tv Public Affairs Events CSPAN November 23, 2016 11:40am-1:41pm EST
college together so i've known them for many years and so, if there's days where i just can't deal with it today, i will call in and we support each other that way, but i think for any startup ceo going through this process, it is emotionally draining and very difficult so you have to be proactive in taking care of yourself. >> i appreciate your work and i'm looking forward to the after tech conference in november. i will be there. >> thank you for having me. >> all right, who's having fun you are sir. thank you. i appreciate that. in the tech staff, i appreciate you are having fun can we get a big round of applause? we work through the weekend which bloggers are used to. >> thank you. they are the real heroes. a couple friendly reminders
before we get our next panel, follow me on twitter, that's an important one. you can also follow along with all the action on our snapchat and instagram pretty think people forget we have that so it's just tech crunch and # is the same. without further ado, we will bring on our next panel is. please welcome jeff and our moderator. >> it feels like we've done this before. a little déjà vu. >> it is. the last time we did this was at disrupt london last december and at the end of the conversation we talked about how you might
ipl at some point in the future when the time is right. since then you have ipo to. what led up to that? why was the time right? >> what we always said leading up to going public was that number one was to build a company that is capable of going public. and worthy of going public. that means great customers, great products, predictability, all the governance and all that kind of stuff that you need to do. we have been doing those things because that helps to build a great company. that was step one. the other thing i would say is i think we made a lot of decisions along the way and that allowed us to have flexibility in when we decided to go out. that's actually one of the pieces of advice that i've given to some entrepreneurs.
when you make decisions along the way, for example about the kind of investors you bring in what firms and all that kind of stuff, you really, really want to maximize for future flexibility. for us, that meant not raising money at crazy valuations that didn't seemed like they were in line with historical moments. it could limit you down the line if your execution is anything but absolutely perfect. we always sort of optimize their decision-making around what's going to give us the most future option alley as an entrepreneur and a ceo. this is a case where i think it worked out in our favor because in a year when a lot of companies haven't been able or haven't wanted to go public because of some of those things like reality had to catch up with some of the previous fundraising rounds and things like that, we had the ability to go out and it was neat that we were able to do that. >> you are the first to see the
unicorn companies this year in the silicon valley tech company to ipo. that took a lot of guts maybe? why did you feel you are the right company at that time to go out? >> i'll start by saying why go public in the first place. actually, it's not really exclusively a matter of why go this year, but why go at all. then you could ask why this year versus the future. for me there's two things. one if you raise venture capital , you really are making a commitment to your investors that you will give them returns if the business works out. that means one of two things, get acquired or go public. >> did you have the option to get acquired. >> we were focused on building it for the long-term. >> nonanswer. >> weigle public is because you raise money and you have signed up to give your investors a
return. the second thing for us, by now, we've always built in the company this notion that trust is the number one thing you sell as a cloud company. that can be software as a service, but even more importantly, as a developer platform, you are saying customers, trust us with your application. trust us, build on top of us and know that we will keep delivering for you. the best way to deliver on trust is to show that customers should trust you, i thought one of the biggest things you can do is actually become a public company. for two reasons. first of all, your business is right there. everybody can see the details of your business and know that they're committed to it and you're helping in all these things and then the number, people know that public companies are run as tighter ships than private companies, as as a general rule, because you have to be.
that can also help engender trust with your customers. those two things, i think going out at a time when not a lot of companies are going out is a funny thing to do because that will continue to accelerate our trust with our customers and our leadership in this market. >> did you get any pressure that was about time to ipo? >> no, it was completely the managements call. >> talked me me a little bit about the timing of this. it was june 23. that was the day before the british exit though. did that have any influence? he knew it was no surprise it was coming. >> you look at these timing windows and there's all these windows of when you can go public because there's all sorts of events like when your quarter ends but also when investors are available. you can't go public on the fourth of july. there's these windows were the timing works out between the
market and the company and, when we looked at this window, we had not taken that into account. i'm not even sure if we didn't notice it or, i don't remember the details, but there was a moment when we basically picked this timeline and somebody said, this is the day that were going to be pricing and we just sort of said well that can't be good, because you want stability, you you want things to be normal as much as possible so we moved it up a day on the pricing event. it was the night before so we price the day before. the whole time we were looking at it saying this is a nonissue and then the day of we would like oh my god, i'm glad we moved up a day because the whole world just got turned upside down for like two days but then we came back to normal. who knew that was going to happen. >> it worked out all right for
you. the stock was up 90% on the first day so it was all right. >> what has that changed for you as a company now that you're public. how do you go about your business differently now that you're a public company? >> nothing changes. i think if let the existence of a visible stock price change how you think about building the company, then you are destined for problems. that's the short answer, and that's what we tell internal all the time. our businesses to control the things we can control. customers, products, revenue. the market does what it's going to do, but that's noise. i liken it to, let's say you're playing a game of basketball. i do want to pick basketball. but i just did. you're running up and down the court and the scoreboard is randomly changing numbers. pretty quickly you lose interest in this game if you're paying
attention to that scoreboard. that's essentially what being public is. >> your not looking at the stock price every day than. >> no. that is noise. over the long-term, revenue customers, products, those, those are things that create value, but over the short term, there is so much noise in that that has nothing to do with the company and you can't focus on it. you can't believe that when the stock price doubles you are twice as good as you were yesterday. when the stock price gets cut in half that your half is good. if you actually drink the kool-aid then you would be like wow, were amazing, the danger is that eventually everything has gravity so it will go down soon and you will then believe suddenly that you are horrible. you can't have people in the company, employees thinking that way. that is too much of an emotional roller coaster. so what you have to really recognize is that you are sufficiently short-term, it's
noise and it's out of control our control. >> does it change anything for you personally? you've made a few dollars out of this at this point, you still own a large part of the company. >> first of all, when you go public, you don't generally sell anything. this is another pitfall. if you look at the stock price, you're constantly trying to ascertain the personal impact of that. again, you will go crazy. you will focus on the wrong things because that's not reality. focus on business and you focus on what matters, customers, revenue, employees, products, and those are the things of the long term where actually your wealth may matter. that will impact the long-term when it could have some meaningful different. >> one thing i love about
companies going public is that they do have to disclose some numbers. one of the numbers. >> 200 pages of them. >> i read read through all of them, but one number stood out for me and that was how important a very small number of companies are for your revenue. was that alone, it accounted for about 17% of your revenue, can companies alone make around 31% of your revenue? >> you depend on a very small number of customers. it's pretty common for companies to have bigger customers and other customers as well. for us it's been very consistent through the years, it's been about 30% of revenue and that's been very consistent. let's point out, we don't don't really put them in that category as much, they are what we call variable customer which means it can go up and it can go down,
but is not, the way we do business with what's happening is different than the way we do business with nearly other customer. we have 30,000 active customers and nine who have this variable behavior whether usage goes up and down very rapidly. we focus our team and our employees in the business on the base customers. they are the main, they're the reason we wake up in the morning. then we have this deal over here which is our variable customer base. >> it's very lucrative but you must want to get a few more of these big wells on your board. >> well let's separate whales from gravy. of course we want big customers and happy customers and customers who have a lot of predictability to how they do business with us. we don't go out of our way to find more customers. were going to be large and unpredictable. that's the distinction between
the variable customers whether usage of us can vacillate pretty large and customers for whom we've got a very nice case that consistently grows in line with their business. i'm more focused on the latter. >> but still, you did release the enterprise plan earlier this month. you are going after the bigger enterprise customers to which is different from your regular model of selling directly to developers. >> well, i don't think it is. what we are already seeing in our customer base is that the focus on developers pays off in a wide variety of companies. so, developers are becoming influential in every kind of organization because every company is having to now build software in orbit in order to differentiate in the market. it has moved from the back office to the business model of
nearly every company. when's the last time you walked into a bank retail branch. no, the mobile app is the bank to now. every company, goldman sachs employees more software developers and facebook. the stats keep going on where every company is becoming a software company. as they do, developers are influential in those companies, and so the fact that we focus on developers, it allows us to get brought into these companies that ten or 15 years ago you may have had a very heavy weighted top-down sales process with the cio that is now being influenced by developers bringing in a tool that they use to solve a job, but what you still need to clear are some hurdles around regulatory legal compliance, etc. that's what an enterprise product does print makes it so that when the developer inside a large bank wants to use julio but there's a compliance team
that says hey, look, we need to have these things. we needs to have single sign-on and all these different things in place when actually free enterprise allows the organization to say yes, we have all those things we need in order to make sure that we can actually go to production and adopt julio and be productive. >> are you into increasing. >> we have had a salesforce for a long time that has helped customers to adopt it. what we are seeing is that from a large enterprise developer will bring us in, but often often times you need a salesperson to close that. what's interesting is this isn't your typical enterprise like heavyweight with lots of shenanigans. it's not that kind of traditional enterprise sales process. it is a relatively light touch developer led approach.
when the developer builds the prototype, without asking anybody, on their own credit card, and then they showed off internally and say i'm trying to sell, i've been playing around with some ideas, let me show you in the business as well, that's great, let's put it in front of customers, now you've got some compliance or security conversation to have. rather than letting me just walk in with purely sales collateral if that's all i have to tell you about, put me up against five other competitors who are all going to do our response in this whole thing, in one way they've already built the thing and shown us that it works and adds value. that's the lowest risk approach for the business, and our sales team is there just to help the developer in many cases navigate their own organization and how they buy in order to get that prototype turned into a trial or a full production rollout. >> we talked about enterprise. let's talk about the other 30,000 users you have on the
platform. how can you keep growing? how do you get more of those guys onto your platform? >> we announced back in may that we have over a million developer accounts which is a metric we are really proud of, but you also have to realize there are 20 million developers in the world so we have 5% of the world's developers and that number is growing. i think the number will be 25,000,000 x 2018. so it's like you've got a very large number of developers in the world. we are focused very much on continuing our outreach, getting into into new communities and developing our communities geographically, you're also getting into media and also investing in communities not around geography, but around languages. also getting into the java community. deeper into the microsoft community and a bunch of the different ways in which developers identify and learn
from each other. our goal is to invent it become part of those communities and let those developers know about julio. we've got a lot of headroom because there is a lot of software developers in the world that is just growing as more and more companies become dependent on software. >> you talked about geography. what about the chinese market? you don't do a lot of business there. >> we don't do a lot of business in china particularly in domestic markets. that's a tough, that's a really hard to decision because there's a lot of pull in a lot of reasons to say it's a very large market and a lot of money to be made, but at same time, you look at what happens to her going into china or the fact that amazon retail isn't in china. 20+ years after they've been with the company, and there's a reason for those things. it's a very hard market. it's not like a lot of other
markets where you can run your playbook, hire some people locally and figured out. you have to be very deliberate or will be a huge time that you may not see any return on. so, the very deliberate, being very deliberate in your decision with china i think is important. there are very few success stories of technology companies going to china that people point to. i think linkedin in evernote are the two that continually get pointed towards. >> that's it. there's not a lot of success stories. >> let's switch gears a little bit and talk about product. the one hot topic in messaging, i know you have an opinion, but developers want to use their work. what is your take on boss. >> it's best summarized by a gift we made at our conference back in may or little video we made which basically went.
[inaudible] there's a lot being set about it were not sure what the substances behind a lot of it. you can say that word a lot and it gets people's attention. >> i think the killer app for messaging is not likely to be botts. i believe there is a much better killer app for messaging and that is content. i think the early experience people have is really an ivr like experience, just overtaxed, and when we turn to customers, a lot of people are finding that's frustrating. an ai isn't quite there yet to make it not frustrating. we may get there, but content is an amazing app.
>> what do you mean? it means messaging is a great way to consume content. for example, the new york times, coverage of the olympics over sms was really cool. this is an app that was powered and the new york times did coverage of the olympics over sms. you got to push a story a day. another example is purple. a really cool company that's doing a daily news story initially about the election but it's pushed through messaging. what's neat about it, one is that it's very personal. the new york times coverage wasn't the new york times, it was sam at the news desk giving you his experience being in rio. that is a really cool experience which is different from this publication telling you stories. i think messaging is allowing it to feel like you're texting with a friend who happens to be at the olympics rather than consuming coverage. :
about imagine you sign up for a product and the company sends you a message that says things are signing up our product. if you want to learn more about this feature, replied this. if you want more about that, replied that. you can self select that is an engaging form of content that's better than just getting a bland e-mail or retargeted at whatever. it's an engaging way for brand interactive with the customer using content but also in the
choose your adventure we were people self select what they want out of that experience. i think that's killer and that is available today. >> we are out of time. the next time we sit down we'll talk about what trent lott did in the last 12 months. thank you. [applause] >> coming up on c-span2 next will bring a discussion on campus such a assault. that will be followed by the "washington journal" examination of possible infrastructure projects in the trump administration. later at the program on the future of policing in the united states. be sure to be with us tonight from another trump administration might approach the issue with drug care and health pricing tonight at eight on c-span2. on our companion network it's a look at school segregation in u.s. history, the columbia school of journalism hosted a discussion on the topic.
that will be on c-span at 8 p.m. eastern. >> here are some of our featured programs thursday thanksgiving day on c-span. >> there's a huge of civic mindedness in american history but it's not compelled by the government. >> for everything from monster thick burgers with 1420 calories and 107 grams of fat, the 20-ounce cokes and pepsi's, 12-15 teaspoons of sugar, feeding an epidemic of child obesity. obesity. >> then at 3:30 p.m. wikipedia founder talks about the evolution of the online encyclopedia and the challenge
of providing global access to information. >> there's 1000 entries and the small community, there's five, 10 active users, another 20-30 they know all of it and they started thinking of themselves as a community. spirit and then i did my senior thesis was a great thing to have done. to be an incredible amount but it also taught me what it was like to be a serious historian and to sit archives all the everyday. i realiz realized it just wasn me. >> genius is not putting a 2-dollar id in a $20. it's putting a 20-dollar idea into a 2-dollar sentence. without any loss of meaning. >> at an exclusive ceremony in
the white house president obama will present the medal of freedom, our nation's highest civilian award to 21 recipients. watched on c-span and c-span.org or listen on the free c-span radio app. >> c-span, where history unfolds daily. in 1979 c-span was greater as a public service but america's cable television companies, and it is brought to you today by a cable or satellite provider. >> up next, salle yoo and amy weaver discuss the challenges and rewards of running a legal department for technology companies. from the american bar association's annual meeting in san francisco earlier this year,
this is about an hour and 20 minutes. >> good morning, everyone. and yes, it's true. i could drive myself here today. for those of you -- thank you very much for supporting us. so my story at uber, some of you know, i see some friends in the audience but up until about four years ago i was a litigation partner. i had intended to stay at the firm my entire career. specifically that firm. as firms go on but this is a good place, i can really serve my clients, i like the people i work with and do good work. through a series of events including networking, i believe it's important to participate in organizations like the aba and also local bar associations. i unexpectedly found myself the gc of uber. so i think this is a tech gc
panel and i will say that my task here is somewhat unusual. so for those of you out there who are not intact, perhaps someday you'll unexpectedly also find yourself a gc of a tech company. when i joined uber, i am employed 102, which in the tech world mean something. means i was a little too late and i didn't get into the first 100, but i'm still pretty early and i was the first lawyer at uber. we were about, i was employee 100 to but some people left we were about 90 people and today about four years later we are over 9000. when i started we were in four countries, about 15 cities. and today we are in over 70 countries and over 425 cities. i don't know the exact number because for those of you who
read about us occasionally in the news, we are occasionally in the news, we had some news about china. i haven't done that the county figured out the backing tells what we are at about 425. again i was the first lawyer so i had to challenge and the privilege of building bylaw department to the needs of my company. and today my law department is 205 people. as some of you may know, we have a few legal issues. 205 seems, to my team, a bit small. i look forward to this conversation, and thank you to heather and cynthia are inviting me, and also to ray for including me. so thank you. >> stud hi, i'm associate
general counsel at oculus at a brussels flights today because unlike uber and salesforce on the schiavo knows what oculus is about what are products are. one of the things i will be harping on today's how important it is to know your product when your in house counsel. the way i came to oculus, i'm from stanford law school and then worked a series of silicon valley firms during i.t. litigation and transactions. i left the firms for intel and access data in jail for 10 years. i see a couple of colleagues in the audience. hi, guys. it was a great experience for me at intel. that is a big multinational company with a large legal department where you can kind of move from position to position in rotations and get a lot of really good experience in a lot of different topics. at about the tenure marked i started thinking i've done a lot of things you and maybe i should be willing to look for something else.
right around the time, oculus called and asked if i was interested in coming to interview and i did and really liked the general counsel there was my boss, who was supposed to be on this panel but i'm stepping up today. so i joined oculus anatoli all but about what oculus does it make sense to folks. so oculus is a medium. is a platform for you to communicate with others and to experience anything with anyone anywhere in the world. that is our mission statement. facebook, i'll give you a little bit of background, facebook bought oculus a couple of years ago and it was a small startup by very young founder, and to think we have a kickstarter funder in the audience here who actually summon who saw this kickstarter campaign and decided to fund it. paul had basically develop to build as much a part of it. it similar to this.
it's black. we have a couple products i'll talk about and build a platform where you go and you experience what which only called meta- verse which is an infinite world of other realities. he was very interested in doing this kind of work and decided to put together a kickstarter campaigcampaign anybody might he raised about a quarter of million dollars. within a very short pretty tiny raised over $2 million it became clear many more people were interested in virtual reality than just he and a small group. then zuckerberg became interested and decided to purchase a five and bring it into the facebook team. sovereign entity all about the public because of mr. everyone here is some way with it, and we have two major products, one is called the rift, a tethered device but that means it connects to a pc and your
experience very high in virtual reality experiences. when you buy it comes with a tractor and a single input device and taking that. i won't go into all the details of there. something that's about to shift, the second half of this year is called touch, the touch controls are like the game had broken into two but you put them on, you can see your hands when you're playing and you can see other people in the oculus social space. it's sort of a collaborative social extremes. we are excited about these coming out. after the less expensive our lower end of the market is this product we partnered with simpson on. it's a drop in device which means you put a head mounted device on and you snap a samsung phone into. it's more high and then i would say a cardboard experience but it similar in the sense that it is mobile.
it's powered by oculus c. go to a oculus plot for this is what looks like when you go into a oculus platform. there are all sorts of different experiences you can go to. i wanted to just go over that only because, like i said earlier, we will talk what it's like to be in house counsel. entity on board is to understand the product, and that's how i feel i add value to my business and legal do and how important it is my outside counsel also understands the products. i see some of my outside counsel here today. we have rift set up in a couple of the offices in the firms we work with. what do you think of this or the flow of this particular new user experience? do you think it needs guidelines are issues? so that's sort of what i wanted to share with you. looking forward to the panel. thank you.
>> thank you, amy. >> still waiting for amy to try on her -- >> feeling a little intimidated by this. my name is amy weaver. and executive vice president and general counsel and salesforce and salesforce is the fourth largest enterprise software company in the world. we focus on customer relationship management software, crm which is an intersection of how companies work for the customers, whether it's selling to them, marketing, service, analytics, and everything else. it's a very exciting company. we are about 17 years old. i wish i could tell you, i think i was employee 10,002. we now have about 25,000 employees and we're located all over the world. one thing about salesforce that makes the company their unique
is that it was founded with the new philanthropic model, and we called it, and we call that 111. that means 1% of our equity, 1% of our employees time and 1% of our products are donated to charitable organizations. this flows through the entire culture of the company. we've also taken some very leading roles in terms of social issues. in the past year those of senator manchin debate equality for women and lgbt legislative actions throughout the country. i can address those later on. in terms of my journey to becoming the general counsel for a tech company this is not at all what i thought i was going to end up. i come from a family of 14 lawyers and that my father likes to point out with a deep sigh, i am the only one who was on in half. by father worked for the same log loughran for 55 years. after graduating from law school
i clerked on the ninth circuit and then i had an opportunity to move to hong kong to work for them of the hong kong legislature. i moved over and promptly fell in love with asia and with international work, and enjoyed the hong kong office. i practice in asia for another five years all over but increasingly focusing on india and the capital markets there. i moved back to seattle in 2002, practiced with a firm in seattle into 2005, when i went in house for the first time with expedia and help take them public again. i then served as a general counsel for global chemical distribution company. and really looking forward to
the panel and hearing from everyone on it today, so thank you for the opportunity. >> let's get started by asking each of you to talk about the top emerging technology issues that you have at your company and your approaches for dealing with them your. >> so the top technology issues associated with oculus, i mean, oculus right as a hardware, software and a platform company. so we look at all of the issues across the board associated with doing the kind of product launches that we do. we ship hardware in 22 countries which means when an entire supply chain and all the complex
issues associate with that. that doesn't sound high-tech i'd like to is something that we think about a lot of. the platform peace of course there are huge issues of social with platforms that i interact with all the operating systems. we talk a lot about that, vacation evidence access to content who once it. of course, there's also software is associated with building the meta- verse i referred to earlier which is we had a really great developer relations team that goes out and helps develops build games and experiences into agreements with other big content providers. so we have enough hours of playing time when people put with on if you like have hundreds of hours to spin in an can go anywhere with anyone at anytime. >> so some of you know how uber came to be, if i could just go
back in history a little bit. in 2008 our cofounders were in paris for a conference. specifically there in front of the eiffel tower, and this was in december. they couldn't get a taxi. i share this with other people including the litigation session yesterday. when i first heard of the story my first reaction was why didn't you just walk three blocks and get on the metro? but in any event, the idea campout of a real consumer need. there was this disconnect i'm sure you guys have experienced this between transportation providers and when you need that transportation. they started kind of, we call it in our text big, jamming. they started going with me because i could take my phone and call a car? and so we'll dramatically came into being with the emergence of the smartphone. up until that point there was no
frictionless way to connect to drivers who are transportation services to provide and writers who needed that transportation in a way that just sync them up, got them in the right location. and then we thought through how to make the payment process more efficient and consumer friendly. so it really emerged from the need, a consumer need that was sold via technology. from there we kind of iterated on the concept. back when i joined in 2012 we had only one product in those 15 cities. actually i take it back. there was too. one was a licensed limo. up until the time is always licensed limo. you had to bury book at, pay by credit card every transaction was unique. you never do if you're getting the right deal. you didn't know if these were prices for monday versus thursday our prices for 10 p.m. versus 7 p.m. but anyway this is how it was.
was a licensed limo and then was taxi. in a couple of our cities you could request tax upon for a taxi would pick you up in charge of the regular regulated rate. from there as you know the concept of p2p game. is a noncommercially licensed driver's license drivers backed up by a $1 million policy that we purchased, and did a background check. so that all sounded very easy, but kind of running the the technology back and i think it's very the complex. then we thought let's make it more interesting. we had noticed on our platform and which launched a feature called share my ride. if you got into a cab or into a car with a friend and you said share my ride, you would send them a link that said share my ride and amy excepted then they would automatically split that
ride, the cost of the right between the two. we saw high adoption. people like. they liked not having to the conversation at the end of the night that hey, you owe me 20 bucks. so we saw a lot of adoption. i wonder if people would be willing to share ride with strangers? so then we came up with uber pool. uber pool is super, a very simple concept. it basically says we are looking for two writers that are in close proximity going to appoint that is in close proximity. how do we mash it up and let share a ride? there is a complex algorithm that goes into figure out what's the most optimal range for people to pick up because you don't want to wait 10 minutes, we don't want to get into court and had to go drive 10 minutes to pick up the second person and then go off. there's a lot of technology backend of that. when we look at concepts like
uber pool, and are not going to go through the entire litany of all of our products, but you kind of get the idea. the principle behind it is that by getting people to share a resource, we should be able to get to a place what people can feel like they can give up their second car or they don't always need their car. and that will have positive impacts. there should be less traffic. there should be a positive impact on the environment once we take those cars off. in san francisco i will tell you, over 50% of our rides today are uber pool. if you think of those rights happening two years ago, one person and one car, and now over 50% of the rides are uber pool, that something that is actually very, very happy about. the other side of that is when you look at san francisco, over
20% of the real estate in san francisco is devoted to parking. so parking garages, parking lots, what not. for those of you who know that real estate in san francisco, that is just nutty. especially having an asset that is at rest 95% of the time to think how you should personal vehicle. you use it to go to work in the morning, use it to go home. made on the way to stop at the grocery store but that's pretty much it for five days out of the week. so again if we can provide options that can get people out of their car, sharing their vehicles and perhaps reduce the need to have land used for parking, all of these can have impacts in a society that is becoming more and more urbanized. i know this is an on pack but feel it's important for each of us to emphasize that most of the time, you know, it's technology solving a real consumer problem
and i need. -- and a need. one of the vcs in silicon valley said to me when i came on, i asked him what's your investing philosophy? he said i looked for systematic solutions to this aggregated marketplaces. when he said that it made total sense. but at the core of that is the desired and the goal of meeting consumer needs. >> what i love about all of this is we're talking a very, very innovative companies and things that are changing everyday. one of the things i love about my job is that i don't know what the issues are going to be that day. they change every day. they change with new technology, with the new models. my head was spinning instance of all of the different legal issues or i should say opportunities to work on.
at salesforce the one issue i never am able to take the office privacy. as a company that is entirely cloud-based, we really believe trust is our number one value. our model fails if people don't trust us and trust the cloud. so distant a particular amount of time on privacy issues. is passed just been particularly interesting for privacy, and anyone who touches this area probably has not gotten a whole lot of sleep. in particular last fall when the appeal court of justice invalidated the safe harbor, that was the model that 90% of u.s. companies used to transfer data in a protected way from europe to the united states. when that decision came down it invalidated that method overnight. i was very lucky that i've been unbelievable give up privacy lawyers led by lindsay finch at salesforce, and they knew the pain was coming down and
anticipated solutions for a range of different issues. different decisions. when the most extreme untainted we were able to publish an amendment to more than 25,000 contracts that substituted clauses for the state harbor come and push that out within four hours. being able to do that and able to people who are focused on these issues and constantly looking at them and staying at the front end was absolutely critical. this is continuing. we have data privacy issues and russia. china is considering different laws. it's something that every single day no matter what is on my plate, that has to be front and center. >> one thing i typically do when i start a program, and i did not do this or is, i would love a show of hands, how many people are attorneys with outside
counsel, in their own firms? that looks to be about half. and how many are on the inside working as in house counsel? and then random this is the of the third i suppose. how many are here just because it's the right thing to do on a saturday morning? thank you. we will go back to privacy but one thing i was goingo ask since all of you have such enormous jobs, and really we are all sitting alike thinking, wow, you get to work and to think you were issued to do with. do you have any tips for how much of the time you spend being reactive with, you go to your office, you've got people lined up waiting to talk to you or e-mails, and phish just same way, to take a rest, take some time out to make sure i'm anticipating tomorrow's issues and learning about those.
i just wonder if it any tips for us or just mentioned that balance between being proactive and reactive? >> i would love to hear caps, too. last but i think that's one of my biggest challenges is not getting caught up every morning in the to and in gaza overnight i feel compelled to sit down and wade through, as opposed to blocking time to rethink through the bigger issues. i will tell you i am not a model of behavior on this. ..
really needing to work in those times is critical, but i do struggle with that quite a bit. >> anyone else have tips. >> i don't really have tips. i agree this is super hard. i was sitting back on my experience and i think one of the things, one of the gifts of being at a company that was so young with only 100 people was that i'm a litigation partner by trading. when i got there, we didn't have a single piece of litigation. it was amazing. i think i had a three-month honeymoon, but that allowed me to plan for the future. what i try to do is the same. back then, the first rfp that i ran ran for outside counsel was
employment because i knew this issue would come and we needed to get prepared for it. i wanted to make sure the model reflected our business which was that we provide a service to others that they would use. i try to keep to that. i tried to anticipate what's coming down and prepare for it and push my team to do it, and frankly, i think my coping strategy is something that came out of my 15 years of law firm life which is that i still go in every sunday. i just need that block of time to get caught up when there aren't meetings scheduled every minute of the day. amy and i have talked about this, but i learned in year three that i couldn't do 30 and 60 minute meetings, i needed to do 25 minute meeting so i could walk to the next meeting and perhaps occasionally take a break. those are coping things that you learn as you go.
i think overall, saving that time and planning for what might be coming down the pike could be super important. it's just hard to find that time >> one of the things i spent a lot of time thinking about his training our clients about how to work with legal. since i joined, it has gone from about a hundred 50 employees up to 500. that means you have an influx of folks were young and their careers and haven't been through major litigation before and are improperly calibrated for the risks that could come from medications or the way they conduct themselves. i try to get legal out there front and center and begin early and often about the best way to
come to us with issues. our attorneys are embedded with the issues. what that means is you are with your primary client and everybody who flows from him or her from your team helps to support them and being embedded with them helps you get ahead of the issues a little bit. then you can kinda see what's coming down the pike and try to plan for it. yes, i answer emails around 50 every morning. i wake up every morning and i get online i do a couple hours of e-mail and spend time with my family before i send everyone off to the various camps in schools and get into the office. i do work around the clock, i love my job so i enjoy every minute of it. it will say, at facebook, there is a different medication culture because it is facebook and so we have groups where
people communicate in groups and there's facebook messenger which is a very well used tools that means my e-mail is actually left lesson number but the communication i get is fairly constant which is a blessing and a curse. it's good to be tight with your clients. in intel i got trained in the getting things done model. i don't know if anybody uses that but i tend to use that. it doesn't encourage you to block periods of time to deal with things and i actually have standing calls with my outside counsel where we talk about what i see coming down the pike, what we need to block, and we will sit down and actually just calendar a few hours here and there were we will talk to various topics and i asked them to help spin me up on things and that seems to work fairly well. >> i actually had a great period of my career that didn't last very long. i was one of the first people to
have a blackberry. when i was like the only one who had it, that i couldn't be sending out my messages from wherever i was and i didn't have have to worry about other people doing it. it was terrific but not anymore. i'm aging myself by saying that but i do have fond memories of that era. i want to ask you all about another issue that's very important to our world today with regard to technology. you can open the newspaper without seeing some report about hacking and people stealing private information so wanted to ask all of you, how do you deal with that and is not one of your top concerns protect company?
>> so, we think about cyber security the same way we think about privacy which is it is of paramount importance, not only to have the strong measures in place, we have an entire security team that looks at the engineering part of it, but also works with law-enforcement and handles these cyber security issues in a world where it's constantly changing. really, it's about building trust. you want users to know that we are taking the steps to protect their information, that we value our relationship with them and that we will do our best to make sure that their information stays secure. >> i don't know if anyone else can share. >> top cyber security is top of mind and it does go hand-in-hand
with privacy and trust issues. i think this has changed in the past couple of years because this is not just an issue for uber and salesforce of the world or tech companies. it's something that every company and law firm has to pay attention to. there is no company or industry that is safe from a cyber attack at this point. i think the most important thing is making sure that these issues are making it up to the board level. this is a risk that needs to be managed and it needs to go all the way up to the board or a board committee and the needs happen on a regular interval. so in the materials, there's a ladder letter that is a response to the inquiry about how we collect data and what we do.
it's very detailed response and i won't go into it, but one of the really great parts about her being acquired is that it's a huge core part of what facebook focuses on and also of course very important to them that all of their users trust them. i've seen real sort of cultural adoption of that with a have realized that this is something that we have to really focus on in order for our users to trust us and have a good experience. i will say, it's interesting that the cultural piece, where it's a core value for the company, really influences how we give legal advice and how comfortable i am with what the company is doing. we are adopting a culture of health and safety because having a comfortable experience in a well-informed experience in virtual reality is what will drive user adoption and make the
platform successful. i see those cultural shifts as really important for the overall business side of things. >> i wanted to mention, this is a good segue, when you when you walked in the room you should get this little card that shows where all the program materials are. there up on the web and if anyone has questions, just come up to us "after words". i'll make sure you get the link. whenever i see his name, the honorable al franken, it's a great letter. before we close out the issues and i just had a general question about practical tips for keeping ahead and how to stay on top of that because with the changes in the rules, all of us are sort of like now what.
just a few more words because we are many people here who spent most of their practice focusing on privacy and we welcome them. >> i will admit, i was no privacy expert when i went to bristol i went and i got one. she had gotten her training at facebook and had done european work which was really key for us. i think that being the nonexpert here, the one thing that i would highlight, especially for for global companies is really understanding the global nature of the privacy requirements and you can take several approaches to it. the easiest way is if you can get to a place where you have one global policy. the other way is to personalize it for each country, but certain
countries have different requirements, france being one, south korea is another tough place to be that i learned, but again, again, just being really aware of where your clients are going and what is required in that country is something that i have kind of gone through and i think it's just an important issue, as we go increasingly global and increasingly cloud -based, we run into these privacy issues everywhere. >> it's an incredible area of the law to see how it is develops. i remember hiring my first privacy lawyer at expedia in 2007 and until that interview, i interview, i had never met anyone who focused on privacy. nine years later, i have ten people on my team who do nothing but privacy. five in europe and five here in the bay area. it's an area, i can see at some point, it's so complex, it really partnering with really
outstanding outside counsel who are spending the time looking at this on a global basis. i agree, one of the things we are really lucky about is that way, facebook really does have the subject matter so we have a strong legal team. we have a large policy team so there's a lot of cross functional work that goes into thinking about these issues. i felt like when the franken letter was being drafted, what lawyers really offered was a deep understanding of the product and how the product worked. the subject matter experts could totally rock fat and put that into writing for us. >> i highly recommend everyone looking at that letter because it goes into great detail about what the policies are. >> as i indicated during my
introductory comments during my year as chair, diversity is a really important topic to me and i think that everyone, i wanted to have an opportunity to come and comment on what your companies are now doing to ensure diversity. >> i mentioned at the beginning that i stayed at my law firm for a while, and i had intended to stay there, but i didn't say why part of it was because i really enjoyed practicing law and i really enjoyed working with the people in the law firm, but part of it was because i had read the story in 2081 my minority women in the basic gist of the story was that statistically the probability that a minority woman would still be after ten
years was statistically zero. that meant to me that they were making partnership. at that time i was getting indicators that perhaps i had a shot so i decided i'm going to stay in, go through those miserable years before partnership and figure out how to solve the puzzle and teach others how to do it. that was one of the reasons i stayed in. when i got the opportunity to become gt of labor, it was a difficult decision in a number of ways, but, but because i had been so committed to that and so public about that, to then say hey, i'm out, i thought well, this is a great opportunity, let me see what i can do on the inside. it has been interesting for me. i learned a lot. my first five hires were women.
i didn't go out to hire women, i just went out either the best people to fit the needs of the people, but when i looked around, they were all women. then i heard a man and then the joke in my department was that i would have to hire another woman then i had a look at myself and say, what is the unconscious bias that i hold, but i think, to to be perfectly honest, i really think we are at a place, especially for the women, all of the women in his panel, we work work with really smart women, really smart diverse women and it's really at a place where, to me, i don't because a question question of why, it's a question of why not. i may continue to go out there and hire the very best people for the job that i have. the one thing that i do is i'm very intentional about it. i asked my team to make sure in your last panel, we are going to hire the best people put in your very final panel i want to see a
woman or a minority. i just want to make sure you are being intentional in your hiring. then i talked to my leads about what their groups look like. what i have experienced in my team is that who you put at the very top matters. my women led legal teams are much more diverse in every single way. i try to be intentional about what that might look like and when that gets a little skewed, i talked to them. it's not a performance metric, but just by being intentional and asking them to keep an eye on it, i have seen some of the results of that. we are not there yet, and i think there's still a lot, a long way to go, but i think being aware, talking about it, being intentional about it is really a very important first step. >> i believe you've written on this and also in our materials we have one of your articles,
correct? >> yes. >> this is a topic that i do have some views on. i think all of our, i think facebook has a real focus on hiring diverse candidates and employees, and i believe that all of our interviews we try to have at least one under represented minority or woman on the panel. facebook is interested in making sure they have females in the engineering space. the legal department that facebook actually won an award from the national association of women's lawyer, the pres.'s award for the advancement entertainment of women in the legal department. i think the facebook legal team. [inaudible] we have one other female lawyer
and she is up in the seattle area. she leads our research team up there. i was the first woman hired on the team and have remained the only woman in this office so we have some work to do there. my hope is that we will have some diverse candidates come through for some open positions. i will say that virtual reality, i believe, is the next big platform. i'm passionate about it and i find it interesting and i believe other women will find it interesting as well. i think they will enjoy working in this space. i see a lot of women work at companies that are considered more female friendly and i think there is some key learning there. i sort of feel like why should i have to work at a business that i'm not that passionate about because i'm a woman at a retail chain or something. i care about technology and i would like to be part of shaping
the future. i think it's really important we have a diverse group. [inaudible] i'm very lucky to work for a company that has been dedicated to social issues. in the past year we took on gender pay equality. it was really the first company to publicly commit to revealing salaries of all 17000 employees. looking forward to discrepancies. what i really admire is we made that commitment not knowing what we were going to find. we committed to fixing that. after undertaking the survey, we did finally make adjustments for both men and women and equal members. it took about $3 million to try
to repair that situation. it's something we committed to doing on an ongoing basis. this is not something you just do once and forget about it. i always think it's important whether you're at a law firm or not, there has to be a commitment at the very top to racial diversity, gender diversity and personalities and otherwise. people want to see that you are personally committed at the highest level and you are going to take responsibility for the outcome. >> i have something else to add on this which is something we can all do in our day-to-day work. we have everybody go through managing bias training and there are sort of specific tips around how to be more inquisitive and
manage diverse groups in the workforce. i actually try to call out what i call micro inequity and it happened just recently in a meeting and the woman made a point and it was lost in the conversation and i was able to say, what you're saying is really important and i just turned my chair toward her and asked her to speak again about it. to be totally honest i don't understand the engineering points anyway, but i thought what she was saying was important and i thought it was worth hearing it one more time and letting her have the floor and she didn't she made her point and it was good. other people responded in a much more meaningful way. the way people presented meetings doesn't immediately make people listen up. i thought i would call it out. i just refocused it back onto
her. >> i just want to personally thank everyone for encouraging diversity among women in racial and gender and every aspect of gender is commendable. my firm is raptor marsh. i didn't say that. here in the u.s., we have all women working and we've got diversity and you've seen jessica who works with us handing around a piece of the paper so please write them down. we are going to go to questions very soon. if you could talk a little bit about what you are looking for because after the presentation today, i'm sure everyone would love to get on your list of outside counsel. >> if you have any examples of best and worst business
development approaches for you, any anecdotes, please do not try this or anything like that that's practical would be appreciated too. >> if you see anyone who you're about to tell a worst approach story. [inaudible] >> we use about 200 law firms and i have found that every company where i've been in town, it's been about 200 law firms. if you are in national and you have litigation, you simply wind up with the huge number of law firms. i tell you different times to reduce the number and to really focus on issues first. i have found limited success. i found i ended up trading off
for working with someone i really, really connect with. then i can get absolutely the best person in that role. i've always been able to go with more terms firms instead of fewer. think what i'm really looking for someone who i feel is looking out for me personally, who is looking out for the company and who really wants to see me or people on my team succeed as well, and can help us get there. i remember i was at expedia and i was concerned that somebody had come up and it was a big deal and i was worried suddenly that i had not made. [inaudible] but i had filed. then a lawyer called and left me a message on a saturday night and said i got your message, i'm
going to look into it. it saturday night, don't worry about it, i've got this. if you filed that your fine and if you haven't, i will help you solve this. i just felt like the weight of the world was off my shoulder because i had someone on my team who is looking out for me, someone who is going to help me get solve it. that's what i'm really looking for in outside counsel. who's going to help me solve that issue, who really cares about the company and who cares about me and my team. >> so when i came here, i learned learned very quickly all of the things i had done wrong when i was in the law firm. in my own defense, i was just a junior partner so please forgive me. i was a very apt learner in this space, but here are the things that in a truly exceptional outside counsel they do.
they get back to you really quickly. the best outside counsel out there, meaning the ones that hit the news all the time usually get back within hours. i'm talking half an hour or two hours. with a quick email that says got you, it may be like i'm in tokyo and i'll be like it's four am in tokyo, but i'm going to have someone look at this issue and get back to right away. i think that responsiveness is really important. it also puts you in the queue. we are humans. those who get back to us really fast, we are going to wait for those, especially if you are somebody that we work with who really gets our business, that was one thing. i think with regard to litigation, what i'm really looking for is someone who has litigated against this particular patent, in front of this judge in this court.
if you send me a copy that says hey, i see you been sued, would love to talk to you, i would probably not have the time to talk to because others are sending analysis of that lawsuit and why they're the right people. we litigated against the plaintiff. so doing fewer of those we've seen you sue or maybe none and doing more of more targeted, we've litigated against this patent, against this plate patent or in this court will get you a lot further. >> i think for the in-house counsel and kind of going to her last point, i tried sure my my team that it really matters who you call at the law firm. having been that junior partner, you actually don't get essay on whether or not you should have some share of the matter or the client if you don't get the call. it's really hard to have that battle. if you are truly interested in diversity, especially in the law firm, and we know, he recently
published another study when i read through it and i was like there's no change. unfortunately, in eight years, we haven't actually moved the ball, but the only way we can move the ball is by empowering those talented minority women lawyers and empowering in a law firm eman's book of business. let's just be frank. if you pick up the phone and call that woman lawyer who you know is good and has been working on your matters and say hey, i have another matter or i don't know what i'm talking about calling because i usually just e-mail. e-mail, and that she can turn around and open up the matter in the conflict system. that becomes her matter to manage. again, be super intentional about how you go and find your counsel. there have been times where i know which lawyer i want and it's not the woman minority, but i will call the person i know
and say i want you to be my relationship partner. i'm doing this intentionally so you get practiced being a relationship partner and what that means is you will be super responsive to me and address all of the conflict issues, but i will push you to make sure you can claim your position as my relationship partner. i want to see you take advantage of it and i'm here to mentor you through it come about i'm not giving you a gift so you can hand it off. i think there are couple ways you can go about this. >> a lot of what i would say has already been said that. the response of peace is important. things move quickly. i really do need people to be available to respond in a quick time. and not get back to me a few days later. if that's the case i'll go ask someone else the question. i see the relationship with outside counsel at the continuum, it's it's super
tactical advice to deeply understanding my product which enables you to give that kind of advice. it's a personal relationship and mentorship that i've gotten. i have a couple key for folks at firms that have served as mentors and friends and when i considered this job, i called to them and talk to them confidentially, how do they view me, what do they see as the opportunities, what do they see as my growth areas and what be good about this or not good about it. it was super meaningful to have a really seasoned person who has been in outside counsel and knows me well for many years to help give that perspective. i do wish we had more diverse team at the law firms we go to. i can't tell you, there are so many excellent of counsel women who have not become partners that firm, and i don't know why, but i have use them for specific work and i think they're phenomenal.
then when i go to the firm, the relation partner is a partner and that the individual i wind up working with. it's usually fine, but i wish that i had more opportunity to direct the work to women who would be in positions to accept it and serve in that role. so, i don't have the answer to what the issue is there with those specific folks. they are excellent and certainly as capable as many of the firms that i work with. we use a wide range of firms at facebook. i find it's not really the firm, it's really individual and practice groups that tend to really know the topics that i need them to know. i guess the last piece of advice i would give is that scoping risk is really different when you're in-house counsel versus
other counsel. one of the known nose would be the overly conservative advice that i can get from outside counsel, and i prefer they put that in the don't read part of the email and at the beginning layout for me the practical advice like the engineers are going to be doing ask, how are we going to help mitigate this risk and how are we going to optimize the risk that we are going to take. not, you should let them do that i really need the advice on how to best optimize the rest can help me communicate the risk for the client so they can sign off on it. those are kind of some key things i like to see from my partners and outside firm. >> one other thing i was going to add, i like the idea of working a list, it's an an absolutely phenomenal outside counsel. it turns out that these people are also truly people and they make some mistakes sometimes. i have never once terminated a relationship with outside counsel based on a mistake they've made. i have terminated relationship on a failure to own up to the
mistake, to let me know about it and to really just recognize that and help solve it. that has happened a few times, and i think it's very important. when talking with outside counsel, you recognize that you're being paid to give absolutely 100% good advice but there's going to be mistakes. people move fast and they throw a lot of things at it. let us know if that happens, and let's work together to figure out what the solution is. >> since we have the benefit of having these three extremely successful women on the panel, one of the main themes i tried to focus on in my year as chair is the science and technology laws encouraging younger people to consider careers in science and technology. i would very much appreciate it if you could speak to a few for
a few minutes about career advice and also about encouraging girls to consider careers in fields that involve science and technology, just on a personal note, my daughter just finished her first year at sanford so if you could just think about girls like her and what words of advice you would have, that would be much appreciated. >> yes, and just to follow on cindy's point, i think all of us here have also struggled with masters, i don't know what word you want, family balance, children and just thoughts also if there is a path you recommend in terms of being on the inside or outside counsel. we've all shuffled back and forth between as well. just general advice in figuring out how to be moms and participants in our families, even if we don't have children. thank you.
>> another hard question, i know >> and how do we solve world peace. >> you know i have thoughts on that. >> and global warming. >> like advice would be to go ahead and do things that make you uncomfortable. everything i have done that's been comfortable has wound up being really good learning experience and i was lucky enough that at every place i worked, but at intel, i had sponsors, women and men both who encouraged me to take on new roles that are really did not want to take and i felt it was totally the wrong decision for me and maybe i had just had a baby and i felt i just couldn't take on something new and there like you really have to, you really should. this is the right time for you, this is the right opportunity and i would say okay, i'm going to do it. of course once you start doing to start doing it you're gonna love it and there will be ups and downs and great things to learn.
i actually, even if things make you feel uncomfortable or you think you can't do them, you should try it anyway. my advice would be just do it. if you don't, if you fail, it just fails. then you learn something from that and you moved to something else. one of the opportunities i have that intel was to be the group counsel for the new devices group which is the wearables group at intel and it involved in acquisition of a company that was based in a recall with a lot of issues and i got to be the general counsel of that company and service group counsel for a very different team that i wasn't really used you and i really did not want to do that job. it looks very difficult. the executives looked difficult to deal with and i was really encouraged by my sponsors to do it, go ahead and take that position and i did. i actually wound up really loving it. it was super scary but it was really great and of course, when
they called me and asked me to come interview, one of the things they asked me about was my wearable experience but i thought this is crazy that this job i really didn't want is now turning into this great opportunity. it also gave gave me the opportunity to realize that i really love and user products. here i was at and tell with products that are not readily sold to the end user but doing wearable devices i realized i actually really love watching people wear and by what i am working on. this is super exciting for me. i know it's not considered the hottest thing at intel which is more about ip and antitrust, but it was something i really liked and i had to face the fact that the company that i worked out that i loved for so many years didn't necessarily do what i wanted to do. it was coming to that realization and then i had this opportunity come. that was sort of a long way of saying, take the risk. if people are giving you an opportunity and it seems scary, it's probably probably the right thing to do.
>> when i was considering the uber opportunity, i really gave it a hard luck because i fell in love with the product, and, and back in 2012, i was using a blackberry so i fell in love with it on a blackberry. i can really see that it could change lives, it certainly changed mine and i have have an emotional reaction to it. the fact that a car would come pick me up on a sunday afternoon at the top of a very steep hill in eight minutes was amazing. that i could see it coming and i didn't have to worry whether it was coming or do i have to call the cab company to see if they really sent a driver or not. it was an amazing -- so i fell in love with the product which made me think really hard about this. i've thought about all the considerations that went into that decision to move, but one of the things was i sat down
with my husband was also a lawyer and we set okay this is kind of risky. you worked your entire career and are also very committed to the fact that you want to be a minority woman partner. you could go to the start up and it could be awesome or it could maybe fail. startups fail, we thought there would be adoption, but at that point it was very small. it was busier then than it is now. i thought, well, that's actually the wrong way of framing the risk so i decided i was going to frame the question differently. the question that i decided i was going to ask was when is the next time you are going to be offered the position of gc of a tech company. when i framed the question that way, it was a no-brainer. it's like never. i was old enough to know that sometimes in life, you don't get second chances. i knew i wanted to grab this and see where it grows and see what
i could learn from it. i think one thing, when you think about your career choices, make sure that you are framing that question appropriately. we all went into law because we are slightly, or more than slightly risk adverse. make sure that you are not over indexing on that risk analysis because you may leave opportunities along the way. >> i agree very much along the lines of what they just said. taking risks has been in a very important part of my career. this was when i was first looking at going in-house. i really tore myself up over this choice but was not how i viewed my life and it was not where i fell i was going and yet this opportunity had come up at exactly the wrong moment. i had to make a decision. part of it was asking when this was going to come up again, and like sally i decided that was probably never.
i spoke with a lot of people about why they were in their position. a lot of people said they were still in their position because they were afraid to take a risk. i didn't want to have someone come and asked me that ten years down the line and say that i was there because i was afraid to take a risk. i could come up with other ideas of why he wanted to be there but never wanted that to be the answer. in terms of other career advice, it gets very important figure out your own strength and use those to ground where you are going and how you're interacting i grew very concerned over the past couple years that there has been so much focus, particularly on women, developing women in the workplace. there were a number of women in the workplace seminars or training sessions or coaching sessions and i walked out the
door that what they were trying to do was fix women. if they could fix women so women were more assertive, use certain words and not other certain words, then they would do better. not focusing on fixing the workplace. i was really encourage people to look at their own strength. just to give you an example, i remember fairly early in my career, i was on some test negotiations and i had an older colleague tell me that when we went back end, i would march back in that room and lay down the law and he suggested a few choice words for that and whatever happens, i couldn't be too nice. i heard him out and then at the end of that i said that was in no way how i intended to handle the conversation. then i asked him, when was the last time he had sent me into an interaction or negotiation and i hadn't gotten the result he
wanted. that stomach ten. stumped him. the point was i had to go in there and use my own strength and not what worked for him. if i had went in there and pounded my fist and cursed, i can guarantee everyone would have burst into laughter. i would've felt and looked ridiculous. was figuring out my own strength and what was going to work for me and then i knew i was able to navigate the situation. i think i need to feel a lot more focused on encouraging people to find their strength and really recognize different ways of negotiating, different ways ways of interacting, and not just coaching people that if they behave in one way that is the ticket to success. >> that is fabulous advice. thank you all so much. i did want to have some time for questions so ray, do you want to go ahead?
>> thank you. as a follow-up, a slight follow up to a question, is there any particular career preparation advice you would give to young women starting in their profession and the second follow-up, is a slightly more difficult question which is, a lot of the young women lawyers are subject to what they call micro aggression, sexual hostility and the like, is there advice on how to deal with that type of issue? >> we are all looking at each other. >> i will do a little bit on the micro aggression. i don't claim to know all of these things are to be an expert
in this area, but one of the things i say to women in my company and in my department is don't hold back. don't speak from a place of emotion and anger, but if you chew on your words and bite your tongue long enough, it will come out that way. just say it. if someone does micro aggression on you, just call them on it because it's scary to call summary out on that, but it's going to feel good. i'm trying to encourage people to speak up and stop it. when we don't have another person in the room who will call it out for you, it still on you to call it out. i will tell you, it is hard to do, but it does feel good to say hey, you got that wrong, actually that's not what i said, or what i see happening a lot is you said something and then somebody else said something that got repeated by another guy and they kind of co-opted your
idea. you like wait a second. you've kinda been taught not to play those games, but you're like yes, as i said, i think we should go here. i think it's teaching a little bit of coping skills and letting young people know that it's okay to stand up and speak up. >> and that's great advice. ray, i think think you had another question. , preparation for their career. >> on preparation, i think it's to do what you love. i think we have a lot of focus on stem career which i think is great. you need to do what you love to do and file follow your passion. that's the one thing about law school. it welcomes people who have studied everything from philosophy to computer science and the french classics. you can do all of that and have
it be wonderful preparation for what you're going to do in the future. this technology industry needs people in every possible area. my background focused on government and religion, and yet there was a role for me. i think there's a million different paths to a career in technology or career a moth and you can enjoy any of them. >> i would say the same. i don't think have to narrowly focus on something. i get this question a lot from students saying should i study patents or trademarks. actually, you can focus on a lot of different things and as you will find over the course of your career, different areas different areas will become really hot or topics you need to know about so like were talking appear that everybody needs to know some level of privacy now but that wasn't the case a while back.
i think there's that piece, but doing what you love is key. i joke about what time i start answering emails but it's because i enjoy my job and i can't wait to see what issue is coming up next and how we will solve it. i also really enjoy my clients. the most useful skills on our team are good communication skills, really excellent ability to talk to your business counterpart in communicating risks and helping them think through issues. the members of our team that have great listening and communication skills are so golden to us. >> before i asked the next question. >> go-ahead. >> the only thing i was going to add is that i have been the beneficiary of a lot of mentorships. there is a group of women gc around the bay area and it's just a good group. everyone is very generous with their advice. i kind of reference the way by which i got to uber, but it was really because i had a core group of 15 women lawyers. we had been associates together and friends and one of them had gone off and had a class and she
was a recruiter for a roll and she told me about it. again, i think there's lateral and horizontal mentorship relationships that can really be important. they continue to be important. and i'm living proof that you don't need to have a plan or attack background and as everyone says, there's just a myriad of issues at tech companies that really, i think it's it's more important to follow your interest in your passion and be the best that you can and see where it goes. >> usually we wait until the end of the program to think people for an outstanding panel, but this has just been phenomenal. you have been terrific so far. all throughout a couple more questions with the time that we have. is there an intellectual property law that you wished to be changed to make your life
easier. >> to we have to limit that to intellectual. >> were definitely very supportive of patent reform. i think the rise of nde is unbelievably damaging to the technology arena. it is costing us incredible amounts of time in terms of out side counsel spent in licensing. it's something that we just need to come up with a predator framework for. >> i would agree. it's very interesting being at both hardware and software, coming from facebook. as you know there are a lot of different philosophies around patenting in the valley. we have them all other company, but the patent nonpracticing entity is very problematic for everyone. it's really set stifling innovation and shutting down the
way our company can move so we can develop product. >> i was asked by the camera person to speak so i decided to come appear. there's a lot of talk about privacy. what are your views or comments on the fbi issues with apple and the like? >> i think we're going to say no >> all right, what are the issues we have that general counsel is trying to prevent the five letters of memorandum. what you do from keeping that from happening. >> i think that's education. think it's something you have to police constantly, and something
that a lot of people, i think it's raring companies where you come up against people who are deliberately trying to do something wrong. you do come up against people who don't know what they're doing, don't know what the guide rails are and make mistakes. you fix that through educating people. they need to understand when you can agree to something, when you can't, who needs to do it, and keeping people really within a tight framework. i think that's the best way to deal with the issue. >> i agree. i said this earlier, but especially in a growing company where we are hiring so rapidly, were were constantly trying to educate the clients. i asked for time at every single staff meeting i said in whether or not i have something to say. if i don't, i talk about how to educate people and loop them into legal.
i think it really is trying to move quickly and being used to being in a startup environment where we have a lot of folks were young and their career and they just haven't had a lot of experience with doing deals and they will go out and do things that they didn't review as well as they should have. >> i think being in a startup environment or in a company that's rapidly growing, one of the things that i'm focusing on is a circle back. there has got to be a reassessment of the rest, reassessment of the approach. the risk in the approach that you have when a company is 30000 versus 3000 is very, very different. when you are growing and everyone is focusing and moving forward, it's really hard to be that person that says hey, let's make some time and circle back and double check, but i, but i think that's very important for legal departments to do. >> i see we are running near the end of time and i apologize to those whose questions i haven't been able to ask, but i'm going to hand over back to the
moderators. >> if it's okay with cindy, i just had a question question i wanted to ask everyone because you've been very clear about the obligation of our job. i will start off with what is the one thing you do outside that really is a fun activity for you. i would start off and say yoga is kind of how i find my time to think about a lot of different things and another passion of mine. just curious everyone else to share what you love. >> and i love mexican food, of course. >> so i have three sons which is where the bulk of my time outside of work is focused. my trivia on that is that each of my sons was born in a defect country. one was born in china, my my second son we adopted in india and my third son was born in the united states. we kind of have the superpowers
down. >> i also have three children so i spend quite a bit of time with my children and i practice mindfulness so people have seen me in the parking lot at work before i go in sitting quietly and someone said i thought you were asleep in your car. review sleeping. i was like, i was just letting everything go. those are just some of the things i like to do. >> i think we have the same favorite coping mechanism which is for me it's just regular exercise. i do a variety of things. before uber i used to play tennis pretty seriously, and then i found out that spending 12 hours on the court every week just doesn't jive with this job so i had to pick up more efficient ways of exercising. i try to block off that time every morning for myself to do something that's healthy, release some stress and also just have a little bit of mind space.
my husband is also, he's now the managing partner and that's not the reason why i left, although we both speculate so and were raising two boys together. our life is very busy and i think what you find, you asked this question, there is a question earlier about how you balance or how do you make it work. one thing that she taught me from ebay as i said i don't. it's all one. it's not as bad as you think. what she meant was she does not compartmentalize. i find that in my job, i can't. i can't say after six pm no meetings. it just doesn't doesn't work that way. that's kind of when aipac gets going. i tried to make sure tuesday nights are my might night to cook dinner and i'm home. a occasionally i'm cooking dinner and my laptop is up next
to my butter dish. my kids are used to me in my laptop. everywhere we are, there they are, are, but you make it work. i think it's a challenge but i also try to make sure that i focus and have time with the family and that i bring them into my work. that's the other way. we tried not to compartmentalize if we have business, we talk about it. we give give them the language every time. >> i also have two children and two dogs and sometimes my daughter's claim that i prefer the two dogs, but olivia, that's not true. one thing that really works for me is if i can take a break during the workday and just go for a walk and we are lucky to live in california where we can just get outside and get a little change of scenery, that often can be very effective for
>> alive picture this afternoon of president-elect donald trump's private club in florida where he will be spending the thanksgiving holiday. work on his transition continues as he released at least two names to fill cabinet positions today. he has chosen betty divorce as the secretary of education and earlier today south carolina governor nikki haley who was chosen to serve as u.s. ambassador to the united nations and ben carson suggested today that he has accepted a post as the head of the department of housing and urban development. :
here's a preview. >> the market went up right after the election within hours of election. of the election. first drop and then went right back up. a number of analysts in particular have pointed out that this is the time to invest in the biopharmaceutical industry. and i think they made that recommendation based on what andy was talking about, but also think another issue, and that is the issue of the assault on drug pricing that has been taking place and was one of the
cornerstones of secretary clinton's campaign. and that assault on drug pricing could have had a continuing downside impact on the industry. and i think the expectation now that secretary clinton is not in the white house is that at least to some extent some of the pressure that places all of this emphasis on the price of drugs instead of talking about the value of drugs is going to settle down a bit. >> the future biomedical innovation tonight at eight eastern here on c-span2. >> i really decided i wanted to
understand why, like what, what is causing this? our neighborhood is still segregated 50 years after we passed the fair housing act. what our school is still segregated, not only segregated but when you look across every measure, black and latino students are getting the least qualified teachers, less likely to get access to academic courses that would get you into intimate institution like columbia systemically across the country. i wanted to understand why that was. so that's really what my work began to focus on looking at the particular action that we've taken in the past but also that people are taking right now that maintain segregation and racial inequality. so in schools recent addition was waged do that because if they place had been segregated and then was integrated you could go back to that point where it starts and show that someone had to do something,
something, so i start looking at school districts that of an order to integrate. you have to bust these kids would have to have racial balance or have to pay a white school and a black school. and then once the school district is released from the court ordered they can do whatever they want. they can create all black schools that they want to as long as they never say we are doing this because we want to discriminate against black kids. they can do whatever they want. is easy than to go to this point where a school district or school have been integrated and i was going backwards and you can find who did what, who made this decision that resegregated this school. >> that complete discussion of school segregation is tonight at eight eastern on c-span. >> here are some of our featured programs thursday thanksgiving day on c-span.
after 11 a.m. eastern, nebraska senator ben sasse on american values, the founding fathers and the purpose of government. >> there's a huge civic mindedness in american history but it's not compelled by the government. >> followed by tom harkin unhealthy food. >> for everything from monster thick burgers with 1420 calories, 107 grams of fat, 20-ounce cokes and pepsi's, 12 12-15 teaspoons of sugar, feeding an epidemic of child obesity. >> then at 3:30 p.m. wikipedia founder talks about the evolution of the online encyclopedia and the challenge of providing global access to information. >> there's 1000 entries and there's a small community, five, 10 active users, another 20-30 that saving a little bit and i
started thinking of themselves as a community. >> an inside look at the effort to repair and restore the capitol dome. justice kagan reflects on her life and career. >> and then i did my senior thesis was a great thing to have done. it taught me an incredible amount but it also taught me what it was like to be a serious historian and dissident archives all day everyday. every day. i realized it just wasn't for me. >> followed by justice clarence thomas. >> genius is not putting a 2-dollar idea in a $20. it's putting a 20-dollar idea in a 2-dollar sentence without any loss of meaning. >> and just after 10, an exclusive ceremony at the white house. president obama will present the medal of freedom to 21 recipients.
>> watch on c-span and c-span.org or listen on the free c-span radio app. >> now a discussion on possible infrastructure projects in the upcoming trump administration from today's "washington journal" this is just under one hour. >> one of donald trump's promises to make america great again and put a major infrastructure plan for america's roads and bridges and that's a topic for the next 45 minutes. joining us at the table, george mason university and the mercatus center and aaron klein of the brookings institution. think you bring with us. let me put some information on the screen to explain specific what donald trump is talking about also in terms of numbers. something approaching a trillion dollars over the next 10 years for roads and airports, pipelines, electrical grid offering up to one and $37 billion in income tax credit as a way to entice private
companies and their cash overseas to come back different infrastructure projects and is calling it a totally self-financing at no cost to the government. let it begin with you. how realistic is this? >> it's not so much a realistic it is because when there's enticements sometimes actually the private sector is more than happy to deliver if the question is what's the return on investment. are we going to be investing in things we need to think there's a pretty big consensus the kind of things we need don't lead to a ribbon-cutting ceremony. we need maintenance and it's very unlikely this is the kindly of thing the private sector come it'if not impossible, we be investing in. what we make it is a big, new project, new roads where they are not needed and not the big bang that we help. >> host: according to the
engiican society of civil engineers and to write the following courtesy of bloomberg news. 28% of major urban roads in substandard or poor condition, 240,000 water main breaks dj. let me repeat, 240,000. 58,791 structural deficient bridges at the start of the year. the average age of the nation's fixed assets in 2015 was 22-point ages but the oldest get back to 1925. >> guest: we have an infrastructure system that was built by our grandparents. they funded it. they paid for it and they bequeathed it free and clear to the next generation. we have had a generation of underinvestment. there's a huge backlog. i agree that maintenance has th best bang for the buck. americans are bleeding cash out of their pocket every year. there's one study that showed the average motorist in the
urban or suburban area spends about $70 a year an extra car repairs because writing on potholes and substandard roads. these things at the it's a silent tax. there's a way to deal to do a large infrastructure package that would create jobs, booster economic productivity and help working families. that's a different question than is that is the package that congress is going to neck of the president is going to propose. there's a win-win to be had. >> host: from "usa today" yesterday, for those listening in the car, maybe stuck in traffic or preparing to head out for the thanksgiving holidays, this is a story of the opinion page point that americans spending 6.9 billion thankfulness hours in traffic are presently some of this will help ease traffic congestion. the question is how to pay for it. one of the issues is the federal gas tax which is not been raised since the clinton