The Woman Who Is Creating A Path For Women In Tech

We started creating that almost instantly with the company. We didn't spend a lot of time just thinking about it, or strategizing or talking about it. We just did it. Got something out there.

Then we start testing that with customers. Does this meet your needs? If it doesn't, let's change this, let's change that. Let's see what we need to do to really meet your needs through extensive conversation with customers in the context of them having a real product to work with.

In the case of Chloe Capital, the venture capital industry, this accelerator program I'm doing this fall is my mvp, or minimum viable product.

We'll be making an investment through this program, so that will be a minimum viable product of our fund in a way, testing some of the ideas and concepts we're working with. Those early stages are usually about taking your idea, putting something into action -- it's all about doing it -- getting immediate feedback and then iterating from there as you go along and creating something bigger, better.

Once we're meeting needs of customers, and we're on the right track with the product by experimenting and collecting lots of feedback, now it's time to get into a position to scale and make it a much larger venture.

Question: One of your roles, especially with Women 2.0, is encouraging more women to be tech entrepreneurs and take on greater leadership responsibilities.

Answer: I've gone through a pretty big career transition over the last year in terms of figuring out a new path and coming up with new ventures. In going through that path, I've thought about what's important to me, and what I want to spend my time on in the next 10 years.

A big focus for me now is around women in leadership, women in technology, women in entrepreneurship and women in investing. These are all spaces where we're still facing challenges. The number of women in venture capital, the number of women in tech entrepreneurship, and funded tech entrepreneurship is still less than 10 percent. There is a huge amount of room for improvement.

Technology entrepreneurship is important to me because it's one of the biggest factors influencing and defining our future. Technology is disrupting many many traditional industries and literally changing and shaping our world in radical ways.

So, what's important to me at this stage in my career is figuring out what kind of world are we building. What kind of world are we building for my children and what voices are at the table to build that future? Do we really have diverse voices?

I don't want to build a future for my children, for instance, where moms and grandmothers don't have a voice. But moms and grandmothers are not well represented in the tech-entrepreneurship world.

That's a big focus for me: How do we engage more women across all aspects of technology leadership and investing leadership? I really believe having more voices will build a better future for everyone.

That is kind of the core work that we're doing right now at Women 2.0 as well as at Chloe Capital. And at PollQ, too, in the sense that I'm building a company and trying to make sure there are women leaders within the organization as we grow it.

There are many steps that we can take. First and foremost, we need to start early. There need to be good paths for younger girls. There are great organizations working on that. I'm working on a resource database with a bunch of different organizations that people can engage with. It is at chloecapital.com in the resource section, including organizations for younger people as well as people at later stages of their career.

I think right now one of the biggest things we can do is set good role models and good training opportunities for young people getting into technology and tech entrepreneurship so that we can change it for the future generations.

It might take a couple generations to make the change that we need to see happen.

It's about building a future where my daughters, if they choose, can be investors, leaders, and entrepreneurs.

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