Category Archives: Technology

NEW YORK, Dec. 18, 2020 /PRNewswire/ --Capt. Franz Almeida has a practiced eagle's eye, honed over thousands of flight hours as a pilot. Junaid Mian, RPh, understands the challenges inherent to maintaining human health through the lens of work as a pharmacist. Both followed unique paths, which led them to angel investing. The two met at the NY chapter of the Harvard Business School.

Together they identified a yawning gap between space technology and biotechparticularly longevityverticals. They recognized that the world's economy is in the throes of change so radical that future generations will see the 21st century as a clear delineation marking a decidedly Earthbound humanity split from humanity that can freely live in and explore space.

The space economy explosion is happening, and there is no better time to invest than as early on as possible during that explosion. The latest estimates of the global space economy are well over $400 billion, and if growth continues to accelerate, many analyses point to a $1 trillion space economy just around the corner. The human longevity market is nearly as massive: A Merrill Lynch analysis revealed that the sector generates over $110 billion annually now and is growing to over $600 billion by 2025.

Without massive and ongoing investment and progress across both space technology and human longevity verticals, we will never be able to truly unlock the potential that our Solar System, and our galaxy, holds.

"A big part of why progress against aging used to be so slow was that so few experts on aging had an engineer's way of thinking. The convergence of those communities is making all the difference."

Aubrey de Grey, VP of New Technology Discovery at AgeX Therapeutics, Inc and Chief Science Officer of the SENS Research Foundation and Human Longevity advisor at SP8CEVC

And that's where Junaid Mian, RPh, and Capt. Franz Almeida comes in. The pair's varied perspectives have been a decisive match when it comes to examining the potential in merging investments across the space tech and human longevity verticals. Almeida and Mian are launching a new Rolling Fund in partnership with AngelList, with an exacting focus on solving the problem that is the future of humankind.

Under the umbrella of SP8CEVC, LPs will be able to gain exposure to deals to empower growing ventures in space technology and human longevity. Why these two rather specific categories? Simple: Moving to an economy based on the resources of our entire Solar System enables a much more substantial timeline for humanity's existence, and biotechnology work in longevity enables people to live and work in space.

The SP8CEVC partners who initially started with a traditional fund structure have chosen to use AngelList's rolling fund Reg 506(c) model to open up investment possibilities in these most critical verticals. As a series of quarterly pooled investment funds, SP8CEVC will give investors access to their deal flow quarterly on a subscription basis.

This new structure accelerates the pace of investing and, as a benefit, also helps promote innovation in those businesses.

The SP8CEVC team launched yesterday at TechCrunch Sessions: SPACE 2020. Investors and LPs interested in setting the pace for future advancement can have access to SP8CEVC's deal flow before anyone else here.

Media Contact:Franz Almeida917-287-5674 [emailprotected]

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Introducing SP8CEVC: The World's First Space Technology and Human Longevity Focused Rolling Fund in Partnership with AngelList - PRNewswire

Westport, CT, Dec. 18, 2020 (GLOBE NEWSWIRE) -- BioSig Technologies, Inc. (NASDAQ: BSGM) (BioSig or the Company), a medical technology company commercializing a proprietary biomedical signal processing platform designed to improve signal fidelity and uncover the full range of ECG and intra-cardiac signals, today announced that the Company and its NeuroClear Technologies division signed a new research agreement with the University of Minnesota.

Under the terms of the agreement, the Company intends to launch a program to develop novel therapies to treat sympathetic nervous system disease. Due to launch in Q4 2020, the program studies are expected to form a foundation for developing a new platform technology to address disorders of the autonomic nervous system. NeuroClear intends to develop new intellectual properties and products, including new hardware, software, and algorithmic solutions, with the support of a tier 1 US-based manufacturing partner and take it through FDA approval, manufacturing, and commercialization. The R&D program will be run under the leadership of Richard W. Bianco, Ph.D., Professor, Director of Experimental Surgical Services (ESS), Department of Surgery in the University of Minnesota Medical School, John W. Osborn, Ph.D., Professor, Department of Surgery and Director of the Minnesota Consortium for Autonomic Neuromodulation (MCAN) in the University of Minnesota Medical School and Barry Keenan, Ph.D., Vice President of Engineering at NeuroClear.

We are very pleased to commence a new research and development program with the accomplished team at the University of Minnesota. Our mission is to lead through innovation in bioelectronic medicine, and we are most impressed with the cutting-edge research work led by John and his colleagues. Our team made tremendous progress in the past twelve months, having identified several lucrative opportunities, onboarded a leading manufacturing partner, and developed a scientific proposal to drive this program forward. We are thrilled to begin this new chapter and look forward to reporting on our progress, commented Kenneth L Londoner, Chairman, and CEO of BioSig Technologies, Inc.

I am extremely excited about this strong collaboration between the University of Minnesota and NeuroClear Technologies. This agreement combines the rich expertise in autonomic neuromodulation, the 40-year track recorded of ESS in device development at the University of Minnesota, with NeuroClears mission to develop technology for recording and processing of biological signals specifically for treating the diseases of the autonomic nervous system. This aligns perfectly with the mission of MCAN. said John W. Osborn, Ph.D.

University of Minnesota is at the forefront of autonomic neuromodulation research. We believe that with their expertise, resources and collaboration, we can accelerate product development of new novel bioelectronic medicine devices, commented Barry Keenan, Ph.D., Vice President of Engineering of BioSig Technologies, Inc.

The Company previously reported that it appointed John W. Osborn, Ph.D. as a Consultant on autonomic neuromodulation and raised $3.7 million in an initial seed round in August 2019.

About NeuroClear TechnologiesFounded in November 2018, NeuroClear Technologies aims to address some of the biggest challenges in bioelectronic medicine, including, but not limited to, targeted nerve stimulation and a closed feedback loop system. NeuroClear intends to build upon the core competencies in recording and analyzing intracardiac, surface ECG and neuronal signals, which have been already validated by BioSig, and develop a dedicated product line to address and advance current therapies within several markets, such as cognitive disorders and nephrology.

About BioSig TechnologiesBioSig Technologies is a medical technology company commercializing a proprietary biomedical signal processing platform designed toimprove signal fidelity and uncover the full range of ECG and intra-cardiac signals(www.biosig.com).

The Companys first product,PURE EP (tm) System,is a computerized system intended for acquiring, digitizing, amplifying, filtering, measuring and calculating, displaying, recording and storing of electrocardiographic and intracardiac signals for patients undergoing electrophysiology (EP) procedures in an EP laboratory.

Forward-looking Statements This press release contains forward-looking statements. Such statements may be preceded by the words intends, may, will, plans, expects, anticipates, projects, predicts, estimates, aims, believes, hopes, potential or similar words. Forward-looking statements are not guarantees of future performance, are based on certain assumptions and are subject to various known and unknown risks and uncertainties, many of which are beyond the Companys control, and cannot be predicted or quantified and consequently, actual results may differ materially from those expressed or implied by such forward-looking statements. Such risks and uncertainties include, without limitation, risks and uncertainties associated with (i) the geographic, social and economic impact of COVID-19 on our ability to conduct our business and raise capital in the future when needed, (ii) our inability to manufacture our products and product candidates on a commercial scale on our own, or in collaboration with third parties; (iii) difficulties in obtaining financing on commercially reasonable terms; (iv) changes in the size and nature of our competition; (v) loss of one or more key executives or scientists; and (vi) difficulties in securing regulatory approval to market our products and product candidates. More detailed information about the Company and the risk factors that may affect the realization of forward-looking statements is set forth in the Companys filings with the Securities and Exchange Commission (SEC), including the Companys Annual Report on Form 10-K and its Quarterly Reports on Form 10-Q. Investors and security holders are urged to read these documents free of charge on the SECs website at http://www.sec.gov. The Company assumes no obligation to publicly update or revise its forward-looking statements as a result of new information, future events or otherwise.

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BioSig's Division NeuroClear Technologies Signs a Research Agreement with the University of Minnesota - GlobeNewswire

If youre producing a lot of waste, there is something not functioning efficiently inside your ... [+] organization" says Nate Morris, Chairman and CEO of Rubicon.

As more people and companies pursue a zero-waste future looking to reduce what they dispose of and maximize the reuse of materials and expectations around ESG reporting grow, a new industry has emerged that uses software and other technology to advance these goals.

One leader in the growing zero-waste field is Rubicon, founded by Nate Morris, who serves as Chairman and CEO. The Lexington, Kentucky and New York City-based company was born from his combined interests in public policy, the environment, and the application of technology solutions to solve complex problems. Now, he and the rest of the Rubicon team enables businesses and governments to reduce their waste and manage their recycling while also finding ways to help their customers save money and meet sustainability goals.

Waste is a design flaw, Morris says. If youre producing a lot of waste, there is something not functioning efficiently inside your organization. It is really an indicator of a sophisticated business if you have a very lean and efficient recycling operation.

As a Certified B Corporation, Rubicon also amplifies its mission to end waste by diverting waste away from landfills and protecting the planets future. To learn how Rubicon uses technology to shrink clients trash piles and enhance their ESG (environmental, social, and governance) credentials, I talked with Morris as part of my research onpurpose-driven business.

Im curious about the story behind Rubicon why and how did you start the business?

Nate Morris, Chairman and CEO of Rubicon

Nate Morris:Rubicon really represents a passion that Ive had since high school around public policy and the intersection of government and business, and using free market solutions to solve the biggest and longest-standing challenges our world faces. And waste is one of the oldest of those. It goes back to the beginning of civilization, and is one of those issues that we dont want to think about we just want to keep it out of sight and out of mind.

Often its thought that making money and doing something good for the environment are mutually exclusive propositions. But I believe we can do both, and that the greatest catalyst for environmental change can come through business. Where government has sometimes struggled with solutions to these kinds of complicated problems, innovative businesses have stepped up and found ways to tackle them. That is really what drove me to start looking at a lot of these kinds of broader, human issues and what would ultimately lead me to waste.

Waste tells a story about what we are leaving behind a legacy of sorts and there is a prime opportunity for my generation of entrepreneurs to reimagine this category. We have an industry thats been built almost entirely around landfills and burying garbage in the ground, and I felt strongly that that needed to change.

How does Rubicon use technology to make waste reduction more efficient and feasible?

Waste is known as the toughest industry in the world, and one with very little transparency into its actual functions and operations.

Very few people, if any, ever ask questions about their waste. What's going on with my waste bill? How much is my recycling? How much am I paying each month? Its sort of out of sight, out of mind. But technology allows us to leverage the ability to be transparent and to actually get real-time information about whats happening with our waste and recycling.

Its also an industry in which businesses are handed down through the generations, which makes it extremely difficult to break in as a newcomer. Now those relationships from prior generations are being upset by sophisticated technology, the application of data and analytics, software products, and a vision for how the industry is going to evolve and ultimately influence the direction that the environmental movement takes in the future.

Rubicon is a completely digital company, its a software business. Our business model incentivizes other means of disposal something other than burying trash on the ground. We dont own trucks. We dont own landfills. So our incentives are radically different compared to the way the industry has operated historically.

Think about it: If you own the truck, you have to run it to make your profit. So that brings with it a risk that the account is overserviced, meaning that an account that should be picked up five times a week may get picked up seven times a week. We are using our software to analyze the millions of locations we have in our database and adjust the level of service accordingly. Refinements like these can generate six figure, maybe even seven-figure savings right out of the gate, depending on the business. It also results in less wear and tear on the vehicles and the roads themselves and, finally, less drive time, so theres an environmental benefit in that you get tremendous carbon savings, too.

The data doesnt lie, and the data that we have around the country gives us a great indication of what the correct level of service should be, and our mapping capabilities show us the most efficient route. Our CTO tells a great story that in the old days, prior to Rubicon, a collection route could be thrown off for the entire day if the driver preferred Taco Bell over Kentucky Fried Chicken for their lunch stop.

But now we are able to have a more robust industry that is fairer, more open, and that supports small business growth and empowers new entrepreneurs. Were also very excited to see the next generation of entrepreneurs that have recently joined the space and brought diversity to it. There are new haulers that are minority-owned, veteran-owned, and female-owned in our network and they are making it look more like a true reflection of todays America.

Obviously waste is a big issue in the E dimension. But, regarding your ESG reporting business, what about the S and G dimensions for example, helping companies examine gender dynamics and racial composition of their workforce and governance issues and things like that?

ESG reporting has become a mainstay, and thats because its what the free market demands. Were listening to the market, and what were hearing leads me to believe that there is no greater force for environmental change than business itself. The key driver today is companies saying: Ive got to partner with Rubicon because of ESG reporting requirements. And if I dont get Rubicon, Im not going to get the information that I need to be able to report accurately. They need a credible third party validating those metrics and benchmarks, looking at how theyre doing better year over year related to waste.

I think its accurate to say that waste is a design flaw. If youre producing a lot of waste, there is something not functioning efficiently inside your organization. It is really an indicator of a sophisticated business if you have a very lean, efficient waste and recycling operation. Our software uncovers opportunities for more diversion, which helps to drive up revenue.

We believe the future of Rubicon is going to be centered around what used to be a nice-to-have reporting around recycling and diversion becoming a must-have. A whole generation of consumers are now making purchasing decisions based upon the environmental footprint of the companies with which they spend their money. They look at what youre doing to offset externalities and make sure that you're being responsible with the materials you have.

What the customer and what households are looking for today is sophistication around material. They want to know how to repurpose that material and how to thrive in the 21st century business climate. Customers are voting with their wallet today and are using products to do so they are aligning their dollars with their values.

Thats part of why we became a B Corp. Its just the way we run our business. This is not a moniker that we put up or a nice accreditation. B Corp Certification has informed a lot of our decisions about how weve run and grown our business.

Can you share some examples of companies you started working with and how it has helped them?

One of the businesses that really helped build Rubicon was Papa Johns Pizza. We went to Papa Johns because it was right in our backyard in Kentucky. I remember walking into the meeting and saying to an executive from the company, You know, Ive started this waste company. And he said, Thats great. And you know, I have no idea what were doing with our waste.

So thats often the first conversation that you have with senior executives from a lot of companies. Theyre focused on selling, whether its pizzas or groceries or whatever their product or service might be. Theyre not usually focused on what theyre doing with their waste.

Weve also seen important gains in reverse logistics. With another client, a national variety store chain, we use a robust reverse logistics program where were able to backhaul tons and tons of cardboard. When the trucks drop a load, rather than the trucks going back empty, we load them with cardboard and send that to be recycled. Thats one example of how re-engineering the supply chain can create tremendous revenue and tremendous diversion from landfill. Beforehand that cardboard was just going to the landfill and being thrown away.

We have also partnered with grocery chain Wegmans on their zero-waste journey and made progress toward the circular economy by giving a second life to materials used in the ordinary course of business. Food waste in particular is a massive problem. The U.S. Department of Agriculture (USDA) estimates that 30-40% of the food supply is wasted annually. Its not surprising, then, that committing to zero-waste targets in a grocery setting is a huge challenge that requires elaborate systems thinking revisiting supply chains, establishing sustainable purchasing policies, accurately forecasting demand to minimize spoilage, and managing waste generated in operations. Our program with Wegmans aims to cut food waste in half by 2030.

Throughout our partnership, we have also worked with Wegmans to identify ways of repurposing, refurbishing, and recycling a variety of materials, including non-food products. For instance, weve recycled thousands of pounds of granite countertop, and found a second use for seafood containers and bakery racks. We also developed a program to recycle kitchen oil and grease, and to convert meat products into biofuels. Each solution brings Wegmans closer to their zero-waste goal.

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Waste Is A Design Flaw: Rubicon Taps Technology To Help Businesses And Governments Save Money And Go Zero-Waste - Forbes

DUBLIN, Dec. 18, 2020 /PRNewswire/ -- The "STING Pathway Targeting Therapeutics and Technologies Market, 2020-2030" report has been added to ResearchAndMarkets.com's offering.

The "STING Pathway Targeting Therapeutics and Technologies" report features an extensive study of the current market landscape and future potential of these therapeutics and affiliated technologies, over the next decade. This study focuses specifically on small molecule STING modulators. The report features an in-depth analysis, highlighting the diverse capabilities of stakeholders engaged in this domain.

In recent years, promising insights from research on the cytosolic DNA sensing (cGAS -STING) pathway has caused a lot of enthusiasm within medical science community. Basically, the STING pathway offers an alternative approach to harnessing the immune system, in order to pharmacologically treat a number of clinical conditions, including oncological and autoimmune disorders. The aforementioned therapeutic benefits can be achieved using modulators of the STING/cGAS-pathway. Over the years, a number of such modulators, capable of either activating or downregulating the STING pathway, have been developed. More than 50 experimental interventions based on this relatively novel concept are currently being developed for the treatment of oncological, autoimmune and inflammatory disorders.

The popularity of STING pathway modulation and growing interest of drug developers in this upcoming field of therapeutics is evident in the rising volume of affiliated scientific literature (1,000+ related articles on NCBI's PubMed portal since 2015). Moreover, capital investments worth over USD 2.6 billion have been made by various private and public sector investors to fund product development activity. In addition, there have been multiple, high value technology licensing deals in this domain, since 2015.

As a result, there has been a considerable rise in number of companies taking initiatives in this field, over the past 4-5 years alone. Interestingly, several big pharma players are also actively evaluating multiple STING agonists/antagonists. It is also worth noting that molecular research into the pathogenesis of the novel SARS-CoV-2 viral strain suggests that COVID-19 may be a STING-related disorder, characterized by delayed over-secretion of IFN-?.

STING, in humans, is mostly expressed in lung alveolar epithelial cells, endothelial cells, and spleen cells, which are considered crucial for COVID-19 pathogenesis. Therefore, rapid assessments of STING polymorphisms may actually be useful in identifying individuals who are at high risks of contracting a severe form of this infection. Further, a better understanding of the underlying mechanisms associated with the novel coronavirus induced STING-pathway over-activation, may enable the development of potential therapeutic candidates against COVID-19.

Currently, there are no approved STING pathway-targeting drugs/therapy products in the market. However, some promising leads are anticipated to be launched over the coming decade, following which the market is projected to grow at a substantial pace.

One of the key objectives of the report was to estimate the existing market size and identify potential future growth opportunities for novel technologies designed for the development of STING pathway modulators. Based on the likely licensing deal structures and agreements that are expected to be signed in the foreseen future, we have provided an informed estimate on the evolution of the market over the period 2020-2030.

Key Topics Covered:

1. PREFACE1.1. Scope of the Report1.2. Research Methodology1.3. Key Questions Answered1.4. Chapter Outlines

2. EXECUTIVE SUMMARY

3. INTRODUCTION3.1. Stimulator of Interferon Genes (STING) Pathway 3.2. STING Signaling 3.3. STING Pathway Modulators3.4. Key Variants of STING3.5. Non-immunological Functions of the STING Pathway3.6. Concluding Remarks

4. STING PATHWAY TARGETING THERAPEUTICS: CURRENT MARKET LANDSCAPE4.1. Chapter Overview4.2. STING Pathway Targeting Therapeutics: Development Pipeline4.3. STING Pathway Targeting Therapeutics: Developer Landscape4.4. STING Pathway Targeting Therapeutics: List of Clinical Trials

5. STING PATHWAY TARGETING TECHNOLOGIES: CURRENT MARKET LANDSCAPE5.1. Chapter Overview5.2. STING Pathway Targeting Technologies: List of Technology Developers

6. COMPANY PROFILES6.1. Chapter Overview6.2 STING Agonist Developers6.2.1. Aduro Biotech6.2.1.1. Company Overview6.2.1.2. Financial Information6.2.1.3. Product Description: ADU-S100 (MIW815)6.2.1.4. Recent Developments and Future Outlook6.2.2. Bristol-Myers Squibb6.2.3. Eisai6.2.4 GlaxoSmithKline6.2.5. ImmuneSensor Therapeutics6.2.6. Merck6.2.7. Noxopharm6.2.8. Spring Bank Pharmaceuticals6.2.9. Synlogic6.3. STING Antagonist Developers6.3.1 Avammune Therapeutics6.3.2. Curadev6.3.3 ImmuneSensor Therapeutics6.3.4. Nimbus Therapeutics6.3.5. Sirenas6.3.6. Spring Bank Pharmaceuticals6.3.7. STINGINN6.3.8. STipe Therapeutics

7. ACADEMIC GRANT ANALYSIS7.1. Chapter Overview7.2. Scope and Methodology7.3. STING Pathway Targeting Therapeutics: List of Academic Grants7.4. Grant Attractiveness Analysis

8. STING RELATED INITIATIVES OF BIG PHARMACEUTICALS PLAYERS8.1. Chapter Overview8.2. Scope and Methodology8.3. Initiatives Undertaken by Big Pharma Players8.4. Benchmarking Big Pharma Players

9. START-UP HEALTH INDEXING9.1. Chapter Overview9.2. Scope and Methodology9.3. Benchmarking of Start-ups

10. PUBLICATION ANALYSIS10.1. Chapter Overview10.2. Scope and Methodology10.3. STING Pathway Targeting Therapeutics: Recent Publications

11. PARTNERSHIPS AND COLLABORATIONS11.1. Chapter Overview11.2. Partnership Models11.3. STING Pathway Targeting Therapeutics: Recent Partnerships

12. FUNDING AND INVESTMENT ANALYSIS12.1. Chapter Overview12.2. Types of Funding12.3. STING Pathway Targeting Therapeutics: Recent Funding Instances12.4. Concluding Remarks

13. MARKET SIZING AND OPPORTUNITY ANALYSIS13.1. Chapter Overview13.2. Key Assumptions and Forecast Methodology

14. EXECUTIVE INSIGHTS

15. CONCLUDING REMARKS15.1. Chapter Overview15.2. Key Takeaways

16. APPENDIX 1: TABULATED DATA

For more information about this report visit https://www.researchandmarkets.com/r/by50j8

Research and Markets also offers Custom Research services providing focused, comprehensive and tailored research.

Media Contact:

Research and Markets Laura Wood, Senior Manager [emailprotected]

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Global STING Pathway Targeting Therapeutics and Technologies Market, 2020-2030 - Promising Leads are Anticipated to be Launched Over the Coming Decade...

The University of California has selected 10 finalists for its 2021 Startup Innovation Challenge, held in partnership with Extreme Tech Challenge (XTC), the worlds largest tech-for-good startup competition. The chosen finalists are comprised of companies with game-changing ideas for fighting climate change, feeding the world, curing diseases and saving the day with robots that can be airdropped into disaster zones.

The finalists will pitch their startups to investors at the Global Corporate Venturing Digital Forum in late January as they compete to take home one of two $50,000 prizes. Finalists will also receive pro bono legal services, be mentored by venture capital judges and have a chance to advance as finalists in XTCs regional startup competition. All startups that applied to the competition are still in the running for XTC.

The finalists are divided into two tracks: A growth-stage track for startups that already have Series A funding or proof points of product-market fit; and an early-stage track for startups that have not yet raised Series A funding. One winner will be selected from each track to receive a $50,000 prize.

The University of California Office of the President launched the annual competition to help UC-affiliated startups build funding and strategic partnership relationships with a global ecosystem of corporations and investors that can carry their companies far into the future, said Victoria Slivkoff, UCs global head of Innovation and Entrepreneurship.

The tenacity, ingenuity and the entrepreneurial spirit of UC founders have never been more inspiring than in these unprecedented times, Slivkoff said.

As these 10 finalists demonstrate, UC startups are making an impact in so many sectors of the economy. We want to see these innovative solutions reach the marketplace to help build a sustainable, equitable, inclusive, healthy and prosperous world.

Auctus Surgical: Treating pediatric scoliosis with less invasive methodsCo-founder: Dr. Mohammad Diab, UC San Francisco professor and vice chair of the Department of Orthopedic Surgery and the Department of Pediatrics at UCSF.

Auctus Surgical is developing a less-invasive spinal implant system known as a vertebral body tethering system (VBT) to correct pediatric scoliosis. The system incorporates a dynamic magnetic technology permitting a childs spine to be non-surgically adjusted, eliminating the need for traumatic fusion surgery.

Fixing CO2: Transforming air emissions into renewable fuelsCo-founder and CEO: UC San Diego alumnus Dr. Alma Zhanaidarova

What started as a project to figure out how to supply renewable energy on Mars (where the atmosphere is 95 percent carbon dioxide) is now squarely focused on solving global climate change here on Earth. The Fixing CO2 team is developing a reactor that uses solar and wind energy to convert carbon dioxide emissions into fuels and chemicals. Instead of making fuels from oil or any other fossil sources, we can make them essentially from air, Fixing CO2 co-founder Eldar Akhmetgaliyev told dot.LA.

KovaDx: Bridging health disparities faced by people with sickle cell diseaseFounder and CEO: UC Berkeley bioengineer and physician Dr. Yaw Ofosu Ansong, Jnr.

KovaDx aims to improve the lives of patients with sickle cell disease by making it quicker, cheaper and easier to diagnose and monitor hemolytic anemias. The company has developed a portable, on-demand, point-of-care diagnostic solution that does not need skilled personnel to administer, making it suitable for use in sub-Saharan Africa and other medically underserved regions. Dr. Ansong, a carrier of sickle cell who has lost family members to the disease, is driven by the hope of improving the quality of life for patients.

Takachar: Turning trash into cash (and helping the planet)Co-founder, President and CTO: Lawrence Berkeley National Laboratory, Cyclotron Road fellow Dr. Kevin Kung

Agricultural and forest waste, known as biomass, can be made into marketable products, like fuel and fertilizer. Yet biomass is too bulky for easy transport to processing sites, so it is usually just burned on site adding to air pollution and climate change. Takachar has an economically viable solution to this problem: the development of small-scale, low-cost portable reactors that use a thermochemical treatment to turn waste biomass into valuable products.

Xiretsa: A new weapon in the fight against superbugsCo-founder: UC Santa Barbara alumnus Patrick Dietzen

Xiretsa is developing a new class of antibiotics that can treat infections unresponsive to current antibiotics. The need is urgent: 700,000 people die each year from antibiotic resistance, and as the problem grows, it threatens to make organ transplants, cancer treatments and even routine surgeries risky. Xiretsas technology relies on Anti-Infective Conjugated Electrolytes (ACEs), a paradigm-changing platform that has been demonstrated to cure mice of untreatable superbug infections, representing the first new class of broad-spectrum antibiotics to be discovered in the past 50 years.

MemComputing: Disrupting high-performance computingCo-Founder and CEO: UC San Diego alumnus John Beane

MemComputing has developed software that achieves the speed and performance of quantum computing using patented, non-quantum technology. Computing problems that usually take hours, days and even weeks to solve can now be solved in minutes or seconds, according to co-founder John Beane. Only quantum computing has been perceived as being able to do this, but quantum computing is at least 10 years out. Our technology is available today, Beane says. Our SaaS (software as a service) is free to evaluate so no one needs to take our word for it. They can try it for themselves and make up their minds.

Myogene Bio: Cutting-edge gene therapies for muscle diseasesCo-Founder and CEO: UCLA alumna Dr. Courtney Young

Motivated by a desire to save lives, Myogene Bio is developing gene therapies for devastating muscle diseases. Their lead program, MyoDys45-55 has been shown in mice to be an effective treatment for Duchenne muscular dystrophy, a wasting disease for which there is currently no cure. MyoDys45-55 is designed to permanently fix the underlying cause of the disease, and could help half of all Duchenne patients. Dr. Young developed the gene editing platform that is the basis of MyoDys45-55 during her Ph.D. and postdoc work at UCLA. She was motivated by her cousin Christopher, who was diagnosed with Duchenne in 2008.

Sophies Bionutrients: Feeding a growing planet, sustainablyCo-Founder and CTO: UC Davis alumnus Kirin Tsuei

Sophies Bionutrients is a Singapore-based company that uses patent-pending fermentation technology to grow alternative protein from microalgae. Microalgae packs a protein punch and can be grown using far less land, water and energy than seafood or meat. Says co-founder Eugene Wang: Sophies Bionutrients is on a mission to unleash the limitless possibilities of nature, restore our planet and eliminate food allergies by creating plant-based, protein-rich alternatives to meat and seafood using microalgae, the mother of all food and plant life.

Squishy Robotics: A bouncy lifesaver for first respondersCo-Founder, CEO and CTO: UC Berkeley mechanical engineering professor Alice Agogino

Squishy robots sound like a lot of fun and in fact, these bouncy bots were inspired by a baby toy known as Skwish. Yet these little robots are built for business. They are squishy enough to survive being airdropped by drones into disaster zones. Equipped with visual, audio, chemical, biological, radiological and GPS sensors, they can quickly can send back vital information to human first responders and assist in the early rescue of victims.

SymSoil: Breathing new life into soil and farmingFounder and CEO: UC Berkeley alumnus Elizabeth Pearce

Most growers and farmers rely on chemical fertilizers and pesticides for the success of their crops. Not only are these synthetic materials expensive, but they can also harm soil fertility and reduce the flavor and nutrient density of crops. SymSoil is the first company to patent a process for large-scale production of biologically active compost that meets Soil Food Web specifications. Their goal is to restore soil health across the agricultural industry. SymSoils products improve plant yields, reduce plant pathogens and pests, cut costs and produce crops with superior flavor and nutrition.

We are inspired and excited to see the incredible startups competing in the UC Innovation Challenge, held in partnership with XTC, said Bill Tai, co-founder of XTC and partner emeritus, Charles River Ventures. The startups selected today exemplify the types of companies, technologies and innovations we are looking for in the fields of health care, clean tech, agriculture-food tech and robotics. The world is destined to be a better place tomorrow because of the groundbreaking work that they are doing today.

"As in the past, the UC Startup Innovation Challenge has produced stellar early-stageopportunitiesfrom acrosscampuses and sectors. We see this as further validation that university research will one day be considered an investable asset class of its own; and look forward to funding these companies as they achieve their goal of improving society leveraging technology, while creating financial returns to match, said Rafi Syed, partner, Bow Capital.

The 2021 Startup Innovation Challenge is supported by sponsorships from Ford Motor Company, The Office of the Chief Investment Officer of the University of California Regents, Bow Capital, the law firm ofOrrick, Herrington & Sutcliffe LLP, fintech company Brex andAmazon Web Services.

The 2021 UC Startup Innovation Challenge is a continuation of the I am a UC entrepreneur competition launched in 2016 to highlight the impressive work of the universitys student, faculty and alumni entrepreneurs. For more information about the contest and innovation driven by the UC system, visit ucinnovationchallenge.org.

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Meet the 10 disruptive technologies vying to win UC's Startup Innovation Challenge - University of California

In this recent webinar, Tim Latimer, founder and CEO of Fervo Energy shares details on how novel drilling techniques can scale up geothermal energy development.

In its webinar series EnergySource: Innovation Stream on new technologies with the potential to reshape the global energy system, the Atlantic Council Global Energy Center engages on discussionswith companies and individuals working diligently to bring those innovations to market at scale.On Thursday, December 17, 2020, the Global Energy Center hosted Tim Latimer, founder and chief executive officer of Fervo Energy, discussing how novel drilling techniques can scale up geothermal energy development.

With the right technologies, geothermal energy can play an important role in the energy transition. Tim Latimer discusses how Fervos design incorporates horizontal drilling and distributed fiber optic sensing to dramatically increase the productivity and lifetime of geothermal wells. He also described technological innovations that minimize the environmental impact of geothermal development while reducing costs.

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Tim Latimer, founder and chief executive officer, Fervo Energy

Tim Latimer is the cofounder and chief executive officer of Fervo Energy. Fervo commercializes technology to develop, own, and operate geothermal assets as the dispatchable foundation to a 100% clean energy future. Tim began his career as a drilling engineer with BHP Billiton where he worked in the Permian and Eagle Ford basins. With a growing appreciation of the urgency and importance of climate change, Tim left the oil and gas industry 2015 to pursue an MBA and an MS in Environment and Resources from Stanford University and learn how to best contribute to the clean energy transition. Tim has also worked as a consultant for the Boston Consulting Group and as a consultant for startups Biota Technology and McClure Geomechanics. Tim is a fellow at Cyclotron Road and the Clean Energy Leadership Institute. He holds a degree in Mechanical Engineering from the University of Tulsa and is a proud native of Texas.

Source: Atlantic Council

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Webinar recording with Fervo Energy on key technologies to accelerate geothermal energy development - ThinkGeoEnergy

A physics professor at the Massachusetts Institute of Technology with ties to disgraced financier Jeffrey Epstein is facing disciplinary action for not informing MIT that Epstein was a convicted sex offender.

A majority of members on an MIT panel found that Professor of Mechanical Engineering and Engineering Systems and Physics Seth Lloyd violated the colleges conflict of interest policy in connection with donations he received from Epstein, according to an email sent out by college Provost Martin A. Schmidt.

The five-member panel consisted of Professor Rohan Abeyaratne, Institute Professor Daron Acemoglu, Institute Professor Penny Chisholm, Materials Science and Engineering Department Head Jeffrey Grossman and Dean of Science Nergis Mavalvala.

Lloyd accepted donations from Epstein, including two $50,000 contributions in 2012 intended to support his work, according to a Goodwin Procter a report released earlier this year. Lloyd did not inform MIT that Epstein was the source of the donations, the report stated.

The college commissioned Goodwin Procter to conduct the investigation looking at interactions between Jeffrey Epstein and the Institute. MITs president, L. Rafael Reif, requested the probe in September 2019.

But the MIT panel said Lloyd didnt violate MIT policies in accepting a gift from Epstein roughly 15 years ago and the donation in 2017. They also said they dont believe Lloyd attempted to circumvent the MIT vetting process, nor that he tried to conceal the name of the donor.

They did conclude, however, that he failed to reveal crucial information about Epsteins background to anyone at MIT, Schmidt said.

The MIT panel submitted its findings to a separate committee, which comprised Dean of Engineering Anantha Chandrakasan, Mechanical Engineering Department Head Evelyn Wang, Physics Department Head Peter Fisher, Mechanical Engineering Associate Department Head Pierre Lermusiaux and Faculty Chair Rick Danheiser.

Schmidt wrote to the community to detail disciplinary actions taken against Lloyd.

For a period of five years, a set of disciplinary actions will limit Professor Lloyds compensation, his ability to engage in solicitation of donors and foundations, and his involvement in first-year undergraduate advising, and will impose several other restrictions on normal privileges accorded to a faculty member, Schmidt wrote. In addition, Professor Lloyd will be expected to undergo training on professional conduct before resuming certain activities on campus, including teaching.

The Goodwin Procter report found that Epstein, who died by suicide in August 2019 while awaiting trial on sex-trafficking charges, made 10 donations to the college between 2002 and 2017 totaling $850,000, and that several MIT administrators knew and approved of the contributions. With the exception of one $100,000 donation, all of those contributions had been made after he was convicted of sex crimes.

Schmidt acknowledged that the punitive measures cannot undo the harm that has been done.

Professor Lloyds failure to share what he knew about Epsteins conviction when he accepted his 2012 donations was unacceptable, Schmidt said. His interactions with Epstein and certain of his actions surrounding acceptance of the donations serve to highlight the importance of the current Institute-wide effort to develop clearer guidelines for engaging with donors.

After Goodwin Procter report was released, Reif requested that Schmidt create a process to review its findings and to identify any appropriate action.

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Massachusetts Institute of Technology disciplining professor with ties to disgraced financier Jeffrey Epstein - MassLive.com

Maintaining a safe and reliable warehouse environment for employees is the top priority for facility managers across the supply chain. As a result, companies go to great lengths to foster a culture of safety. With so much unpredictability, safety training must be at the core of successful operations to eliminate workplace accidents.

However, the biggest barrier to delivering this heightened degree of safety is often the high workforce turnover driven by an increasingly competitive industry. It can be difficult to effectively maintain protocols and communicate a consistent level of urgency with a constant rotation of employees.

As a result, leading third-party logistics providers (3PLs) are increasingly turning to the power of technology to reinforce safety protocols and fill any gaps in training created by employee turnover. From advanced Internet of Things (IoT) sensors to artificial intelligence (AI) and machine learning (ML), 3PLs are optimizing their warehouse safety practices with the latest emerging technologies to create a safer work environment.

Reliable data has proven to be foundational to warehouse safety. Previously, decisions around safety were made by safety managers who physically monitored employees on-site, manually identified hazards and rectified any potential danger. This method is no longer practical during the COVID-19 pandemic; due to social distancing guidelines, security managers are tasked with maintaining a consistent quality of leadership and safety without being physically available on the floor. Fortunately, safety can be remotely monitored through the collection and strategic utilization of data.

Augmenting existing and traditional tools, such as telematics, with advanced IoT sensors, warehouse managers can gather valuable data to make those technologies safer and more productive. For example, sensors added to materials handling equipment (MHE) give 3PLs greater insight into operator activity and performance by instantly measuring and reporting on factors such as speed, proximity and impacts. The simple presence of safety monitoring sensors can have a positive impact and act as a reminder to employees that their MHE performance is being reported. When integrated with additional capabilities, these technologies can transform 3PLs safety strategies.

By employing intelligent AI technology, 3PLs can take their data to the next level by strategically turning their existing data into actionable insights. Leveraging AI and ML, advanced solutions can automatically notify warehouse managers of any safety protocol infractions and provide actionable next steps, such as instructions on additional employee training. Management then has the information it needs to quickly intervene and prevent any additional breaches in safety.

These technologies can also send helpful reminders of safety best practices to MHE operators mobile devices in real time, maximizing their effectiveness. For instance, back injuries are some of the most common workplace injuries in warehouse environments due to the constant bending, lifting and standing that are required of the job. Wearable IoT sensors are proving to be an innovative solution to avoiding these injuries. Clipped to the back of the shirt collar, these devices use ML capabilities to determine a baseline for normal movements. Should individuals make a movement deemed abnormal and potentially hazardous, the device vibrates, alerting them of hazardous body movement. Dashboards provided by the wearable IoT sensor can provide immediate, in-the-moment feedback and coaching to the individuals. That enables individuals to quickly learn and adapt their behaviors.

When leveraged in conjunction with each other, these technologies contribute to the creation of a smart warehouse. This optimized, highly efficient environment provides the data and ML necessary to predict safety infractions or accidents before they happen. Rather than simply waiting for an incident, warehouse leadership can be proactive, gleaning insight into where additional training is needed. And because these technologies rely on real time and readily available data, they are not impacted by sudden employee turnover. Thanks to technology, safety managers have the tools they need to protect their workforce.

The COVID-19 pandemic has completely changed how businesses across industries operate, and this also rings true for 3PLs. One of the most important trends that has emerged during the pandemic is the convergence of safety and health. Due to COVID-19, no warehouse can truly be considered safe for employees if it is not also a clean, healthy environment. As a result, infection fighting technologies have quickly become best practice for safety-minded 3PLs.

Contact tracing devices have been implemented in warehouses to provide management with granular information about employee interactions while remaining respectful of individual privacy. Should an employee contract COVID-19, managers can quickly trace their contact points to determine who must quarantine, helping to mitigate the spread of infection throughout the warehouse. In addition, the implementation of electronic checklists enables touchless operations, reducing the back-and-forth of paperwork that can require close proximity and could therefore potentially spread disease. Installing thermal camera solutions at warehouse entry points enables automated temperature checks, allowing management to prevent possibly contagious individuals from entering the facility.

Finally, robotic cleaning devices assume the risks of sanitizing the entire warehouse from its human counterparts, ensuring all assets are clean and ready for operation. These technology implementations contribute to a healthier, and therefore safer, workplace for all.

The last few years have seen incredibly rapid innovation in warehouse safety technologies, and this momentum is only expected to accelerate in the future. With emerging solutions ranging from mechanical exoskeletons that augment lifting movements to intelligent dock locking devices, it is clear that 3PLs will continue to turn to technology when crafting their safety strategies.

Whether 3PLs are concerned about workplace injuries or viral infection, there is a technology implementation to meet their needs. By combining a culture of safety with powerful, data-driven technologies, 3PLs can ensure they are providing their workforce with the most comprehensive and resilient safety protocols possible, regardless of workforce turnover.

Ultimately, 3PLs greatest asset is their people, and when 3PLs let data lead the way, they can protect them with a forward-thinking warehouse safety strategy.

Kristi Montgomery is the vice president of innovation; Allen Polk is vice president of sales; and Miguel Trivino is the director of environmental, health & safety at Kenco. Kenco provides integrated logistics solutions that include distribution and fulfillment, comprehensive transportation management, material handling services, real estate management and information technology.

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Using Automation Technology to Improve Facility Safety - EHS Today

Parsable's connected worker technology

Assessing the impact of the pandemic on the challenges faced by a wide range of economic industries, Parsable CEO Lawrence Whittle notes that A lot has changed, and a lot hasnt. Something that has not changed, right at the top of his list, is the need for companies to meet a growing talent shortage. In part, this is driven by demographics, as large cohorts of experienced workers have begun to retire and need to be replaced by younger cohorts with different expectations. By 2035, Whittle notes, Millennials will make up three-quarters of the US industrial workforce; and unlike their baby-boomer predecessors, very few of them will stick with the same company for thirty years. This will require a major change in training, retraining and retention strategies.

This workforce transformation has been in the works for several years, but the pandemic has magnified the challenge and made it more complex: all of a sudden companies have had to manage a (partly) remote workforce, implement new safety measures on the factory floor to prevent contagion, and react to sudden changes in product demand and disruptions in supply chains. The crisis has exposed a much greater need for agility, and for many companies it has turned efficiency gains into a survival imperative rather than just a competitive advantage.

Parsable has a front-line seat to this trend: its a connected worker platform that serves a broad spectrum of clients from Suntory to Heineken, from Pirelli to Coca Cola, covering over 400 manufacturing-specific sites in more than 70 countries. During the pandemic, the amount of digital work execution that customer companies do on the Parsable platform has grown by 500%, says Whittle. His company must be doing something right.

Whittle describes the Parsable platform as enabling a real time kaizen the continuous improvement process originally adopted by Japanese companies along four phases: Digitize; Execute; Measure; Transform.

Parsable's apps guide workers through complex procedures

In the first step, Parsable Digitizes all the paper-based knowledge and procedures that guide work throughout a company and make them accessible to employees in real time through user-friendly mobile apps. Through the apps, workers can get training on demand, when and where they need it, and can collaborate with each other; this is phase two, where the digital platform helps workers Execute, and at the same time collects new data on operations and performance.

This data become the input for phase three, where the analytics Measures execution and performance. This is where the Parsable platform can yield crucial insights for better performance and safety. Phase three can be a multi-step procedure. A customer company will start with what it already knows, and Parsable will build a library of analytics to assess the usual or most likely sources of inefficiencies; but it can then go beyond it, analyzing the data collected by the platform to uncover correlations or sources of inefficiency that it had not identified before. The data collected on the platform allows for a much more rigorous analysis of how different worker practices map to different outcomes; this can for example highlight cases where workers in one facility have come up with a better way of performing certain operations, fueling a rise in productivity; or cases where insufficient training results in lower efficiency. These insights open the way for phase four, where the company can Transform its operations by disseminating best practices and addressing key sources of inefficiency.

New insights and greater visibility across operations and production processes also make it much easier for a company to react and adapt to sudden changes in demand and to supply chain disruptions: changing strategy is a lot easier if you can very quickly identify, for example, how shifting to a different production line will reverberate through your entire operations and can make sure your workers have updated instructions at their fingertips.

Analytics and data visualization play a key role here, but the worker is at the center of it all Parsable is a connected worker platform. The secret sauce is the intuitive user interface on mobile devices, which guides workers through their tasks while sharing information across teams to facilitate collaboration. This new working environment feels second nature to the digital native younger generations accelerating adoption of the technology and allowing them to learn on the job at a faster pace.

Lawrence Whittle believes that 2020 has marked the rebirth (or rediscovery) of the importance of humans in manufacturing. After long years of excitement and handwringing about the growing role of automation and robots, this past year has demonstrated that humans are indispensable, and that the key to success lies in upgrading simultaneously technology and human capital.

Besides leading Parsable, Whittle is an active member of the World Economic Forums New Generation Manufacturing Leaders initiative, which aims at making manufacturing not only more advanced and sustainable, but also more attractive to new generations of workers and leaders.

With the global economy caught between rising unemployment and a widening skills gap, turning manufacturing into a faster-growing creator of high-quality job attractive to younger generations is crucial to a sustainable recovery. Putting the right technology platforms in place will be a key enabler.

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Parsables Connected Worker Technology: The Human-Centric Manufacturing Revolution - Forbes

Inspiring the next generation of female technology talent is vital in Malaysia. Digital technologies will be a critical foundation as the country moves towards developed-nation status, as connected technologies drive forward economic opportunity.

Malaysias digital economy grew 9% annually in value-added terms between 2010 and 2016, higher than overall GDP growth. It is estimated the digital economy now contributes as much as one-fifth of GDP. If the nation is to maintain this growth, and catalyse plans to become the regions digital economy hub, ensuring the right talent access is vital. We must leverage the full value of our workforce opportunity.

In order to understand how to enhance this opportunity, Boston Consulting Group (BCG) partnered with Singapores Infocomm Media Development Authority (IMDA) and SG Women in Tech to assess the landscape of women in technology. This seminal study Boosting Women in Technology surveyed 1,650 women holding technology roles across Southeast Asia, complemented by interviews with key female leaders in tech. The findings offer an encouraging picture, and route map to wider success in engaging women in technology.

Education and engagement are two pillars of a strong female technology workforce. Women make up 56% of those in higher education across all majors in Southeast Asia, echoing the international norm. The share falls to 39% in technology-based degrees; however, that is 4% higher than the global average (see chart 1).

When it comes to workforce participation, that education often fails to translate fully into job roles. Thirty-eight per cent of the total workforce in Southeast Asia is female. That falls to 32% of the technology workforce, though higher than Australia and the UK. In Malaysia, women make up 35% of the technology workforce.

The imperative to boost female engagement is clear. BCG research shows that gender diversity can make companies more innovative and agile, improving business performance. Those companies in which women account for more than 20% of the management team have about 10% higher innovation revenues than male-dominated peers.

Increasing female engagement unlocks further benefits through diversity driving improvements in customer service and generating a more positive brand image. This also positions an enterprise as a more attractive employer for diverse digital talent, creating a virtuous circle of benefits for the company.

Diversity offers a remarkable opportunity, and one that can be engaged through support during three key moments of truth (see chart 2).

Inspiring women to pursue a technology degree in higher education is a critical first step towards a long-term technology career. Fifty-six per cent of women across the region cited personal interest as the driver of this choice.

The second moment of truth comes in crucial first job selection. This is influenced both by personal interest and a natural pathway from education. Companies that offer a rewarding work-life balance are particularly attractive in Malaysia. Perceived difficulties or limits to a technology career path can discourage women at this stage.

The third inflection point comes from moments of continuation in a long-term technology career. These considerations are heavily influenced by compensation and benefits, career advancement opportunities and work-life balance. Financial rewards play an increasingly influential role through work lifecycles in Malaysia.

Each of these three moments of intervention offers an opportunity to support better engagement with women in technology. An appropriate end-to-end approach that spans these three critical moments of truth can help build a more positive ecosystem, and contribute to Malaysias ultimate goals as a digital nation.

Government, companies, educational institutions and women themselves are all fundamental to deepening female participation in technology.

Structured and thoughtful diversity programmes are a valuable route to encourage female talent. Eighty to ninety per cent of respondents who were provided with these programmes noted that they had personally benefited, yet about one-third of companies do not offer them yet.

Promoting women leadership in technology is also essential. This not only boosts visibility, inspiring the next generation, but provides a route towards the many benefits of leadership diversity in your business. The importance of role models and mentoring was particularly pronounced in Malaysia.

When you look at improving gender diversity in your company, you need to start from the top, says Anika Grant, global director of HR at Dyson. Senior women leaders help change the culture, the tone, the type of decision-making and the way communication is done. That creates a cycle that helps attract women across different levels of the company going forward.

Companies should look beyond traditional roles to build out talent pipelines. Onboarding new talent through non-traditional pathways will be particularly valuable in an evolving industry in which lifelong learning underpins future-ready talent.

As was noted, government and schools offer a valuable foundation to unlocking opportunity for women in technology. It is important to start technology in a curriculum as early as possible. Encouraging female educators also helps provide a more inspirational and supportive attitude for young women planning future careers.

Establishing industry partnerships is another step the government can take. These help build strong womens networks, which are an important part of the mentorship and inspiration noted as key drivers in Malaysia.

Government also has a fundamental obligation to build a supportive working ecosystem through appropriate regulatory guidelines. These include legislation around structural workplace benefits such as maternity and paternity leave, nursing rooms and childcare support. Promoting community awareness around gender diversity and opportunity also represents a valuable opportunity.

With these structures in place, women should be empowered to drive forward change. This should include promotion of internal company initiatives, and at the same time building out and accessing external networks and opportunities.

Women within the technology workforce should seek to inspire and boost other women entering the industry. Find your own successful balance in navigating this landscape in order to better empower you to help others, and leverage that status to promote and support the women around you.

We need to champion women by encouraging them to take up responsibilities that help them progress forward and advocate them for promotions when the moment arises, says Pauline Wray, head of Asia for Expand Research and global lead for BCGs FinTech Control Tower.

Men within the workforce should be encouraged as allies. This is not just a womens issue, but a case of equal opportunity that can drive shared success. Millennial workers show encouraging signs of acknowledging this shared responsibility.

Gender diversity is a rare issue where the solutions benefit everyone. It can boost business performance, unlock valuable new talent and provide equal opportunity for women in the workforce. That is not just an opportunity for a more productive Malaysia but an avenue to a fairer nation that provides women with the fair shot they deserve.

Vaishali Rastogi is managing director and senior partner at Boston Consulting Group. She is also the firms global leader for the Technology, Media and Telecommunications practice.

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Growing Champions: Building digital success with women in technology in Malaysia - The Edge Markets MY