Researchers from Germany have developed a method for identifying mental disorders based on facial expressions interpreted by computer vision.
The new approach can not only distinguish between unaffected and affected subjects, but can also correctly distinguish depression from schizophrenia, as well as the degree to which the patient is currently affected by the disease.
The researchers have provided a composite image that represents the control group for their tests (on the left in the image below) and the patients who are suffering from mental disorders (right). The identities of multiple people are blended in the representations, and neither image depicts a particular individual:
Individuals with affective disorders tend to have raised eyebrows, leaden gazes, swollen faces and hang-dog mouth expressions. To protect patient privacy, these composite images are the only ones made available in support of the new work.
Until now, facial affect recognition has been primarily used as a potential tool for basic diagnosis. The new approach, instead, offers a possible method to evaluate patient progress throughout treatment, or else (potentially, though the paper does not suggest it) in their own domestic environment for outpatient monitoring.
The paper states*:
‘Going beyond machine diagnosis of depression in affective computing, which has been developed in previous studies, we show that the measurable affective state estimated by means of computer vision contains far more information than the pure categorical classification.’
The researchers have dubbed this technique Opto Electronic Encephalography (OEG), a completely passive method of inferring mental state by facial image analysis instead of topical sensors or ray-based medical imaging technologies.
The authors conclude that OEG could potentially be not just a mere secondary aide to diagnosis and treatment, but, in the long term, a potential replacement for certain evaluative parts of the treatment pipeline, and one that could cut down on the time necessary for patient monitoring and initial diagnosis. They note:
‘Overall, the results predicted by the machine show better correlations compared to the pure clinical observer rating based questionnaires and are also objective. The relatively short measurement period of a few minutes for the computer vision approaches is also noteworthy, whereas hours are sometimes required for the clinical interviews.’
However, the authors are keen to emphasize that patient care in this field is a multi-modal pursuit, with many other indicators of patient state to be considered than just their facial expressions, and that it is too early to consider that such a system could entirely substitute traditional approaches to mental disorders. Nonetheless, they consider OEG a promising adjunct technology, particularly as a method to grade the effects of pharmaceutical treatment in a patient’s prescribed regime.
The paper is titled The Face of Affective Disorders, and comes from eight researchers across a broad range of institutions from the private and public medical research sector.
(The new paper deals mostly with the various theories and methods that are currently popular in patient diagnosis of mental disorders, with less attention than is usual to the actual technologies and processes used in the tests and various experiments)
Data-gathering took place at University Hospital at Aachen, with 100 gender-balanced patients and a control group of 50 non-affected people. The patients included 35 sufferers from schizophrenia and 65 people suffering from depression.
For the patient portion of the test group, initial measurements were taken at the time of first hospitalization, and the second prior to their discharge from hospital, spanning an average interval of 12 weeks. The control group participants were recruited arbitrarily from the local population, with their own induction and ‘discharge’ mirroring that of the actual patients.
In effect, the most important ‘ground truth’ for such an experiment must be diagnoses obtained by approved and standard methods, and this was the case for the OEG trials.
However, the data-gathering stage obtained additional data more suited for machine interpretation: interviews averaging 90 minutes were captured over three phases with a Logitech c270 consumer webcam running at 25fps.
The first session comprised of a standard Hamilton interview (based on research originated around 1960), such as would normally be given on admission. In the second phase, unusually, the patients (and their counterparts in the control group) were shown videos of a series of facial expressions, and asked to mimic each of these, while stating their own estimation of their mental condition at that time, including emotional state and intensity. This phase lasted around ten minutes.
In the third and final phase, the participants were shown 96 videos of actors, lasting just over ten seconds each, apparently recounting intense emotional experiences. The participants were then asked to evaluate the emotion and intensity represented in the videos, as well as their own corresponding feelings. This phase lasted around 15 minutes.
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.
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.
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.
The cows in Farmer John’s pasture lead an idyllic life. They roam through tree-shaded meadows, tearing up mouthfuls of clover while nursing their calves in tranquility.
Tawny brown, compact and muscular, they are Limousins, a breed known for the quality of its meat and much sought-after by the high-end restaurants and butchers in the nearby food mecca of Maastricht, in the southernmost province of the Netherlands. In a year or two, meat from these dozen cows could end up on the plates of Maastricht’s better-known restaurants, but the cows themselves are not headed for the slaughterhouse. Instead, every few months, a veterinarian equipped with little more than a topical anesthetic and a scalpel will remove a peppercorn-size sample of muscle from their flanks, stitch up the tiny incision and send the cows back to their pasture.
The biopsies, meanwhile, will be dropped off at a lab in a nondescript warehouse in Maastricht’s industrial quarter, five miles away, where, when I visit in July, cellular biologist Johanna Melke is already working on samples sent in a few days prior. She swirls a flask full of a clear liquid flecked with white filaments—stem cells isolated from the biopsy and fed on a nutrient-dense growth medium. In a few days, the filaments will thicken into tubes that look something like short strands of spaghetti. “This is fat,” says Melke proudly. “Fat is really important. Without fat, meat doesn’t taste as good.”
On the opposite side of the building, other scientists are replicating the process with muscle cells. Like the fat filaments, the lean muscle cells will be transferred to large bioreactors—temperature- and pressure-controlled steel vessels—where, bathed in a nutrient broth optimized for cell multiplication, they will continue to grow. Once they finish the proliferation stage, the fat and the muscle tissue will be sieved out of their separate vats and reunited into a product resembling ground hamburger meat, with the exact same genetic code as the cows in Farmer John’s pasture. (The farmer has asked to go by his first name only, in order to protect his cows, and his farm, from too much media attention.)
That final product, identical to the ground beef you are used to buying in the grocery store in every way but for the fact that it was grown in a reactor instead of coming from a butchered cow, is the result of years of research, and could help solve one of the biggest conundrums of our era: how to feed a growing global population without increasing the greenhouse-gas emissions that are heating our planet past the point of sustainability. “What we do to cows, it’s terrible,” says Melke, shaking her head. “What cows do to the planet when we farm them for meat? It’s even worse. But people want to eat meat. This is how we solve the problem.”
When it comes to the importance of fat in the final product, Melke admits to a slight bias. She is a senior scientist on the Fat Team, a small group of specialists within the larger scientific ecosystem of Mosa Meat, the Maastricht-based startup whose founders introduced the first hamburger grown from stem cells to the world eight years ago. That burger cost $330,000 to produce, and now Melke’s Fat Team is working with the Muscle Team, the (stem cell) Isolation Team and the Scale Team, among others, to bring what they call cell-cultivated meat to market at an affordable price.
They are not the only ones. More than 70 other startups around the world are courting investors in a race to deliver lab-grown versions of beef, chicken, pork, duck, tuna, foie gras, shrimp, kangaroo and even mouse (for cat treats) to market. Competition is fierce, and few companies have allowed journalists in for fear of risks to intellectual property. Mosa Meat granted TIME exclusive access to its labs and scientists so the process can be better understood by the general public.
More than 200 climate scientists just released a stark look at how fast the climate is warming, showing heat waves, extreme rain and intense droughts are on the rise. The evidence for warming is “unequivocal” but the extent of future disasters will be determined by how fast governments can cut heat-trapping emissions. Here are the top findings from the report.
#1 Humans are causing rapid and widespread warming
Carbon dioxide in the atmosphere has now reached the highest level in at least the past 2 million years. As a result, temperatures are warming quickly. Since 1970, global temperatures have increased faster than in any other 50-year period in the last 2,000 years. Some parts of the globe, like the poles, are warming even faster.
#2 Extreme weather is on the rise and will keep getting worse
Heat waves are more frequent and intense. Storms are dumping more rainfall, causing floods. Droughts are getting hotter and drier. Scientists are finding these trends are directly linked to the human influence on the climate and they’re getting worse.
#3 If humans cut emissions, the worst impacts are avoidable
While the planet will continue warm in the near-term, scientists say there is still time to prevent catastrophic climate change. That would mean a rapid drop in emissions from power plants and cars over the next few decades, essentially halting the use of fossil fuels.
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.
The mystique of Mars is one that humans can’t seem to resist. The red planet has easily captured our interest for centuries, heavily featured in science fiction books and films and the subject of robotic exploration since the 1960s.
In February, three spacecraft arrived at Mars after departing from different launch points on Earth in July. These myriad missions seek to understand our planetary neighbor and unlock the secrets of its past to prepare for future exploration.
The three missions — China’s Tianwen-1, the United Arab Emirates’ Hope Probe and NASA’s Perseverance rover — took advantage of an alignment between Mars and Earth that occurs every 26 months, allowing for quicker and more efficient trips when the two planets are on the same side of the sun.
The Hope Probe will stay in orbit for a Martian year — equivalent to 687 days on Earth — to gather data about Mars’ atmosphere.
Tianwen-1, whose name means “Quest for Heavenly Truth,” is orbiting the planet before landing a rover on the surface, with the hope that it can gather important information about the Martian soil, geological structure, environment, atmosphere and signs of water.
The Perseverance rover is searching for signs of ancient life on Mars and will collect samples to be returned to Earth by future missions.
Perseverance also carries the names of nearly 11 million people etched on three silicon chips. She is a robotic scientist exploring Mars on behalf of humanity and is able to share what she sees and hears through 23 cameras, including video, and two microphones.
If three missions arriving at Mars within days of each other seems excessive, imagine explorers seeing Earth for the first time and wanting to understand all aspects of its past, climate, water, geology and life systems. It takes time and different capabilities to explore aspects of an entire planet to know the real story.
When astronaut Scott Kelly spent nearly a year in space, his heart shrank despite the fact that he worked out six days a week over his 340-day stay, according to a new study.
Surprisingly, researchers observed the same change in Benoît Lecomte after he completed his 159-day swim across the Pacific Ocean in 2018.
The findings suggest that long-term weightlessness alters the structure of the heart, causing shrinkage and atrophy, and low-intensity exercise is not enough to keep that from happening. The study published Monday in the American Heart Association’s journal Circulation.
Photo : CNN
The gravity we experience on Earth is what helps the heart to maintain both its size and function as it keeps blood pumping through our veins. Even something as simple as standing up and walking around helps pull blood down into our legs.
When the element of gravity is replaced with weightlessness, the heart shrinks in response.
Kelly lived in the absence of gravity aboard the International Space Station from March 27, 2015, to March 1, 2016. He worked out on a stationary bike and treadmill and incorporated resistance activities into his routine six days a week for two hours each day.
Lecomte swam from June 5 to November 11, 2018, covering 1,753 miles and averaging about six hours a day swimming. That sustained activity may sound extreme, but each day of swimming was considered to be low-intensity activity.
Even though Lecomte was on Earth, he was spending hours a day in the water, which offsets the effects of gravity. Long-distance swimmers use the prone technique, a horizontal facedown position, for these endurance swims.
Researchers expected that the activities performed by both men would keep their hearts from experiencing any shrinkage or weakening. Data collected from tests of their hearts before, during and after these extreme events showed otherwise.
Kelly and Lecomte both experienced a loss of mass and initial drop in diameter in the left ventricles of the heart during their experiences.
Both long-duration spaceflight and prolonged water immersion led to a very specific adaptation of the heart, said senior study author Dr. Benjamin Levine, a professor of internal medicine/cardiology at the University of Texas Southwestern Medical Center.
While the authors point out that they only studied two men who both performed extraordinary things, further study is needed to understand how the human body reacts in extreme situations.
There is no question that we are all more dependent on technology than ever. So what happens when that tech does not work?
In the past, Emily Dreyfuss used an old-school strategy: She yelled.
When Amazon’s Alexa spat out wrong answers or misunderstood questions, Dreyfuss let the virtual assistant have it.
“I used her as a scapegoat for my feelings,” said Dreyfuss, a writer and editor for Harvard’s Shorenstein Center. “When you have a non-sentient and annoying device in your home, who isn’t doing what you want, I talked to her in not the nicest terms. And my husband ganged up on her, too.”
Tech frustrations like this have happened to all of us. Your wifi is always dropping out. Your passwords do not work. Your laptop crashes, and you lose everything you were working on. Just reading about those possibilities could be enough to raise your blood pressure.
Technology can damage our state of mind, and new research is bearing that out: Computer giant Dell Technologies, in partnership with neuroscience firm EMOTIV, put people through a gauntlet of bad tech experiences, and then measured their brainwaves to gauge their reactions.
Test subjects had trouble logging on, or had to navigate sluggish applications, or saw their spreadsheets crash.
“The moment people started using bad technology, we saw a doubling of their levels of stress,” said Olivier Oullier, EMOTIV’s president. “I was a bit surprised by that, because you rarely see those levels going so high. Tech stress had a lasting effect, Oullier added. “People don’t relax back into calmness quickly. It takes a long time.”
Company bottom lines have suffered along with the mental health of employees. Constant frustration with bad tech affects how staffers handle their daily workloads, especially younger workers. Gen Z and Millennial test subjects saw a whopping 30% productivity drop as a result.
“Bad experiences affect you regardless of computer literacy,” said Cile Montgomery, who leads customer experience initiatives for Dell. “But young people seem to be even more impacted, because they expect technology to work.”