Analysis: Job Loss and Artificial Intelligence


Artificial Intelligence (A.I.) is currently one of the most popular topics in industry, academia, and the press, with seemingly endless applications in everything from matchmaking to self-driving cars. Tesla, Google, and many others have demonstrated that even today, these algorithms have an awesome power in that they make it possible for machines to emulate what could previously only be done with human judgment and human decision. And while the field is still developing, industries all around us are preparing for a massive redesign on a scale many times larger and more profound than during the last industrial revolution.

From a government and popular viewpoint, however, there is a large and growing debate on what this means for our global economy and what it means for the potential of mass job loss. A number of studies have shown that on the order of 50% of every job on the planet could potentially be replaced with A.I. technologies and robotics. We are actually not so pessimistic, but it’s safe to say there is a wide range of opinion and concern on this topic.

LINK TO AI AND JOB LOSS SLIDES

We took the time to analyze the main the arguments and boil them down into a compact form. The results are available at this presentation at SlideShare. We’ve looked at the issues of job loss potential, economic growth, new job categories, transient or timing effects, and a range of policy viewpoints for this upcoming transition over the next 5 to 12 years.

Note, in our analysis, we did not go as far as to compare the longer-term path options between a) the apocalyptic viewpoint of a singularity where AI and robots merge and control with humankind vs b) what we would argue as the more likely and sensible outcome of “Multiplicity” defined by leading Berkeley AI researcher Ken Goldberg in this Wall Street Journal article (article text) as a state of greater productivity to solve the world’s challenges through a combination of machine learning, wisdom of crowds, and cloud computing. By this introduction, the reader can probably guess that for the long term, we are supporters of the optimistic side of “multiplicity” vs “singularity.”

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Berkeley alum and former White House Deputy CTO Ryan Panchadsaram talks to students about civic service and fostering curiosity


Students in the A. Richard Newton Lecture Series attended a fireside chat last week with Cal alumni and Kenneth Priestly Leadership Award recipient Ryan Panchadsaram. Since graduating ten years ago, Panchadsaram’s career has taken him many different places, from working at Microsoft to launching his own healthcare startup to advising the president of the United States. During his talk, Panchadsaram spoke about his time at Cal and early career as well as the lessons he picked up along the way.


Often when freshmen start school as one of 40,000 students at UC Berkeley, they are easily overwhelmed by the sheer abundance of classes and activities at their disposable. But when Ryan Panchadsaram walked onto campus in 2003, he looked at the thousands of options available to him with excitement — a sampler platter of opportunities.

During his four years at Cal, Panchadsaram would go on to found CalTV, work for Berkeley Consulting, and receive the prestigious Kenneth Priestly Leadership award, which is awarded every year to a student who has significantly impacted campus in a positive way. Similarly, though Panchadsaram was an industrial engineering major, he challenged himself to take a variety of classes, including theatre and a civil engineering class on traffic.

“I think college is really specific about having just one vertical line — being really good at one thing,” Panchadsaram said during the A. Richard Newton Lecture Series. “Now, in order to survive in the real world, you actually have to be really good at one thing and know a lot about a lot of things.”

But Panchadsaram’s passion for learning has done more than just help him survive in the real world, it has helped him flourish. After graduating from Cal, Panchadsaram worked at Microsoft for several years before venturing out on his own and co-founding a healthcare startup called Pipette. Panchadsaram said that Pipette strove to gather massive amounts of patients’ data in order to help them monitor their health and recovery from surgeries remotely on a smartphone or computer. And though Pipette would eventually go on to be acquired by Ginger.io, a health-centric startup from the MIT Media Lab, it acquired a substantial following in the healthcare sector.

Following the acquisition, Panchadsaram was named a Presidential Innovation Fellow under President Obama. What was initially supposed to be a six-month stint in government turned into a four-year venture resulting in Panchadsaram being named Deputy Chief Technology Officer to the White House. In fact, during his time working for the government, Panchadsaram was a part of the crisis team that remedied Obamacare’s HealthCare.gov site after its faulty launch in October 2013.

Panchadsaram moved back to the Bay in April 2016 to be an Entrepreneur in Residence (EIR) at Kleiner Perkins Caufield & Byers. By that November, he was named partner and continues to work there today.

Throughout his talk, Panchadsaram emphasized how his curious nature was what really drove his career forward. He credits his willingness to learn, ask questions, and go the extra mile as the key factor in the successful pivots he has made throughout his career.

“You know, you don’t always have to be the expert in the room,” Panchadsaram said. “It’s actually far better to be the good partner in the room.”

Panchadsaram said that when he started Pipette, he partnered with physicians to further develop his product and deferred to their years of experience to inform the right next steps for the company. Likewise, while working on HealthCare.gov, Panchadsaram was given the nickname “Chief Curiosity Officer,” because he would find problems days or even weeks ahead of schedule because he was not afraid of reaching out to users and learning about their experiences with HealthCare.gov.

And though Panchadsaram no longer works in government, he still maintains a huge interest in the public sector and plans on working more in the public policy field. Throughout his talk, he emphasized how important it is for technologists to seriously consider spending a portion of their careers working in the public sector because of the huge positive impact it would have on the country.

“Being in government, one thing you realize is that policymakers are some of the most impressive, aspirational people you’ll meet…they care about pretty much every part of this country and they want to make it better,” Panchadsaram said. “I’ve learned a boatload of things from them, and I would say they have a boatload to learn from the collective “us” — the engineers, math majors, and technologists in the room.”

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Global Venture Lab Summit 2017


During the week of August 21st, professors from over 20 countries around the world came together to discuss innovative entrepreneurship at the Sutardja Center’s Global Venture Lab (GVL) Summit. Throughout the two-day summit, professors from various countries spoke about how they plan to implement entrepreneurship at their prospective universities.

 

Labs @ SCET

 

First off, Prof. Sidhu introduced Labs @ SCET, which is a new collaborative initiative among students, faculty and new ventures to work on industry emerging topics, such as Data Science and Blockchain.

The Data in Action (Data-X) Lab helps students acquire experience in data science as well as offering them the opportunity to tackle complex data problems together. The Data X Lab offers resources, mentorship, and networks for students to collaborate and learn about the depths of how big data is making its mark.

The Blockchain Lab @ SCET is working to create new growing sectors of blockchain technology through applied research. Lab participants will grapple with topics like the formation of mobile blockchain applications, the broader execution of smart contract creation, and analyzing policy and regulatory issues within blockchain technology.

Some of this semester’s project ideas range from visualizing investment opportunities in specific regions to using blockchain based social currency to manage social media sites.

To join us in making future projects in blockchain click here.

 

 

BEGIN

Sidhu then discussed the launch of the BEGIN website. After seeing how difficult it was for new students to learn about on-campus entrepreneurial opportunities, the SCET founder decided to launch BEGIN to make these opportunities more accessible to students.

The goal of BEGIN is to help students, faculty, researchers, and other innovators understand the resources available at Berkeley to support educating entrepreneurs, commercializing research, and advancing startups.

To read more about the BEGIN’s initiative make sure to read the full article written by Keith McAleer here.

 

Plant-Based Meat and Internet 3.0

 

 

Finally, Sidhu touched upon the growth and impact of Challenge Lab (IEOR 185), one of the campus’ first entrepreneurial classes, on students of all majors. This semester, two Challenge Lab courses are being offered: Internet 3.0, which will be taught by Professor Ken Singer, and Plant-Based Meat, which will be taught by Professor Ricardo San Martin.

While Internet 3.0 focuses more on the how and why of protecting your data from large corporate companies, the Plant-Based Meat course helps bridge the gap between nontechnical and technical majors to transform fresh food into an alternative meat source.

You can learn more about the Plant Based Meat Challenger Lab course by reading this SF Chronicle article.

SCET is proud to launch and continue these programs this semester. SCET hopes to empower students to lead in their classes and beyond.

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Former Yahoo CEO Marissa Mayer surprises Cal students with fireside chat, shares leadership insight and career experiences


This week in the A. Richard Newton Lecture Series, students had the honor to learn from Marissa Mayer, former Yahoo CEO and longtime executive at Google. Mayer has been at the helm of some of the most successful products Google has to offer, such as Gmail and Google News. Throughout the lecture, Mayer gave career advice to UC Berkeley undergraduates on how to make the best decisions for their careers and emphasized the importance of mentorship and leadership opportunities.

 

When Marissa Mayer was finishing her masters in computer science at Stanford University, she received job offers from two companies graduates today could only dream of — McKinsey and Google.

However, at the time, Google was an unknown startup with a funny name and McKinsey was an established and respected consulting company. Mayer recalls how even the two business cards couldn’t have been more different: Google’s was printed on a dot matrix printer and featured its original gaudy logo with an exclamation point, while the McKinsey card was printed on 60-pound paper, complete with a professional textured font.

The choice may have seemed easy to most, but Mayer made her decision based on two very specific criteria: where were the smartest people and what job did she feel most unprepared to do.

She chose to work at Google. They had the smartest people, but more importantly, it was an ambitious venture all but doomed to fail, something Mayer said she was definitely not prepared for.

But as we now know, Google has gone on to change the way the world uses technology, and Mayer played a huge part in that. During a fireside chat given to students in the A. Richard Newton Lecture Series, Mayer touched upon the lessons and experiences she has garnered throughout her successful career, such as her philosophy on leadership and decision-making as well as how she predicted the cupcake boom in the early 2000s.

On Decision-making

At the beginning of the talk, Mayer recapped some of the life-altering decisions she has made over the years: moving to California from Wisconsin, changing her career path from medicine to computer science, joining Google, leaving Google for Yahoo, and others. Each one of these decisions left Mayer with a sinking feeling in her stomach, but she carried through with them anyway.

That being said, Mayer added that she was constantly re-evaluating her options. There was a time she wanted to leave Google to go pursue a career at McKinsey’s UK office, and another time she wanted to leave to pursue an MBA at Stanford’s business school. But with each re-evaluation, she ended up deciding to stay at Google.

Mayer stayed during those times of uncertainty because of some advice given to her by an old college friend: Don’t focus on choosing the best option, focus on making it the best option.

“I think that when you make a decision, you need to commit to it and give it a chance to be successful over time,” Mayer said. “Sometimes if you doubt yourself too much, you’ll ultimately cause failure due to that indecision.”

And even if the venture ends up failing, Mayer added, you usually learn enough along the way to make it worth your while.

On Leadership and Mentorship

Over the years, Mayer has managed thousands of employees and has learned a lot about what it means to be a leader, in part because she has had great leaders and mentors to guide her.

Mayer mentioned during the chat that former Google CEO Eric Schmidt and his motto “Leadership is listening, leadership is defense” in particular has shaped how she approaches her role as a leader.

When she first became CEO of Yahoo, Mayer explained that everyone was expecting her to call them into a meeting and roll-out a new strategy plan on how to fix Yahoo, but Mayer had no intention of doing that.

“If the solution to Yahoo’s issues were obvious, someone would have fixed them already,” Mayer said in reference to the multitude of CEOs brought in before her to try to turn the company around. Instead, Mayer created her strategy after first spending a couple of months talking to her employees and observing the inner-workings of Yahoo.

In fact, Mayer finds mentorship and leadership training to be so valuable that in 2002, while she was a high-up executive at Google, she developed the Associate Product Manager (APM) program. Essentially, Mayer would hire recent graduates, give them huge responsibility under the supervision of a selected mentor, and then sit back and watch to see how they would challenge themselves to rise to the occasion. The program was a huge success and went on to give the likes of Brian Rakowski, now VP of the Google Chrome operation, and Wesley Chan, the founder of Google Voice and Google Ventures, their starts.

“I call them my kids, and they really are. We have a great relationship and I’m really proud of them. And there is no question I’ve gotten just as much if not more out of the program than they have,” Mayer said.

As the talk came to a close, Mayer gave the audience the advice she gives to all of her mentees just starting out their careers. While you should look to work with the smartest people you can find and do something that you don’t feel totally prepared to do, Mayer said, you should also try to find a job where you feel at home with the people and like you’re going to get as much out of the job as you put in.

For Mayer, Google was her home and she definitely got just as much out of her role there as she put in, scrappy business cards and all.

 

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Bootcamp Spotlight: Team Fishent


The Sutardja Center for Entrepreneurship & Technology had its bi-annual Berkeley Method of Entrepreneurship Bootcamp (BMoE) this past week, hosting a variety of teams, individuals, and mentors from around the globe. One team consisting of individuals from Denmark and Norway as well as fellow UC Berkeley students proposed an idea called Fishent. Fishent utilizes sensor technology and machine learning to give an accurate shelf life assessment of fresh fish with the goal of lowering food waste and helping consumers save money.

 

 

The idea for Fishent was originally conceived by three of the team members —Alina Ciobanu, Louise Thorup and Teresa Steiner — at Technical University of Denmark prior to the bootcamp. After seeing the potential in Fishent, these three ambitious students decided to bring their idea to the United States in hopes to develop and build it into a company. During bootcamp, fellow teammates Sigurd Klasson from The Norwegian University of Science and Technology and UC Berkeley students Kelly Young and John Miler sought interest in reducing food waste and decided to be a part of the effort.

 

While researching, the team discovered that due to the high perishability of fish, the number of fish that is eaten equals the number that is thrown away.

Team Fishent decided it was time for a solution after seeing this global problem. Fishent used an electronic nose using machine learning and artificial intelligence and implemented it into a final product that finds data using a fish’s label to determine the entire shelf life of that product. As a result, consumers will be able to reduce food waste.

Team Fishent already has a working prototype that has been tested in Denmark and has also crafted a deal with a Danish fish market. They have received over $30,000 in funding and are now partnered with several companies, like the Danish Food Institute. At the BMoE bootcamp, team Fishent created a business model on how to get the fish in markets through a licensing fee to track how long the fish will last. After realizing how big the global market size is, Fishent decided to expand their business into all food that can perish.

Some challenges Fishent came across during bootcamp was getting their product into the market. As a team of 6 engineers,  Fishent struggled with creating a business model and formulating a way to measure their market size.

Every team in bootcamp worked with a mentor to help guide them towards crafting a successful pitch. Team Fishent worked with Anastasia Ashman and Pamela Day to help understand how large their market size is and how to build a proper business model.

After preparing a business model, team Fishent learned where they could potentially earn money, how much money they need in order to develop the product in various locations worldwide, and how to calculate the burn rate (a measure of how long Fishent can be sustainable until sales rise).

To learn more about Pamela Day and Anastasia Ashman, please visit our article on their past experiences with working on the BMoE bootcamp here.

Learn more about Fishent on their website, here.

Edited by Brenna Smith

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Advice from VCs Anastasia Ashman and Pamela Day


Last month, at the Berkeley Method of Entrepreneurship Bootcamp, we had the chance to speak with two inspiring entrepreneurs and mentors – Anastasia Ashman and Pamela Day. They shared their personal journeys as entrepreneurs and innovators, provided valuable advice for starting ventures, and highlighted why they’re fans of the BMoE program.

 

Anastasia Ashman (L) and Pamela Day (R) during the Berkeley Method of Entrepreneurship

 

Tell us a little bit about yourselves.

A: Hi, I’m Anastasia Ashman. I am a global technology and digital media executive who specializes in the entertainment industries. I also serve as the operating manager for a venture fund. I’ve always loved startups – to be able to think about potential, to come up with news to do things, and to really spend time with people who think differently than myself; well there’s nothing quite like it.

P: I’m Pamela Day. I like to say that I’ve always been a closet nerd. From when I was young, I’ve loved technology, and proceeded to work in companies that have a close intersection between business and tech, such as at Levi where I looked into machine learning and AI opportunities. I worked on startups and have been there through both the booms and crashes, and discovered that I’m really a builder, not a maintainer. At the core, I love solving problems in a meaningful way.

A: Pam and I have actually been friends for a while. We met over Twitter and grabbed some coffee, and we haven’t looked back!

 

That’s awesome! Both of you seem like you’ve acquired such valuable experiences as entrepreneurs. Any advice for the rest of us?

A: I think too frequently people are scared of failure. But the important thing to recognize is that we learn the most from our failures. It’s important to experience these to figure out how to guide past problems, so that the next time you face them, you know exactly how to deal with it.

P: Absolutely. Following on that note, I feel like these days everyone wants to become a founder — it’s popular and looks easy. But it really doesn’t work that way. There’s a lot of hard work that is being put into every successful company. So, make sure that you love your idea and you love your team. Have enough heart and intellectual curiosity invested in your company so that you can spend seven years of your life solving that problem.

A: Another big concept that I wish more entrepreneurs were familiar with is empathy. It’s not the first thing you would think of, but it’s probably one of the most important concepts you need to practice as a founder of a company. Many times, the reason a product isn’t successful is because it wasn’t built with the user in mind. This is where empathy comes in play. Put yourselves in your user’s shoes, or better yet — talk to them. Be sure that you can understand your product from their perspective. At the end of the day, as a company you should do the hard parts do that your user has it easy.

P: I couldn’t agree more. I love the concept of “empathic design” — it shows that you really respect your user’s time and that you care about them. Remember that as a user, you won’t give the company something unless they have given you something. It takes a lot of humility to make your product user-centered, and to give up all the extravagances that you love. And don’t ever ask your relatives for feedback on your product.

A: Ever.

 

And what about from the flip side of the table? What are some key insights you’ve gained as being a VC?

P: VCs used to be unfriendly to founders, they would frequently cut the founders out of their own companies, so it’s awesome to see that culture shift. That being said, while it has become slightly easier to get funding, I think entrepreneurs forget an important piece of the puzzle. VCs have a hard job too — they aren’t getting money out of nowhere, this is money that is coming from their investors, real people who are saving up for retirement or for whatever it may be. So, I think one of the biggest pieces of advice I can give to all entrepreneurs looking for funding is respect the money. It’s as simple as that.

A: I agree with Pam. It’s a myth that getting the money means you’ve received the okay. Remember that when you are accepting funding, you are also accepting a relationship. I always like to say, don’t take money from someone you wouldn’t marry. Remember that even between the investor and the entrepreneur, you need to have a strong level of communication and respect. And don’t take more money than you need! This not only messes up your valuation, it also creates a toxic environment. People too frequently make the same mistake — they buy things they don’t need, and scale far too quickly. This is a textbook mistake that causes money to go down the drain, and all because of a lack of discipline. Going back to what Pam said, be sure to respect the money — don’t waste it on things you don’t need.

 

That was such great feedback. As a closing question, what do you like so much about BMoE? What makes you come back year after year?

A: I love Gigi. She does a fantastic job of bringing the best people together. I don’t do this sort of thing — [mentorship and judging] — at other American schools. I think part of it is sentiment; after all Berkeley is the city that launched me, and in a way entrepreneurship brought me back. Entrepreneurship is a resilient way of life, and I want to be able to share my own experiences with these youngsters, and to tell them how to avoid the same mistakes that I’ve made or seen in the past.

P: I think that you get a strong foundation from this Bootcamp that you can really apply to all parts of your life. Part of it comes from the idea that seasoned entrepreneurs share their failures so the next generation knows how to navigate them, but also the fact that there is such a short amount of time so the students don’t get bogged down by all the potential “issues” they think could arise.

A: I agree. And we come back to learn too! I love to surround myself with people who don’t know what I know. This means that my own assumptions are challenged, and I get to hear about what problems that people actually face. Everytime I come to Bootcamp, I feel so inspired — everyone hear is a dreamer, and I like to carry that spirit with me everywhere I go.

 

Any last words?

A: You can do it. 

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More Visa Options for International Students to Consider: The L-1 Visa for Employees of International Companies and the E-2 Investor Visa


At the Sutardja Center for Entrepreneurship & Technology, we welcome many international students to our programs. But what happens after graduation? Our thanks to SCET mentor Nadia Yakoob for contributing the article below to help students understand options for staying in the U.S. after graduation to build a startup, work, or study. Also, please read her other articles in the series to understand how Optional Practical Training (OPT) works and on the requirements for the H-1B Visa.


If you’re an international student in the U.S. who has worked for an international company abroad (or will work for such a company after finishing your studies), the L-1 Visa for intra-company transferees may be of interest to you as a way to return to the U.S. to work.  The E-2 Investor Visa is another possibility if you want to work for an international company in the U.S.  Both of these visas also are great options if you have an entrepreneurial spirit and want to expand a foreign company’s operations to the U.S. or launch a business in the U.S.  I will discuss the specifics of each of these visas below.

The L-1 Visa for Intra-company transferees.

Background: The L-1 Visa is a visa designed to facilitate international trade – specifically, the movement of people, like the movement of goods, services, and capital. It originally was created to simplify the movement of executives, managers, and workers with “specialized knowledge” of international companies, or knowledge that would be difficult for a local U.S. hire to acquire without significant training.  

Qualifying as an International Company: Immigration regulations require that a company have a legally related entity in two or more countries in order for a company to be considered international. This means a company could qualify if it had one company in country X and a legally related entity in the U.S., such as a parent, subsidiary, branch or affiliate. Many of my clients that are international companies actually operate in only two countries, like the U.S. and China for example.

International Transfers of Executives, Managers and “Specialized Knowledge” Workers: Once a U.S. company is legally related to a company abroad (that is a real and operating enterprise with employees and revenues), the U.S. company can sponsor an overseas employee of the foreign company to work in the U.S. as an executive, manager, or “specialized knowledge” worker. The L-1 Visa has two subcategories: the L-1A Visa and the L-1B Visa. Executives and managers come on the L-1A Visa and “specialized knowledge” workers come on the L-1B Visa.

In order for the overseas employee to qualify for the L-1A or L-1B Visa, the employee must meet certain criteria: 1) s/he must have worked overseas for at least one year in the preceding three years before seeking entry as an L-1 employee; and 2) s/he must be coming to work in a managerial, executive or “specialized knowledge” capacity.

For criteria number 1, people often ask me if they have to be working physically at the overseas entity for one year in order to qualify.  The answer is yes. In fact, you must show 365 days of employment with the overseas company in the three years before seeking L-1 classification.  The follow-up question typically is how does one prove s/he worked overseas? Usually, you should provide a letter from the foreign company’s HR manager, payroll records, your tax returns, and a complete copy of your passport (showing all your travel stamps).

For criteria number 2, an organizational chart of the U.S. company with the L-1A position is key to showing an employee’s managerial or executive capacity along with a description of the professional and educational background of the people they will supervise in the U.S. Showing “specialized knowledge” requires a detailed explanation of the product(s), procedures, protocols or company policy that are unique or proprietary and of which you have specialized knowledge that would be difficult for a local U.S. hire to acquire without significant training.

How Long Can I Stay? A person can hold L-1A status for up to seven years and L-1B status for up to five years. A great bonus is that dependent spouses of L-1A and L-1B Visa holders are entitled to work authorization. Individuals on the L-1A also have the option to be sponsored for permanent residence as an “international manager or executive.”

“New Office” L-1s for Companies Abroad Seeking to Expand to the U.S.: As I mentioned earlier, you may have worked for or started a company in your home country that wants to expand its presence in the United States. This is possible under the L-1 Visa category, but beware that such “New Office” L-1 petitions are heavily scrutinized due to widespread fraud in the past.  You will need to show a viable business plan for the U.S. operations, transfer of funds to the new entity in the U.S., an office space, and local hires. You also need to show that the foreign company will continue to operate abroad and, if you held a very senior role in the overseas entity (like Founder or CEO), you should explain who will manage operations during your absence. New office L-1s are only granted an initial stay of one year, after which you need to apply for an extension and show your business is growing (more clients, more business, more hires, etc.).

The E-2 Investor Visa

Background:  The E-2 Visa is another visa designed to facilitate trade, but it is based on treaties between the U.S. and another country.  Not all countries have a treaty with the U.S. So, the first thing to do is check whether your country of citizenship has a treaty with the U.S. here. This list is not intuitive. Countries like China and India do NOT have treaties with the United States, but Iran and Pakistan do (!).

How Does it Work? Assuming your country of citizenship has a treaty with the United States, then you could work for a company in the U.S. that is at least 50% owned by either individuals or an entity of your country of citizenship.  For example, you are a Japanese national who just finished your MBA at UC Berkeley. Japan has a treaty with the U.S. (In fact, the Japanese are the biggest users of the E-2 Visa). You return to Japan to work at a Japanese company, which either has or wants to open a subsidiary in the U.S. that is wholly owned by the parent company in Japan. It then could transfer you to the U.S. to work as an executive, manager or someone with specialized skills. Unlike the L-1 Visa, you do not need to show one year of employment with the parent company in Japan before qualifying for a transfer.

As another example, you return home to Japan with your MBA degree and have a great idea about a business you want to start in the U.S. You shop your idea around, raise some venture capital in Japan, and decide to launch the company in the U.S. with the Japanese investment capital. The E-2 Visa could be a really good fit for you.

How Much Investment is Required? There is no clear answer to how much investment is required other than it should be “substantial” and proportional to the type of business you are starting.  A small sushi bar in Oakland is going to require a different amount of capital to get started than the purchase of a manufacturing plant in Michigan (both of which have been done on the E-2 Visa). That said, the investment amount can’t be just enough for you to live and work in the U.S.  The investment capital has to be used for a “real and operating enterprise,” which you would evidence through a business plan, transfer of funds to the new entity in the U.S., purchase of equipment, an office space, and local hires.  

But, what if the investment capital is raised in the U.S.? This may work if some of the investment capital comes from the U.S. like a joint venture. As a practical matter, I do not see U.S. investors typically putting substantial investment capital in a foreign-owned start-up.  Remember, even though your startup will be based physically in the U.S., it needs to be at least 50% owned by nationals or an entity of a treaty country. More importantly, it really is not compatible with the purpose of the E-2 Visa, which is to facilitate the movement of foreign capital into the U.S. to generate jobs and spending in the U.S. So, while fundraising in the U.S. and the treaty country would work for a joint venture of sorts, relying exclusively on funds raised in the U.S. to launch a business that would get you an E-2 Visa to oversee and manage that investment would be very difficult.

How Long Can I Stay? A person can hold E-2 status indefinitely, but it is granted in two-year increments.  Dependent spouses are entitled to work authorization. The E-2 does not provide a pathway to permanent residence. In fact, you should be ready to show that you maintain sufficient ties to your home country that would compel your return at some point in the future (like family or some financial assets).

Interested? Please feel free to contact me at nadia@swlgpc.com so we can discuss your eligibility for either visa.  

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SCET’s new partnership brings Berkeley Method of Entrepreneurship to Denmark


SCET is supporting the Technical University of Denmark’s new Open Entrepreneurship Initiative to help bridge the gap between entrepreneurs and researchers in Denmark with the Berkeley Method of Entrepreneurship (BMoE), a hands-on approach to learning entrepreneurship that emphasizes understanding the mindset and behaviors of successful entrepreneurs

 

The Sutardja Center for Entrepreneurship & Technology (SCET) at the University of California, Berkeley is partnering with the Technical University of Denmark (DTU) to advise on their new Open Entrepreneurship Initiative, an effort that seeks to commercialize technology and bring value to society by connecting researchers with experienced entrepreneurs.

SCET will work with the group behind Open Entrepreneurship to help Danish researchers become more entrepreneurial with inspiration from the Berkeley Method of Entrepreneurship (BMoE), an approach to educating entrepreneurs developed at Berkeley.

BMoE helps students learn to be entrepreneurs by not only studying traditional business models and cases, but by helping students understand the psychology of innovation. Successful entrepreneurs tend to share similar mindsets and behaviors such as being open to risk, trusting others, being willing to fail, and a belief in one’s ability to succeed.

 

The Open Entrepreneurship Initiative team visits SCET at the Global Venture Lab in August, 2017. From left to right: Anne Kathrine Holm Eriksen, ITU; Maija Strala, AU; Sune Nordentoft Lauritsen, DTU; Anne Sofie Dahlmann Breindahl, AU; Peter Rasmussen, AAU; Julie Seung Hee Rømer, DTU; Jes Broeng, DTU (not pictured)

 

One key differentiator is that Open Entrepreneurship focuses primarily on researchers whereas SCET mostly focuses on educating undergraduate and graduate students with an interest in entrepreneurship. The researchers might not have the same entrepreneurial aspirations, but Open Entrepreneurship seeks to stretch their mindset and inform them about entrepreneurial opportunities. This will be accomplished by matching the researchers with experienced entrepreneurs. It is important that there is a mutual trust between researcher and entrepreneur for this to succeed.

“People and relations are important when you have to build bridges between knowledge and industry. The right people need to be involved when research has to be transformed to commercial success,” says Jes Broeng, head of Open Entrepreneurship and professor at DTU Fotonik.

This match between leading researchers and experienced entrepreneurs will lead to new, sustainable businesses that will better utilize the wealth of research conducted at DTU and Danish partner universities AAU, AU and ITU.  Bridging the gap between the two mindsets represented by researchers and entrepreneurs will help facilitate an open environment, which will be vital to collaboration between these diverse groups.

“An open environment is a key element for creating an innovative community,” said Dr. Ikhlaq Sidhu, faculty director for the Sutardja Center for Entrepreneurship & Technology (SCET), professor in the Department of Industrial Engineering & Operations Research at UC Berkeley, and head of the Open Entrepreneurship international advisory board, “We are excited to apply the Berkeley Method of Entrepreneurship with the Open Entrepreneurship Initiative. We believe this will help remove barriers between researchers and entrepreneurs, and enable them to collaborate in an environment where they can use their unique skillsets to create valuable companies.”

The agenda for creating new businesses and making our research living in industry has been a lot of us in recent years. We have come a long way, but can always go further and therefore we see Open Entrepreneurship as a good opportunity to get even better in this area, “says Marianne Thellersen, Executive Vice President of Innovation and Entrepreneurship at the Technical University of Denmark (DTU).

As various academic and industrial perspectives come together, the initiative cultivates an open-minded culture that ultimately boosts new business creation. Open Entrepreneurship (OE) is composed of leading researchers at Danish universities (Aalborg University, Aarhus University, IT University of Copenhagen & Technical University of Denmark), the Sutardja Center at UC Berkeley, and a network of experienced entrepreneurs.

Industriens Fond, also known as The Danish Industry Foundation, is a foundation that works to strengthen the Danish industry through supporting innovative projects with large potential. The Foundation provided Open Entrepreneurship with a DKK 35 million grant that will greatly contribute to the initiative’s vision to become a leading technology commercialization community that generates value for society.

Keith McAleer and Julie Seung Hee Rømer also contributed to this story.

 

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The Berkeley Method of Entrepreneurship Bootcamp Winners Announced Fall 2017


Written by Catherine Li and Meghana Krishnakumar 

During the week of August 14th, 2017, SCET had its bi-annual Berkeley Method of Entrepreneurship (BMoE) Bootcamp showcasing students from over 15 countries. This semester’s bootcamp consisted of lecture talks by experienced technology and startup leaders, SCET faculty, and entrepreneurs. 

Throughout the week, teams participated in challenges and ideation sessions to help develop their collaborative skills. This rigorous 4 ½ day boot camp helped students work with industry mentors and UC Berkeley faculty in order to execute a successful pitch to investors by the end of the week. Each mentor helped guide their own teams using their expertise and experience to help their team overcome any challenges or roadblocks they encountered. From team development on the first day of bootcamp, to the final pitches on the last, all attendees left with a greater understanding on how to start a company and what it takes to work and cooperate with a team in a fast paced environment.

Overall, bootcamp started off with 21 competing teams with three in the finals on Friday. The winning team was Armoglass, which provides a scratch proof surface for hand held devices.

 


1st Place – ArmoGlass

By Cathay Photonics

Team: Nicholas Chan, Kevin Wijaya, Alfred Tan, Gino Hwang, Sparsh Jain, Dipika Khullar

Problem:

Solution: They create screen surfaces harder and more flexible for manufacturers through our patented sapphire-coating process.

Business model: Can be used in phones, solar panels, and camera lenses.

Market size: 12.5 million action cameras market

 

Team ArmoGlass: Nicholas Chan, Kevin Wijaya, Alfred Tan, Gino Hwang, Sparsh Jain, Dipika Khullar

 


2nd Place (tie) – Mutte

Revolutionizing Cancer Treatments

Team: Namita Verma, Riikka Reitzer, Prathyusha Charagondla

Problem: Extremely high sensitivity is needed for the detection of cancer DNA during the follow-up of biological medications.

Solution: They have identified a new technology that enables ultrasensitive detection of single-nucleotide polymorphism (SNP), providing a sensitive and fast protocol for non-invasive point-of-care screening. Their diagnostics platform consists of new chemistry and device, and allows centralized data analyzing and report creating service by a professional clinician.

Business model: To commercialize the technology we are going to start diagnostics service business with the existing technology to create customer networks and to verify our new chemistry and device design.

Market size: Total cancer costs in 2020 estimated to be approximately $150 million

 

Team Mutte: Namita Verma, Riikka Reitzer, Prathyusha Charagondla

 


2nd Place (tie) – BrainYT:

Transforming Industry Data into Actionable Information

Team: Amanda Loureiro Costa, Nathália Rodrigues Machado, Zane Aitken, André Almeida Reggiani, Max Han

Problem: There exists an information gap within factories before products leave the door, forcing factory supervisors to operate blind.

Solution: Eliminate that information gap by monitoring factory floors using a variety of low-cost devices that create a digital snapshot of a factory floor operations in real time. The data is then uploaded to a cloud and can be easily reviewed with our user-friendly BrainYT software.

Business model: Help drive business decisions using empirical data rather than intuition.

Market size: 161k small-to-medium sized Brazilian factories

Team BrainYT: Amanda Loureiro Costa, Nathália Rodrigues Machado, Zane Aitken, André Almeida Reggiani, Max Han

 


Thank you for all the teams for participating and working hard all week!

 

Check out bootcamp highlights here

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Beyond the Molecule and Beyond the Device: Machine Learning and the Future of Healthcare


“The best minds of my generation are thinking about how to make people click ads.  That sucks.”

– Jeffrey Hammerbacher, Facebook

 

Hammerbacher’s Lament

Are we fated to suffer Hammerbacher’s Lament, with our best minds, and our best data, solely serving the gods of commerce?  What of serving mankind’s existential needs in an area as fundamental as healthcare?  With populations increasing and resources decreasing, universal access to impactful healthcare will be one of society’s greatest future challenges, both in the developed world and in the developing world.  But broad healthcare access can be given only through the provision of simple, low-cost means of care.

 

The combination of Big Data and machine learning, frequently alloyed with behavioral economics, has enabled business model efficiencies that have revolutionized traditional industries from transportation, to retail, to financial services.  Big Data’s disruptive impact on the healthcare industry promises to be just as profound, and its impact on human well-being far greater.

 

Until now, the provisioning of healthcare has been physically limited: by the reach of our physicians, our pharmaceuticals, and our medical devices.  But what if diagnoses could be performed remotely, scalably and cheaply?  What if therapies or preventive treatments could be delivered in the same way?  To the extent that portions of our healthcare system can be virtualized, medical diagnosis, prevention, and treatment can be delivered cost-effectively and universally via digital means.  Data-driven healthcare will positively impact not only a large segment of the human population, but also disrupt the business models of major corporations trading in the medical technology sector today.

 

Why Now?

Just as in other industries, healthcare has long been awash in data: EMR data, clinical data, pharmaceutical data, genomic data, and claims/cost data.  Delivering on the promise of this data has been a challenge.  But just as in other industries, two forces have emerged that are now enabling the evolution of healthcare into the new data-driven age.  The first of these is machine learning.  By harnessing the essentially limitless amounts of computing and data storage in the Cloud, machine learning can correlate and find insights in even the largest and most intractable sets of unrelated data.  Indeed, Internet juggernauts such as Google, Amazon and Facebook have built their businesses on top of ever larger collections of data that are, to outward appearances, completely opaque.

 

The second force is the ubiquity of the mobile phone, with some 5 billion1 now in use worldwide, of which nearly half2 are smartphones.  Not only do mobile phones throw off a stream of real-time healthcare-related data – data related to everything from physical activity, to sleep, to demographics, location, and social communication – but they also provide the best platform for connecting with the individual healthcare consumer.  And as mobile-driven data sources and volumes multiply, machine learning becomes the sole means by which value can be unlocked from those oceans of data.

The real-time behavioral data spilling from billions of mobile phones gives us, for the first time, high-volume phenotypic data sets that can be correlated with the traditional, more static stores of healthcare data.  Machine learning gives us the means to tie together and understand that data, and mobile phones the means to act on it.  And because they’re data-driven, these diagnoses and therapies can be applied at population scale, independent of geography, and at scant cost.

 

From Leeches, to Scalpels… to Data

The potential of data within healthcare is already being demonstrated in academic settings.  In the area of population health, the digital markers for neighborhood-level well-being3 and heart disease mortality4 have been found via analysis of Twitter feeds.  Within pharmaceuticals, machine learning and statistical analytics have also shown their utility in drug targeting5, monitoring drug safety6, and discovering drug-to-drug interactions7.

 

On an individual basis, statistical analyses of Web search logs have helped predict the diagnosis of pancreatic cancer8.  Machine learning has also been used to model the progression of chronic diseases9, classify skin cancer10, predict cardiac arrest11 and outcomes in pulmonary hypertension12, and even estimate the pain experienced by sheep13.  Data-driven analytics have also been used to gauge physical aging14 based on facial images, and in the diagnosis of Down Syndrome15.  The advent of portable biosensors16 now promises even greater volumes of fine-grained, individualized information that can be leveraged for real-time diagnosis17 and ongoing therapy.

 

In addition to diagnosing physical conditions, particular promise for data-driven diagnoses may lie in all areas related to mental health.  Machine learning and statistical analytics have been applied to the detection of depression 18, 19, suicide risk20, and the cognitive impairment of Alzheimers21 disease.  

 

Digital healthcare promises a revolution not just by bringing scalability to medical diagnosis.  The availability of smart phones, combined with commodity virtual reality (VR) headsets, is bringing scalability to medical treatment as well.  Virtual reality and digital therapies have proven effective in treating pain22, brain damage23, hospitalization anxiety24, vertigo25, autism26, PTSD27, phobias28, and the prevention of intrusive memories29 following psychological trauma.  Further, advances in data-driven chatbot30 technology now enable the provisioning of automated conversational agents31 to assist people suffering mental health issues32 such as anxiety and depression.

 

Ripe for Disruption

Companies who do appreciate the power of Big Data and machine learning, as best exemplified by Google, Amazon and Facebook, have disrupted and decimated legacy industries across the US economy.  The healthcare market, representing almost 18% of US GDP in 201533, can hardly have escaped their attentions.  (Amazon and Google have massive back-end machine learning power.  What happens when you connect this with the massive front-end data collection power from Alexa, Echo or Google Home devices in every room?)  Incumbent players in the healthcare industry ignore the coming assault from data-driven competitors at their peril.

 

Disrupting the healthcare industry through data is first and foremost a business issue and not a technology issue.  A pharmaceutical manufacturer of insulin, for example, can continue to view its business entirely through the lens of its diabetes drug.  Alternately, the company could also bring a complementary virtual drug to market to help those at risk of developing Type II diabetes.  Such a drug would consist entirely of digital interventions in modifiable environmental risk factors such as diet34, drink35, sleep36 and exercise37.  Unlike the physical drug, the virtual drug can be administered to patients anywhere, adds little cost to potentially under-resourced healthcare systems, but yields meaningful impact38 to society.

 

The adoption of data-driven healthcare solutions allows pharmaceutical companies to “think beyond the molecule”.  In addition to broadening market footprint through virtual drugs, pharmaceutical companies will be able to, for the first time, engage directly with the patients they serve, and not just with the physicians.  In the same vein(!), medical device companies can “think beyond the device” and complement traditional electro-mechanical device products with virtual devices that are assembled from the cloud of data that surrounds us all.  The United States Food and Drug Administration has already begun steps39 to help realize this future.

 

The combination of Big Data, machine learning and mobile phones promises to finally bring cost-effective healthcare to the broadest segment of the human population; foundational research in the area has already revealed the possibilities.  Our best minds can indeed be deployed to solve our biggest problems.  Our best data can indeed be used to improve the quality of human lives, and not just impel us to click the “Buy Now!” button.  Our challenge is to discover the applications that will make our health data actionable.  Our opportunity is to better human existence through broad delivery of healthcare that is predictive, preventive, personalized and participatory.

 

I predict that a future Nobel Prize in Medicine will be won by a data scientist for helping solve one of mankind’s greatest healthcare challenges.  You heard it here first, folks.

 

References

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  2. Murphy, David.  “2.4BN Smartphone Users in 2017, Says eMarketer”.  MobileMarketing.  April 2017.  http://mobilemarketingmagazine.com/24bn-smartphone-users-in-2017-says-emarketer
  3. Nguyen QC, et al.  “Building a National Dataset From geotagged Twitter Data for Indicators of Happiness, Diet, and Physical Activity”.  October 2017.  https://www.ncbi.nlm.nih.gov/labs/articles/27751984/
  4. Eichstaedt, Johannes, et al.  “Psychological Language on Twitter Predicts County-Level Heart Disease Mortality”.  Psychological Science.  2015.  http://wwbp.org/papers/PsychSci2015_HeartDisease.pdf
  5. Chekroud A., Gueorguieva R., Krumholz H.  “Reevaluating the Efficacy and Predictability of Antidepressant Treatments: A System Clustering Approach”.  JAMA Psychiatry.  April 2017.  https://jamanetwork.com/journals/jamapsychiatry/article-abstract/2604309
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  7. White RW, Tatonetti NP, Shah NH, Altman RB, Horvitz E.  “Web-scale pharmacovigilance: listening to signals from the crowd”.  May 2013.  https://www.ncbi.nlm.nih.gov/pubmed/23467469
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  12. Dawes TJW, de Marvao A., Shi W., et al.  “Machine Learning of Three-dimensional Right Ventricular Motion Enables Outcome Prediction in Pulmonary Hypertension: A Cardiac MR Imaging Study”.  Radiology.  May 2017.  http://pubs.rsna.org/doi/pdf/10.1148/radiol.2016161315
  13. Lu Y., Mahmoud M., Robinson P.  “Estimating Sheep Pain Level Using Facial Action Unit Detection”.  Cambridge University.  2017.  http://www.cl.cam.ac.uk/~pr10/publications/fg17.pdf
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  21. Fiore, Kristina.  “Speech Changes May Signal Cognitive Impairment”.  MedPage Today.  July 17, 2017.  https://www.medpagetoday.com/meetingcoverage/aaic/66672
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