or influential managers to guide your career along the way? Zac Rider, who leads our Real-time Distribution Platform engineering team, and Becky Plummer, a software engineering team leader in DevX (and my current manager) are two of the most influential managers I’ve had during my tenure at Bloomberg. They’ve provided me with many opportunities for growth and helped me build up my confidence in my own abilities. They were instrumental in putting my career on its current trajectory.
Femi Popoola, a technical team lead in London, has also been an amazing mentor to me. We’ve spoken about many different topics related to personal and technical growth, like knowing which opportunities are right for you and how to manage them, to understanding when you’re ready to take on a new challenge (hint: you’re never going to be “ready,” but don’t let that stop you).
What do you love most about working in tech? I love the rate at which everything changes in the tech industry, and the ease of being able to get involved.
The tech industry evolves so quickly that you’ll miss it if you blink. In the last 20 years or so, we’ve gone from having one dedicated phone line per family and maybe having a computer for the household to us all having a computer in our pockets and everyone having a phone. All the information this puts at our fingertips has made it much easier for anyone to become involved and even to transfer into tech-related fields from any profession.
Are there any particular technologies that interest you? Docker and container technologies are particularly interesting to me. The ability to simulate an entire environment and have repeatable declarative processes have really changed the way we think about development, testing, and stability of our systems.
What are some of the unique challenges that people of color face getting into tech / within the tech industry? Without seeing other people who look like them or can stand as a role model for them, people of colour tend to get discouraged from entering the tech industry. It is hard to continue being self-motivated or to believe you can achieve something if all the stereotypical icons don’t represent you in any way. It’s why Kerry stood out to me so much. He was West Indian and able to succeed in the tech industry. This isn’t spoken about often, but it creates a real psychological barrier for many people. Being able to connect with someone who shares your heritage or cultural background, and being able to see yourself in that person, are some of the greatest motivating factors.
In your opinion, why are diversity and inclusion important? Diversity and inclusion are very important as they provide different perspectives. Having someone who can see something in a different manner and who brings their own background and experiences can help elicit a new style of thinking and new direction when it is needed the most. When all options have seemingly been exhausted, something which may seem intrinsically basic to someone can actually be just what is needed to get things moving again.
How do you personally promote diversity and inclusion with your teams and/or in the community? I’ve spoken at events aimed at promoting and highlighting diversity and inclusion, as well as been a representative, speaker and mentor at both internal and external events aimed at empowering underprivileged youth to encourage them to pursue careers in STEM and grow their networks. This includes serving as a mentor to both university students and secondary school students.
I have been an advocate for and given advice about different ways to recruit effectively at select Historically Black Colleges & Universities (HBCUs) across the U.S. I’ve also attended university career fairs where I directly engage with students, serving not only as a company point of contact for them, but also sharing my experiences with them. I talk to new hires about my career progression and serve as a mentor to help them navigate the company’s culture.
By Lucila Houttuijn Bloemendaal, Katarena Matos, Kendra Walters, and Aditi Sengupta
Almost 50 years ago, in June 1972, attendees at the First National Conference on Minority Participation in Earth Sciences and Mineral Engineering [Gillette and Gillette, 1972] held one of the first formal discussions on the lack of diversity in the geosciences.
Unfortunately, despite the many conversations since then addressing diversity, equity, and inclusion (DEI), the geosciences still face many of the problems cited in that meeting. These problems include, for example, difficulty recruiting youth from marginalized groups into a field that is often hostile to them and scientists from underrepresented backgrounds routinely needing to go above and beyond their peers to prove their professional value and right to belong.
Clearly, drafting statements in support of diversity—as many institutions have done—is not enough to effect change in the geosciences. Individuals and institutions must engage deeply and with a long-term mindset to ensure sustainable efforts that translate to real, personal success for geoscientists from a diversity of backgrounds. In addition, the community must continue to create spaces for conversations that highlight and share best practices focused on improving DEI.
As members of AGU’s Voices for Science 2019 cohort, we learned several effective methods of science communication. For example, we learned that by sharing lessons learned and blueprints for action with broader audiences, we can more effectively use our voices and power to demand real, tangible goals to make the geosciences inclusive and accessible. From among the 2019 cohort, a small team of scientists from a variety of fields and career stages thus convened a town hall at AGU’s Fall Meeting 2019 to discuss improving DEI. At the town hall, titled “Power of Science Lies in Its Diverse Voices,” panelists highlighted their approaches and work to increase diversity in the geosciences for an audience of roughly 100 attendees.
To make the town hall an example of a diverse event, invited panelists represented a wide array of fields, nationalities, ethnicities, genders, and career paths and stages. Below, we highlight the advice and work of the panelists, Asmeret Asefaw Berhe, Sujata Emani, Heather Handley, Tamara Marcus, Bahareh Sorouri, and Robert Ulrich, to provide avenues for readers to promote diversity, incentivize DEI work, and enact change in their own fields, institutions, and lives.
Have you ever wondered what the outlook might be for your STEM career five or even ten years out? Or maybe you are a current student weighing your options for a chosen career path and need to know the type of degree that is required.
Oak Ridge Institute for Science and Education labor trends and workforce studies experts have culled through the BLS data and have summarized the outlook for several select STEM careers.
With the right information in-hand — and a prestigious research experience to complement your education — you can increase the confidence you have when selecting a STEM career.
There are over 1,469,000 software developers in the U.S. workforce either employed as systems software developers or employed as applications software developers. Together, employment for software developers is projected to grow 22 percent from 2019 to 2029, much faster than the average for all occupations.
Software developers will be needed to respond to an increased demand for computer software because of an increase in the number of products that use software. The need for new applications on smart phones and tablets will also increase the demand for software developers. Software developers are the creative minds behind computer programs. Some develop the applications that allow people to do specific tasks on a computer or another device. Others develop the underlying systems that run the devices or that control networks. Most jobs in this field require a degree in computer science, software engineering, or a related field and strong computer programming skills.
Software developers are in charge of the entire development process for a software program from identifying the core functionality that users need from software programs to determining requirements that are unrelated to the functions of the software, such as the level of security and performance. Software developers design each piece of an application or system and plan how the pieces will work together. This often requires collaboration with other computer specialists to create optimum software.
Atmospheric sciences include fields such as climatology, climate science, cloud physics, aeronomy, dynamic meteorology, atmosphere chemistry, atmosphere physics, broadcast meteorology and weather forecasting.
Most jobs in the atmospheric sciences require at least a bachelor’s degree in atmospheric science or a related field that studies the interaction of the atmosphere with other scientific realms such as physics, chemistry or geology. Additionally, courses in remote sensing by radar and satellite are useful when pursuing this career path.
According to the Bureau of Labor Statistics (BLS), computer models have greatly improved the accuracy of forecasts and resulted in highly customized forecasts for specific purposes. The need for atmospheric scientists working in private industry is predicted to increase as businesses demand more specialized weather information for time-sensitive delivery logistics and ascertaining the impact of severe weather patterns on industrial operations. The demand for atmospheric scientists working for the federal government will be subject to future federal budget constraints. The BLS projects employment of atmospheric scientists to grow by 8 percent over the 2018 to 2028 period. The largest employers of atmospheric scientists and meteorologists are the federal government, research and development organizations in the physical, engineering, and life sciences, state colleges and universities and television broadcasting services.
Electrical and Electronics Engineers
According to the Bureau of Labor Statistics (BLS), there are approximately 324,600 electrical and electronics engineers in the U.S. workforce. Workers in this large engineering occupation can be grouped into two large components — electrical engineers and electronics engineers. About 188,300 electrical engineers design, develop, test or supervise the manufacturing of electrical equipment, such as power generation equipment, electrical motors, radar and navigation systems, communications, systems and the electrical systems of aircraft and automobiles. They also design new ways to use electricity to develop or improve products. Approximately 136,300 electronics engineers design and develop electronic equipment such as broadcast and communications equipment, portable music players, and Global Positioning System devices, as well as working in areas closely related to computer hardware. Engineers whose work is devoted exclusively to computer hardware are considered computer hardware engineers. Electrical and electronics engineers must have a bachelor’s degree, and internships and co-op experiences are a plus.
The number of jobs for electrical engineers is projected by BLS to grow slightly faster (9 percent) than the average for all engineering occupations in general (8 percent) and faster than for electronics engineers (4 percent) as well. However, since electrical and electronics engineering is a larger STEM occupation, growth in employment is projected to result in over 21,000 new jobs over the 2016-2026 period. The largest employers of electrical engineers are engineering services firms; telecommunications firms; the federal government; electric power generation, transmission and distribution organizations such as public and private utilities; semiconductor and other electronic component manufacturers; organizations specializing in research and development (R&D) in the physical, engineering and life sciences; and navigational, measuring, electro-medical and control systems manufacturers.
BLS notes three major factors influencing the demand for electrical and electronic engineers. One, the need for technological innovation will increase the number of jobs in R&D, where their engineering expertise will be needed to design power distribution systems related to new technologies. They will also play important roles in developing solar arrays, semiconductors and communications technologies, such as 5G. Two, the need to upgrade the nation’s power grids and transmission components will drive the demand for electrical engineers. Finally, a third driver of demand for electrical and electronic engineers is the design and development of ways to automate production processes, such as Supervisory Control and Data Acquisition (SCADA) systems and Distributed Control Systems (DCS).
Data Science and Data Analysts
Technological advances have made it faster and easier for organizations to acquire data. Coupled with improvements in analytical software, companies are requiring data in more ways and higher quantities than ever before, and this creates many important questions for them, including “Who do we hire to work with this data”? The answer is likely a Data Scientist.
When trying to answer the question “what is data science,” Investopedia defines it as providing “meaningful information based on large amounts of complex data or big data. Data science, or data-driven science, combines different fields of work in statistics and computation to interpret data for decision-making purposes.” This includes data engineers, operations research analysts, statisticians, data analysts and mathematicians.
The BLS projects the employment of statisticians and mathematicians to grow 30 percent from 2018-2028, which is much faster than the average for all occupations. According to the source, organizations will increasingly need statisticians to organize and analyze data in order to help improve business processes, design and develop new products and advertise products to potential customers. In addition, the large increase in available data from global internet use has created new areas for analysis such as examining internet search information and tracking the use of social media and smartphones. In the medical and pharmaceutical industries, biostatisticians will be needed to conduct the research and clinical trials necessary for companies to obtain approval for their products from the Food and Drug Administration.
Along with that of statistician, the employment of operations research analysts is projected by the BLS to grow by 26 percent from 2018-2028, again much faster than the average for all occupations. As organizations across all economic sectors look for efficiency and cost savings, they seek out operations research analysts to help them analyze and evaluate their current business practices, supply chains and marketing strategies in order to improve their ability to make wise decisions moving forward. Operations research analysts are also frequently employed by the U.S. Armed Forces and other governmental groups for similar purposes.
To learn more about other flourishing careers in STEM, visit bls.gov/ooh to learn more.
All around the world, there is an extreme gender imbalance in physics, in both academia and industry.
Examples are all too easy to find. In Burkina Faso’s largest university, the University of Ouagadougou, 99% of physics students are men. In Germany, women comprise only 24% of physics PhD graduates – creeping up from 21% in 2017. No women graduated in physical sciences at the University of El Salvador between 2017 and 2020.
Australia fares little better. Australian National University Professor Lisa Kewley forecasts that on current settings, it will take 60 years for women to comprise just a third of professional astronomers.
And the hits keep coming. A survey by the UK Royal Astronomical Society, published last week, found women and non-binary people in the field are 50% more likely than men to be bullied and harassed, and that 50% of LGBQ astronomers have suffered bullying in the past 12 months.
There are occasional glimmers in the gloom. In India, for instance, women now comprise 43% of those with a degree in science, technology, engineering or mathematics (STEM). But that figure is much lower in physics and in the higher echelons of academia.
Clearly, this gender imbalance urgently needs to be fixed. This is not simply a matter of principle: around the world, many of our best and brightest minds are excluded, to everyone’s detriment.
This month, the International Union of Pure and Applied Physics (IUPAP) held its seventh conference focused on the roles and prospects of women in the discipline. Held online, but hubbed in Melbourne, the five-day event was attended by more than 300 scientists from more than 50 countries.
We met many women who showed strength, leadership and commitment to progress physics in their countries, sometimes under very difficult circumstances. As the conference progressed, some distinct targets for action emerged.
One priority is the need to overcome the barriers that prompt many women to leave physics before reaching its most senior levels. This happens for many reasons, including uncertainty in gaining long-term employment and the associated doubts about ever achieving senior positions, but research shows the effect is felt disproportionately by women.
Kewley’s analysis found that in Australian astronomy, 62% of women, compared with 17% of men, leave between postdoc and assistant professor level. A further 48% of women (and 28% of men) leave before the associate professor level.
Similar results are found in the UK, where the Royal Astronomical Society reported that women make up 29% of astronomy lecturers but only 12% of astronomy professors.
Collaborating with industry
Mentoring women to become entrepreneurs and commercial leaders is a key strategy for underpinning independence, well-being and social standing for women physicists.
“Entrepreneurship isn’t common in many developing countries, particularly not among women physicists, where social and economic conditions impede innovation and collaboration with industry,” Associate Professor Rayda Gammag, from Mapúa University in the Philippines, told the conference.
Another participant, Professor Mmantsae Moche Diale, a senior physicist at the University of Pretoria, South Africa, reflected that many people don’t know how to translate their research ideas into business.
“It is important that you get guidance on how to navigate challenging situations to translate your research into a product you can sell,” she said.
Helping women physicists in developing countries
In some countries, social, cultural, economic and religious norms mean there is little support for women physicists. This can be deep-rooted, with discrimination at the earliest levels of education. University-educated women often find themselves blocked from research funding or leadership positions.
IUPAP has an important role to play here, through connecting women physicists in developing countries with their global colleagues, developing codes of conduct to combat discrimination and aggression, and reaching out through our regional chapters.
“Some countries have so few women that they’d benefit from joining a network with others in a similar situation,” Adjunct Professor Igle Gledhill from the University of the Witwatersrand in South Africa told the conference.
Showing the way
Despite the deeply ingrained challenges, there are some signs of progress. Two standout nations are Iran and India.
In Iran, women make up 55% of physics PhD candidates and high-school science teachers, Azam Iraji zad of the Physics Society of Iran told the conference. It was also revealed that the proportion of women in STEM education in India is larger than in the UK, the United States or France.
Nevertheless, the conference heard stark evidence that action to remove gender barriers in physics around the world will often be met not just with resistance but sometimes violence.
One of us (Prajval Shastri) led a workshop that delivered powerful and practical recommendations on how to ensure no one is left behind. Physicists have multiple identities beyond gender, such as race, class, caste and abled-ness, creating a complex pattern of disadvantage and privilege.
Ultimately, the physics enterprise should learn from the gender gap but go beyond it and aim to centre itself on the interests of its most vulnerable members. That way, it will emerge as a better and more inclusive profession for everybody.
This needs to happen everywhere from the classroom to the lab, to conferences, industry networking and public science communication. Boys and girls alike deserve to see more role models from all marginalised groups doing physics.
An Indiana teenager, Felix Zhang, has achieved something no other student in the world achieved this spring: a perfect score on the Advanced Placement Calculus AB exam. The story will amaze you.
The Penn-Harris-Madison School Corporation said that the College Board, which administers the AP exams, told the school’s principal that Felix Zhang achieved a perfect “5” rating and was the only student in the world to earn every possible point on the AP Calculus AB exam. In other words, he achieved a 108 out of 108.
“I felt pretty confident knowing that I knew what to do on the test, but there was always a chance I would make a small error or something,” he said. “So I wasn’t really expecting to see a perfect score. And that was pretty surprising to me because I felt like, there’s a lot of other people out there who probably perform very well on this test, and I’m pretty surprised that no one else got a perfect score.”
A team of scientists announced Monday that they had partially restored the sight of a blind man by building light-catching proteins in one of his eyes. Their report, which appeared in the journal Nature Medicine, is the first published study to describe the successful use of this treatment. “Seeing for the first time that it did work — even if only in one patient and in one eye — is exciting,” said Ehud Isacoff, a neuroscientist at the University of California, Berkeley, who was not involved in the study.
The procedure is a far cry from full vision. The volunteer, a 58-year-old man who lives in France, had to wear special goggles that gave him the ghostly perception of objects in a narrow field of view. But the authors of the report say that the trial — the result of 13 years of work — is a proof of concept for more effective treatments to come.
“It’s obviously not the end of the road, but it’s a major milestone,” said José-Alain Sahel, an ophthalmologist who splits his time between the University of Pittsburgh and the Sorbonne in Paris.
Sahel and other scientists have tried for decades to find a cure for inherited forms of blindness. These genetic disorders rob the eyes of essential proteins required for vision.
When light enters the eye, it is captured by photoreceptor cells. The photoreceptors then send an electrical signal to their neighbors, called ganglion cells, which can identify important features like motion. They then send signals of their own to the optic nerve, which delivers the information to the brain.
In previous studies, researchers have been able to treat a genetic form of blindness called Leber congenital amaurosis, by fixing a faulty gene that would otherwise cause photoreceptors to gradually degenerate.
But other forms of blindness cannot be treated so simply, because their victims lose their photoreceptors completely.
“Once the cells are dead, you cannot repair the gene defect,” Sahel said.
For these diseases, Sahel and other researchers have been experimenting with a more radical kind of repair. They are using gene therapy to turn ganglion cells into new photoreceptor cells, even though they don’t normally capture light.
The scientists are taking advantage of proteins derived from algae and other microbes that can make any nerve cell sensitive to light.
In the early 2000s, neuroscientists figured out how to install some of these proteins into the brain cells of mice and other lab animals by injecting viruses carrying their genes. The viruses infected certain types of brain cells, which then used the new gene to build light-sensitive channels.
Originally, researchers developed this technique, called optogenetics, as a way to probe the workings of the brain. By inserting a tiny light into the animal’s brain, they could switch a certain type of brain cell on or off with the flick of a switch. The method has enabled them to discover the circuitry underlying many kinds of behavior.
Click here to read the full article on Yahoo! News.