USA-based supermajor Chevron has set a target to cut emissions to net-zero by 2050 for equity upstream Scope 1 and 2 emissions.
Chevron issued an updated climate change resilience report that further details the company’s ambition to advance our lower-carbon future.
The company adopted a 2050 net-zero aspiration for equity upstream Scope 1 and 2 emissions. It is worth noting that unlike many other major companies like Shell and Eni, Chevron did not include greenhouse gases from all fuel products they sell or scope 3 in its net-zero pledge.
But, in its TCFD-aligned report, it describes how the company is incorporating Scope 3 emissions into its greenhouse gas emission targets by establishing a Portfolio Carbon Intensity (PCI) target inclusive of Scope 1 and 2 as well as Scope 3 emissions from the use of its products.
“Solutions start with problem-solving, which is exactly what the people of Chevron do – and have excelled at for over 140 years,” said Michael Wirth, Chevron’s chairman and CEO. “This report offers further insights about our strategy, how we are investing in lower-carbon businesses and why we believe this is an exciting time to be in the energy industry.”
Chevron’s new PCI target assists with transparent carbon accounting and company comparison from publicly available data. The target covers the full value chain, including Scope 3 emissions from the use of products.
The oil major, which last month pledged to triple its investments to $10 billion to reduce its carbon emissions footprint, set a greater than 5 percent carbon emissions intensity reduction target from 2016 levels by 2028.
This target is aligned with Chevron’s strategy which allows flexibility to grow its traditional business, provided it remains increasingly carbon-efficient, and pursue growth in lower-carbon businesses. The company plans to publish a PCI methodology document and online tool to enable third parties to calculate PCI for energy companies.
According to Chevron, its 2050 equity upstream Scope 1 and 2 net-zero aspiration builds on the company’s disciplined approach to target setting and action. Chevron anticipates that the path to this net-zero aspiration would include partnerships with multiple stakeholders and progress in technology, policy, regulations, and offset markets.
After 50 years of ownership, Yvon Chouinard has sold his $3 billion company, Patagonia, and transferred all ownership to the Patagonia Purpose Trust and the Holdfast Collective. These two organizations will take every dollar not reinvested back into the company and distribute it as dividends to fight climate change.
The Patagonia Purpose Trust now owns all the voting stock of the company (two percent of the total stock) and exists to create a more permanent legal structure to enshrine Patagonia’s purpose and values. It will help ensure that there is never deviation from the intent of the founder and to facilitate what the company continues to do best: demonstrate as a for-profit business that capitalism can work for the planet.
The Holdfast Collective owns all the nonvoting stock (98 percent of the total stock), and it will use every dollar received from Patagonia to protect nature and biodiversity, support thriving communities and fight the environmental crisis. Each year, profits that are not reinvested back into the business will be distributed by Patagonia as a dividend to the Holdfast Collective to help fight the climate crisis. The company projects that it will pay out an annual dividend of roughly $100 million, depending on the health of the business.
Yvon Chouinard, Patagonia founder, former owner and current board member said:
“It’s been a half-century since we began our experiment in responsible business. If we have any hope of a thriving planet 50 years from now, it demands all of us doing all we can with the resources we have. As the business leader I never wanted to be, I am doing my part. Instead of extracting value from nature and transforming it into wealth, we are using the wealth Patagonia creates to protect the source. We’re making Earth our only shareholder. I am dead serious about saving this planet.”
Patagonia will remain a B Corp and continue to give one percent of sales each year to grassroots activists. The leadership of the company does not change. Ryan Gellert will continue to serve as CEO and the Chouinard family will continue to sit on Patagonia’s board, along with Kris Tompkins, Dan Emmett, Dr. Ayana Elizabeth Johnson, Charles Conn (chair of the board) and Ryan Gellert. The Chouinard family will also guide the company’s controlling shareholder, the Patagonia Purpose Trust, electing and overseeing Patagonia’s board of directors. They will also guide the philanthropic work performed by the Holdfast Collective. Acting together, Patagonia’s board and the Patagonia Purpose Trust will work for the company’s continued success over the long term while ensuring it stays true to its purpose and values.
Ryan Gellert, CEO of Patagonia and Patagonia board member said:
“Two years ago, the Chouinard family challenged a few of us to develop a new structure with two central goals. They wanted us to both protect the purpose of the business and immediately and perpetually release more funding to fight the environmental crisis. We believe this new structure delivers on both and we hope it will inspire a new way of doing business that puts people and planet first.”
As the change in funding went live immediately, Patagonia additionally updated their tagline to accompany their new mission: “Earth is now our only shareholder.”
Albert Einstein (1879-1955) is one of the most famous scientists of all time, and his name has become almost synonymous with the word “genius.”
While his reputation owes something to his eccentric appearance and occasional pronouncements on philosophy, world politics and other non-scientific topics, his real claim to fame comes from his contributions to modern physics, which have changed our entire perception of the universe and helped shape the world we live in today.
Here’s a look at some of the world-changing concepts we owe to Einstein.
Space-time
One of Einstein’s earliest achievements, at the age of 26, was his theory of special relativity — so-called because it deals with relative motion in the special case where gravitational forces are neglected. This may sound innocuous, but it was one of the greatest scientific revolutions in history, completely changing the way physicists think about space and time. In effect, Einstein merged these into a single space-time continuum. One reason we think of space and time as being completely separate is because we measure them in different units, such as miles and seconds, respectively. But Einstein showed how they are actually interchangeable, linked to each other through the speed of light — approximately 186,000 miles per second (300,000 kilometers per second).
Perhaps the most famous consequence of special relativity is that nothing can travel faster than light. But it also means that things start to behave very oddly as the speed of light is approached. If you could see a spaceship that was traveling at 80% the speed of light, it would look 40% shorter than when it appeared at rest. And if you could see inside, everything would appear to move in slow motion, with a clock taking 100 seconds to tick through a minute, according to Georgia State University’s HyperPhysics website. This means the spaceship’s crew would actually age more slowly the faster they are traveling.
E = mc^2
An unexpected offshoot of special relativity was Einstein’s celebrated equation E = mc^2, which is likely the only mathematical formula to have reached the status of cultural icon. The equation expresses the equivalence of mass (m) and energy (E), two physical parameters previously believed to be completely separate. In traditional physics, mass measures the amount of matter contained in an object, whereas energy is a property the object has by virtue of its motion and the forces acting on it. Additionally, energy can exist in the complete absence of matter, for example in light or radio waves. However, Einstein’s equation says that mass and energy are essentially the same thing, as long as you multiply the mass by c^2 — the square of the speed of light, which is a very big number — to ensure it ends up in the same units as energy.
This means that an object gains mass as it moves faster, simply because it’s gaining energy. It also means that even an inert, stationary object has a huge amount of energy locked up inside it. Besides being a mind-blowing idea, the concept has practical applications in the world of high-energy particle physics. According to the European Council for Nuclear Research (CERN), if sufficiently energetic particles are smashed together, the energy of the collision can create new matter in the form of additional particles.
Lasers
Lasers are an essential component of modern technology and are used in everything from barcode readers and laser pointers to holograms and fiber-optic communication. Although lasers are not commonly associated with Einstein, it was ultimately his work that made them possible. The word laser, coined in 1959, stands for “light amplification by stimulated emission of radiation” — and stimulated emission is a concept Einstein developed more than 40 years earlier, according to the American Physical Society. In 1917, Einstein wrote a paper on the quantum theory of radiation that described, among other things, how a photon of light passing through a substance could stimulate the emission of further photons.
Einstein realized that the new photons travel in the same direction, and with the same frequency and phase, as the original photon. This results in a cascade effect as more and more virtually identical photons are produced. As a theoretician, Einstein didn’t take the idea any further, while other scientists were slow to recognize the enormous practical potential of stimulated emission. But the world got there in the end, and people are still finding new applications for lasers today, from anti-drone weapons to super-fast computers.
Black holes and wormholes
Einstein’s theory of special relativity showed that space-time can do some pretty weird things even in the absence of gravitational fields. But that’s only the tip of the iceberg, as Einstein discovered when he finally succeeded in adding gravity into the mix, in his theory of general relativity. He found that massive objects like planets and stars actually distort the fabric of space-time, and it’s this distortion that produces the effects we perceive as gravity.
Einstein explained general relativity through a complex set of equations, which have an enormous range of applications. Perhaps the most famous solution to Einstein’s equations came from Karl Schwarzschild’s solution in 1916 — a black hole. Even weirder is a solution that Einstein himself developed in 1935 in collaboration with Nathan Rosen, describing the possibility of shortcuts from one point in space-time to another. Originally dubbed Einstein-Rosen bridges, these are now known to all fans of science fiction by the more familiar name of wormholes.
The expanding universe
One of the first things Einstein did with his equations of general relativity, back in 1915, was to apply them to the universe as a whole. But the answer that came out looked wrong to him. It implied that the fabric of space itself was in a state of continuous expansion, pulling galaxies along with it so the distances between them were constantly growing. Common sense told Einstein that this couldn’t be true, so he added something called the cosmological constant to his equations to produce a well-behaved, static universe.
But in 1929, Edwin Hubble’s observations of other galaxies showed that the universe really is expanding, apparently in just the way that Einstein’s original equations predicted. It looked like the end of the line for the cosmological constant, which Einstein later described as his biggest blunder. That wasn’t the end of the story, however. Based on more refined measurements of the expansion of the universe, we now know that it’s speeding up, rather than slowing down as it ought to in the absence of a cosmological constant. So it looks as though Einstein’s “blunder” wasn’t such an error after all.
Click here to read the full article on Live Science.
Daleele Alison likes to help others stop wasting time doing tasks that don’t provide direct value to their clients. He is a technology professional, entrepreneur and the CEO and co-founder of RooksDM, a technology consulting group that helps alleviate pain points for small to midsize companies by using the right technology. Alison has worked as a consultant, business analyst and project manager for Fortune 500 companies to SMBs.
Diversity in STEAM Magazine (DISM) spoke with Alison about his company, the role diversity plays in tech and more on his participation in NMSDC’s Emerging Young Entrepreneurs cohort.
DISM: What have you seen businesses struggle with the most when it comes to their technology? How does RooksDM help them?
Daleele Alison: From our perspective, businesses are excited about adopting new technology. However, when businesses rapidly implement new technology to fix a singular problem, this often becomes a band-aid solution and can lead to a different set of challenges. Many businesses end up with a large number of tech tools that become overwhelming to manage and lead to low user adoption. It’s important for businesses to take a step back and be strategic. At RooksDM, we ask the right questions about technology and processes and dig deep into the core pain points. Rather than simply throwing technology at a problem, we take a holistic approach. Our goal is to implement technology that works together and sets a foundation for scalable growth.
DISM: Do you feel there is diversity within the IT/tech sectors? Why or why not?
Alison: We have seen progress in diversity within the tech industry. Organizations with targeted initiatives to increase diversity have definitely started to move the needle. It’s exciting to see a shift in the industry, however, there is still a long way to go. It continues to be a challenge for diverse vendors to break into large enterprise corporations. I’m hopeful that through tracking and monitoring vendor diversity, we will see even greater progress in supporting minorities in tech.
DISM:Why was it important for you to participate in NMSDC’s (National Minority Supplier Development Council) Emerging Young Entrepreneurs cohort? What have you learned thus far that is applicable to your own business?
Alison: The NMSDC’s Emerging Young Entrepreneurs has been an important way for us to learn and network. Through this initiative, we have been able to connect with like-minded colleagues, which has led to advice and potential business growth. The sessions have been invaluable and have expanded my thoughts around marketing, finance and strategy. We are truly grateful to be a part of this community and are looking forward to more opportunities in the future.
DISM: How has being MBE certified through NMSDC leveraged your business’s success?
Alison: Being MBE certified through NMSDC has given RooksDM access to a much larger community of like-minded businesses. We now have exposure to larger organizations to build our business. We have also built relationships with fellow minority-owned businesses. It has been so valuable to learn from each other and share stories and resources that support business growth. We are also proud to share our certification with current and prospective clients. This certification provides us with additional credibility that supports our conversations with potential clients.
DISM:What advice would you give another minority-owned entrepreneur or business owner just getting started?
Alison: My advice to fellow minority owners is to be intentional about how you spend your time. It’s easy to focus on initiatives that don’t matter or that won’t make an impact. It is critical to have the right people in your network to lean on so you can spend your time where it matters most. For us, spending time building relationships has been a game changer, not just in nurturing prospects but also in strengthening relationships within our industry. Leaning on others in the industry for support and expertise has not only led to referrals but been helpful to our overall growth.
The National Minority Supplier Development Council (NMSDC) Equity Honors awards are presented to corporate chief officers who have been recognized by their peers as the true leaders at the vanguard of economic equity and minority business integration.
Submit an application for your CEO, COO, CFO, CIO, CMO, CDO, and CPO of the Year. All applications* must be started** by Dec. 20 to be considered.
*Qualified applications submitted for The Equity Honors in 2022 have been cloned for consideration for the 2023 Equity Honors. Simply log into the NMSDC Awards Portal and update your application, then submit. Previous winners of The Equity Honors are ineligible to apply again for a minimum of 3 years.
**We will reopen the applications in March of 2023 to collect 2022 comparative data that will complete the application. All applications that have been started by Dec. 20 will constitute The Equity Honors Nominees for 2023 with nominees highlighted on the Forum website and invited to the 2023 Minority Business Economic Forum.
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.
Lerena Holloway is a Software Engineer at Bloomberg’s New York office.
Lerena Holloway
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.
Deji Akinyemi is a Senior Software Engineer at Bloomberg’s New York office.
Deji Akinyemi
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.
Akin Mousse is a BQuant Specialist for the Desktop Build Group in Bloomberg’s San Francisco office.
Akin Mousse
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 is a Senior Software Engineer at Bloomberg’s London office.
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.
With offices around the world, Bloomberg provides its employees with opportunities to hone their skills and expertise, progress to new roles, take on stretch assignments, and gain valuable insights through their work.
Below, a few of our female leaders share their career experiences, including working in different offices, experiencing new cultures, building support networks, and their advice on how to progress, professionally and personally.
Rieko Tada
Pictured top left Data training & development
Dubai
What has helped you get to where you are today in your career?
I am very fortunate to have had the opportunity to work at multiple offices in different business units and meet amazing colleagues and managers who support me. Most pivotal was probably the move from the Tokyo office to New York as a team leader. The office and business size, language, and lifestyle are so different. I had to learn and adapt. Managers and colleagues in New York welcomed and helped me; colleagues in Tokyo connected me to their networks so that I could build new relationships with people in the US office.
What piece of advice would you give to others?
Always be curious. Don’t hesitate to reach out to people you can build connections with and learn from. This year, I’ve taken on a new role, joining the Data Training and Development team in Dubai. When I was in Japan, I never imagined living in Dubai, but new opportunities always come up, as long as we are inquisitive and never stop learning.
Pictured top middle West Africa bureau chief Accra, Ghana
What has helped you get to where you are today in your career?
Seeking out feedback. Most people find it difficult to give candid feedback, so it helps to show that you’re open to it. Also, training your ear to sift out emotions and other distractions and extracting information you can actually use will help you become a better professional, and person. Both my best managers and closest friends have been people who give helpful feedback. I think that’s a gift.
What piece of advice would you give to others?
I definitely have my community: people who I trust to have my back and who can rely on me to do the same. That comes from investing in relationships over time. So, when you make a strong connection with someone, don’t take that for granted. Build your community.
Andrea Jaramillo
Bureau chief
Pictured top right
Bogota, Colombia
What has helped you get to where you are today in your career?
I can’t stress enough how important teamwork is in what we do. Throughout my years at Bloomberg, I’ve had the opportunity to work with a lot of amazing people across different countries and cultures. With each role, you develop new skills and learn from those around you. So even when things feel difficult and challenging, just know you’ll come out stronger on the other side!
What piece of advice would you give to others?
Be open to taking on new challenges. Bloomberg is an exciting place to work, one where you know you can’t get too comfortable in one spot because things change and you might find yourself taking on a different role, or one in a different office, country or continent. In an ever-moving world, we constantly need to reinvent ourselves and learn along the way.
Carolina Millan
Pictured bottom left Bureau chief
Buenos Aires, Argentina
What has helped you get to where you are today in your career?
I started as an intern in 2015 in New York and in September of that year I moved to Argentina to cover markets, first with a focus on bonds, and later dedicating more time to publicly-traded companies. Since 2019, I’ve overseen Bloomberg’s coverage of Argentina, Uruguay and Paraguay, managing a team of six talented journalists who routinely break news on the biggest stories in the country.
When I look back to things that helped me advance in my career, I think about the importance of being open to new projects and opportunities and putting my hand up to participate. Bloomberg is a very fast-paced environment, where priorities and internal structures change every few years, and it’s important to be flexible and find ways to contribute to the latest projects. In my case, that has meant everything from jumping to cover regional conferences, moderating panel events, doing live radio and TV hits for Bloomberg shows, developing local Spanish-language coverage, and delving into new key coverage areas, like start-ups.
I also feel grateful to my managers and mentors, who encouraged me to get involved with projects beyond my comfort zone, take on different responsibilities, and consider the jump into a management role.
Merry Zhang
Pictured bottom left Head of China Market Specialists
Shanghai
What has helped you get to where you are today in your career?
Not shying away from challenges. In my career, I’ve needed to face gaps and problems beyond my primary responsibilities many times. And, while I might not be the expert to solve a problem, I never shy away from it. As long as a challenge is crucial to the business, I always speak up, take full ownership, and move forward to solve it.
What piece of advice would you give to others?
See changes as opportunities. At Bloomberg, changes happen daily. Market, product, even team structure are constantly evolving. I have seen people react negatively to changes, but the ones who can turn changes into opportunities are always rewarded at the end.
Alyssa McDonald
Pictured bottom middle Executive editor, Bloomberg News
Sydney
What has helped you get to where you are today in your career?
A mixture of good luck and hard work. I’m very fortunate to have had supportive bosses throughout my career, who have repeatedly encouraged me to take on new and bigger projects (and helped me find ways to get them done).
For my part, I’ve tried to repay that good will by saying yes to opportunities when they’re offered and then being diligent about getting those things done.
What piece of advice would you give to others?
When you’re looking to change something about your job – whether it’s a new role or a move to a different bureau, you should think about what’s in it for your manager. Or the person you want to be your next manager. The more you can explain how they’ll benefit by giving you what you want, the more likely you are to get it.
Open, candid conversations about diversity and inclusion in our society and workplace must continue in order to support the fight for equality. Thankfully, these conversations continue to take place across Bloomberg, in various forms and forums.
One of the goals of these exchanges is to explore different facets of identity and experience from the first-hand perspectives of employees across the firm.
In this edition, we delve into the lived experiences of our colleagues as they have persisted in breaking glass ceilings and bucking conventions, and shows us how we can best support progress for women in the workplace.
Nayla Razzouk, Dubai
“Bring a new perspective, don’t try to blend in, embrace your differences. Learn something new every day. And most of all, be productive.”
Nayla with the UK Royal Marines while covering the Iraq War in 2003
Nayla grew up during the civil war in Lebanon, and naturally ended up covering these conflicts across the Middle East. She joined Bloomberg in 2010 to cover Iraq and energy/OPEC news, and recently took on the role of Managing Editor for the Middle East and North Africa.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
Working as a journalist can have its challenges as a woman, and there are additional challenges in this part of the world, where the circles of power are dominated by men. Often, you’re the only woman in the room or at the front, so it can be intimidating and even dangerous. I’ve encountered situations where people I wanted to interview would try to intimidate me because I was a woman. Some wouldn’t speak to women – I once asked my driver to act as a go-between while I stood behind a door. It can only build character, and this has helped me acquire the confidence to say that I will always find a way to do my job — even more so today, in my new challenge as the first woman to lead the MENA region.
What strengths do you believe your identity and experiences bring to your professional and personal life?
Having grown up and worked in tough environments has helped me acquire assertiveness and an ability to tolerate stress in a calm manner, while showing empathy to others. These traits and experiences were very valuable in leading our teams through COVID-19, making sure everyone is safe, continues to perform well, and knows that they can count on us in uncertain times.
Stephanie Flanders, London
“Though a proud feminist, I would still hesitate to describe any particular attitude or experience as uniquely female.”
Stephanie has been both an economist and an economic journalist — she joined Bloomberg in 2017 and now does both, leading Bloomberg Economics and following a lifelong passion to demystify the global economy for a wider audience.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
When I became the BBC’s Economics Editor, I was the first woman to occupy a specialist editor job. Happily, there have been plenty more since then, and in general I would say that economics has become a little less male-dominated over the course of my career. In a previous role, I was aware that I was paid much less than several male colleagues in similar roles. That’s a challenge I failed to overcome, but overall I don’t feel I have been held back by my gender. If anything, it has given me an edge — it’s striking how many of the major global banks now have female chief economists.
What advice do you have for future convention- and ceiling-breakers?
When you’re making a case for yourself, don’t start with the skills you don’t have. I thought it was just an outdated stereotype until I started interviewing women and men for jobs. So many women really do lead with the stuff they can’t do. It’s extraordinary.
Vandna Dawar Ramchandani, Singapore
“Understand and accept that every person and situation is different, so be empathetic and encouraging, and build trust so women feel empowered to share and take risks.”
Vandna was born and raised in India. She joined Bloomberg in 1997 as a Terminal Sales rep, while living in Jakarta, Indonesia, and is now leading Corporate Philanthropy for APAC.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
In Asia, particularly in India, a woman’s role is primarily expected to be that of a home-maker. I was committed to growing my career — even after having a family — taking on additional responsibility and relocating. When I first took on the roles of APAC Global Data Manager and then Singapore Office Committee chair, the first female in those roles, I did feel nervous about the step up, but there is so much support at Bloomberg, women just need to believe in themselves and lean in.
The biggest challenge is creating a balance that works for you, and often managing your guilt as a mum. There are no shortcuts so you start to run your life through “to-do” lists and constantly prioritize. My social life and personal time became secondary; my work and family were the priority. I wanted to live the life I dreamed of for my daughter and “walk the talk.”
What strengths do you believe your identity and experiences bring to your professional and personal life?
Authenticity, drive, hard work, empathy, and the desire to constantly challenge the status quo! Multi-tasking is not a choice, so you just become good at it. You learn to problem-solve and be creative, which lends itself wonderfully to a career at Bloomberg.
Nita Ditele-Bourgeois, New York
“Take risks and embrace failures. Be determined, never settle, and let your skills speak for themselves; not your gender.”
Originally from the South, Nita was raised in New York at the heart of a family that fostered continuous learning. She joined Bloomberg in 2007 as a Legal Negotiations Specialist, and is now a Product Operations manager in Enterprise Data.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
Last year, after 13 years in Legal, I joined Enterprise Data. I saw an opportunity to leverage transferable skills, challenge myself, and grow. I wanted to be part of an exciting journey with the business from a different vantage point.
After encountering gender stereotypes and micro-aggressions throughout my career, I’ve found that the confidence and determination instilled at young age provided me the resilience and fortitude to address challenges head-on.
What strengths do you believe your identity and experiences bring to your professional and personal life?
Active listening has made the biggest impact. It takes time and intentionality, but the outcomes are enormous: positive engagement, sharing ideas, productivity, and stronger communication between individuals.
Celine Shi, Shanghai
“My experience has really been about breaking ceilings in my own mind.”
A native of Sichuan, China, Celine joined Bloomberg Analytics in 2011 in Singapore before taking on the challenge of expanding team coverage in Beijing. She now manages buy-side product specialists in Shanghai.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
Early in my career, I didn’t want to draw attention to my sexual orientation, as I truly believe it has no relevance to how well someone performs at work. I kept my identity as a queer woman to myself, even though Bloomberg has been very supportive and open about our LGBTQ community. I later realized that this secret impacted how comfortable I was with colleagues and friends — I wasn’t being myself. I came out in 2017 and was able to fully embrace my friendships and work relationships, which helped me become more confident and perform better.
What advice do you have for future convention- and ceiling-breakers?
Do not set your own glass ceiling. Many of the women I know feel less confident about opportunities and question themselves: Am I really qualified for this? Do I have what it takes? We should be more confident in the different values and experiences we bring, and give ourselves a chance to be seen.
Deanna Hallett, London
“Seek out individuals and groups of people who will support you, lift you up, challenge you, and affirm your identity and your goals — no one can reach that glass ceiling alone.”
Deanna interned for Bloomberg twice before joining full-time after graduating university in 2019. She currently works in UK government and regulatory relations and is the co-lead for the LGBTQ+ and Ally Community in EMEA.
In what ways have you broken glass ceilings or conventions?
I was the first woman in my family to apply to university, the first to run for local councillor, the first to move abroad, and the first woman to come out as LGBT+ in my family. I faced a lot of challenges growing up, including poverty, and psychological and physical abuse from my father, which was particularly acute when I came out as gay. More broadly, I grew up in an environment where I was just expected to manage, have kids, and then become a full-time mum. It was difficult pursuing my own goals and independence when it didn’t marry the view of what my family expected.
What can our colleagues and communities to do become better allies to women in the workforce?
Actively listen. It’s only by taking into consideration people’s experiences that we can ensure the glass ceiling is shattered for all women — particularly LGBT+ women and women of colour, who are too often left behind.
The United States is currently experiencing a massive demographic shift, led in large part by the nation’s Latinx population. This group is growing rapidly, quickly becoming the most culturally and economically influential community in the country.
According to the 2020 U.S. Census, the country’s Hispanic or Latinx population grew from 50.5 million in 2010 (16.3% of the U.S. population) to 62.1 million in 2020 (18.7%). That’s an increase of 23 percent. In fact, slightly more than half (51.1%) of the total U.S. population growth between 2010 and 2020 came from growth in the country’s Latinx population.
It is no surprise then, that Latinx people have a massive effect on the U.S. economy. Their buying power is expected to reach $1.9 trillion by 2023, according to a report from Nielsen. This is up from $213 billion in 1990, marking an over 200% growth rate, more than double the growth in buying power of non-Latinx consumers.
This community’s economic influence reaches all industries, and it is critical that businesses gain a deeper understanding of Latinx culture. Doing so will allow business leadership to both better support employees and more effectively appeal to customers.
Understanding the Hypercultural Latinx individual
Among young Latinx people, there has been a rise in what is known as the “Hypercultural Latinx.”
Hypercultural Latinx people are often first-generation Americans who straddle both U.S. culture and their parents’ native Hispanic cultures. This group feels deeply connected to both aspects of their identities and has, in a sense, created their own blended, hybrid culture. As Ilse Calderon, an investor at OVO Fund, wrote on TechCrunch, a Hypercultural Latinx person is “100% Hispanic and 100% American.”
So, what do they want to buy? While Latinx people are clearly not a monolith, there are a few key trends across the community. According to research in the PwC Consumer
Intelligence Series, the Latinx population is especially enticed by new tech products. They are active on TikTok and exceedingly more likely to use WhatsApp and other social media platforms than other groups.
Nielsen also found that 45% of Latinx consumers buy from brands whose social values and causes align with theirs. This is 17% higher than the general population. Latinx people also share strong family values, as well as pride in their distinct cultural heritages. That is why organizations must engage the Latinx community and invite Latinx people to share their experiences.
It is pivotal that business leaders understand that “Latinx” is not a single streamlined culture. Rather, it is a diverse mix of traditions, nationalities, and values.
Embracing these cultural nuances is a key to understanding Latinx audiences. Organizations must consider methods to appeal to distinct Latinx groups, rather than marketing to the group as a whole.
Cultivating and advancing Latinx talent in the workplace
It isn’t only consumers that businesses should be thinking about. Latinx talent has also accounted for a massive 75% of U.S. labor force growth over the past six years, according to Nielsen. Nevertheless, only 3.8% of executive positions are held by Latinx men, and only 1.5% of are held by Latinx women.
Clearly, companies have a lot of work to do to attract and cultivate Latinx talent—and it all starts with recruitment. To ensure a diverse work force, companies must utilize culturally competent recruitment strategies that not only make new positions appealing to a variety of job seekers, but also give every applicant a fair chance.
According to an article in Hispanic Executive, understanding cultural differences can help recruiters create job descriptions that more effectively appeal to different communities. For example, the Latinx community feels a more communal sense of identity, compared to the more individualistic sense of identity in European-American culture. Recruiters should keep this in mind when thinking about what necessary skills they are highlighting for available roles.
Click here to read the complete article on Bloomberg.
The second installment of Bloomberg’s Power of Difference series on Black wealth offered a deep dive into issues that impact intergenerational Black wealth transfer. The three part series, hosted by Bloomberg LP and Bloomberg Philanthropies, seeks to highlight and encourage dialogue about the structures that aid in Black wealth accumulation and extraction.
Speakers discussed why wealth transfer remains pivotal to building wealth in the United States and explained how the historical lack of opportunity for Black families to preserve and pass on wealth has contributed to the prevalence of racial wealth inequality today.
Inherited wealth plays a pivotal role in advancing the economic launch point for future generations. Despite the pervasiveness of the American rags to riches story, the wealthiest families have certainly benefited from this capital infusion power–about 30% of the Forbes 400 inherited at least $50 million. Middle and working-class families can use transferred capital and assets to boost emergency savings, make down payments on homes, pay tuition for private schools and higher education, and invest in the financial markets or new entrepreneurship.
Black families, however, are five times less likely than white families to receive a sizable inheritance. When they do, the amount is still typically three times lower on average than what white families receive. This disparity has contributed to Black Americans falling behind in wealth accumulation while white generational peers are empowered to move towards further economic stability and advancement. Black families have certainly been capable of growing assets even in the shadow of Jim Crow and other forms of systemic racism that persist to this day. So why haven’t they been able to hold on to this wealth and pass it to their heirs?
Before the Race Massacre of 1921, the Greenwood district in Tulsa, Oklahoma, was a vibrant, thriving community of Black residents, like many of the “Freedmen’s Towns, and “Freedom Colonies established after the Civil War. Families there owned land, operated businesses, and ran community-sustaining institutions to create property wealth with an estimated value of over $200 million in today’s dollars, earning Greenwood the moniker “Black Wall Street.” When the Greenwood neighborhood was burned to ashes during a violent racial attack, hundreds of residents lost their lives and businesses, thousands of survivors were left homeless and impoverished, and many of them were hunted down, executed, or imprisoned. Laws were passed by the city of Tulsa to impede the rebuilding of Greenwood by survivors and their families. The most disheartening part of Greenwood’s story: this was not an uncommon occurrence.
In Chicago alone, approximately 1,000 Black homes and businesses were burned down during the Red Summer of 1919, a season of racism-fueled on Black communities across the nation. The segregation and violence of Jim Crow, in particular, have been theorized to have had a pervasive impact, stifling Black innovation and entrepreneurship with the threat of violent reprisal for Black wealth building.
In the latest Power of Difference event, speakers discussed how racially driven violence toward Black people like in Tulsa, Chicago, and elsewhere — particularly during the several decades following the abolishment of slavery — was used to rob Black people, destroy their property and intimidate them from building wealth. Government policies, local and federal, often neglected to protect Black communities from this ongoing threat, and instead have codified many racially discriminatory policies such as redlining, government seizures under eminent domain, and disenfranchisement. In turn, such practices have systematically destroyed and eroded the value of Black wealth since the Reconstruction era, with the effects felt to this day.
Pathways to recovery and resilience
Despite economic impediments and discriminatory policies, strategic options and vehicles for securing assets can help more Black families strengthen the economic mobility of future generations. Session speakers painted a detailed picture of how to address these systemic injustices: loopholes in state property inheritance laws can be closed; discriminatory institutional practices and local ordinances, such as those that might assign more value to land according to who owns it, can be revoked; and concentrations of wealth in Black communities, like those created in Greenwood can be systematically encouraged through initiatives that can start at the individual level.
Sean Anderson, a curator from The Museum of Modern Art, discussed the Reconstructions, Architecture, and Blackness in America exhibition he created with scholar and architect Mabel Wilson and 11 Black architects, designers and artists. Supported by Bloomberg Philanthropies, the project aims to encourage reflection on how Black communities strive to build and rebuild in the face of economic and social challenges, and “…how history can be made visible and equity can be built”. The exhibition sparks questions about topics such as “What might our nation look like today if all-Black towns of the past had been allowed to thrive?” and “How might Black community spaces be used to prepare for threats imposed by climate change?”
Reggie Lee, Partner and Chief Transformation Officer at The Carlyle Group described the ten-year journey he took to reclaim the family land that his great grandmother, a formerly enslaved person, had purchased during the Reconstruction era. His story serves as a case study for reclaiming and preserving family-owned assets. For example, to keep the newly reclaimed property intact for future generations, using a trust to ensure legacy building.
The panel Q&A delved into reasons for the continued loss of Black assets and different ways better laws, policies, and individual practices could help reverse this trend. Lack of wills and vehicles like trusts, for example, can make family land and other asset claims vulnerable to loopholes in policies, such as heirs property laws (aka ownership in common) or inheritance taxes. However, it is estimated that 70% of Black Americans do not have a will or estate plan.
Hispanic Americans are launching more new businesses, achieving higher levels of education, and reaching the C-suite of Fortune 500 companies in greater numbers than ever.
Surprisingly, these advancements and economic milestones are often unknown by the very people responsible for them – according to a recent survey, 77% of Latinx have no idea of their communities’ potential and contributions.
In that spirit, Bloomberg is spotlighting these accomplishments – and the perception gap behind them.
By celebrating and recognizing their influence and success, Hispanic Americans can feel more awakened, empowered and secure in the progress they’re making – both individually and as a united group.
And:
However:
Taking action
With this perception gap in mind, we spoke to members of the Hispanic community here at Bloomberg, learning their thoughts on this perception gap and the work necessary to close it.
As a Latina, I don’t see Latinx achievements promoted enough in our schools, the workplace, and in mass media. We are making progress through employee resource groups here at Bloomberg, which aim to highlight the achievements of Latinx in the corporate landscape and the world, but there is still lots of opportunity to expose all the wonderful growth and achievements of our community. I actively seek out Latinx representation on a daily basis by specifically supporting Latinx authors, joining organizations for Latinx advancement, reading Latinx news outlets, and supporting Latinx-run businesses. If we were more celebrated, with our contributions and presence being more prevalent, the perception could change. Our reach needs to be wider. – Juliana Rodriguez, Engineering
I’m driven by my heritage, coming from a family of Latinx small business owners and seeing how hard my family has worked over the years to start and grow businesses, making them successful not only for this generation but for my kids’ and beyond. That’s how I see the achievements of the Latinx community: work ethic, drive, and passion to pave a way for their families. There is still a huge gap when it comes to recognizing the community’s achievements because people need to care and be open to seeing this community as a whole for who they are. – Stephanie Saliba, Global Data
We need to make our collective voice louder than the spun narrative of the sensational news cycle. Let’s get comfortable with talking about the larger power the Latinx community has, including how we contribute to the economy, our workforce participation, our leading rates of entrepreneurship, business ownership, startup businesses, and overall contribution to GDP. Let’s also highlight our increased political power, in terms of percentage of the electorate, and our ability to demand change and action from our representatives that will benefit our community. – Priscilla Cunza-Marin, Global Data
