With another International Women’s Day celebration behind us, it is easy to let the focus on women in tech fizzle out. We can’t let that happen. 

Women in tech continue to be underrepresented and face discimintation. There is no shortage of material about how this hurts tech companies and startups. 

Most of us want to change this narrative, but the path to real change can feel unclear. 

Where do we begin? What does solidarity and allyship actually look like?

We spoke with four women changemakers in the DMZ community and heavily leaned into the tech ecosystem to find out.

1. Take a stance, neutrality is not enough.

• Technology is one of the strongest social and political forces of our time. 

• The expectations of tech users and producers have changed, the days of “we just make the tech” are long over. 

• If tensions or allegations arise, listen to women and acknowledge the structural bias that works against them. 

“There is this feeling that because code is based in logic and math that tech is neutral. It never was. Code is a language produced by humans, and humans have bias. If we hope to fix our issues around diversity, we (tech industry) need to acknowledge that, outright.”

–Dr. Chris McKillop, CEO of Turalt-the technology of empathy.

“To say you are neutral is like saying you do not see colour, it is just not possible. Women’s experiences are different than men’s, it is just a fact. Take a stance.”

–Nouhaila Chelkhaoui, Program Lead, Accelerator & Women’s Founders at the DMZ.

“You need to have an opinion, even if I don’t like it, I would rather that. Right now, we need leaders who are willing to push the envelope.” 

– Lisa Soodeen, COO of StonePaper, fuels visibility and control of your value and content chains. 

“I always tell my staff if you can do something, do something… Women don’t get to start at the same line as men. If you can do something to rectify that, you should do it.” 

– Vanessa Shiu, Manager, Administration, Diversity & Inclusion. 

2. Closing the tech gender gap requires a shift in culture, not seperate programming.

• Women of colour, trans women, women with different socio-economnic status  and so many more all have unique experiences and interests.

• But, that does not mean your tech company or startup needs separate programming or initiatives for each identity. 

• Organizational culture inexplicably sets employee behaviour, here lies the keys for true transformative change. 

“Programs like BIF (DMZ’s Black Innovation Fellowship) are not about having separate programs. It’s about creating additional resources and space within the programs we have.” 

– Vanessa Shiu, Manager, Administration, Diversity & Inclusion. 

“If you are saying ‘oh we need to do a D&I thing’ as if it’s a separate thing then you have a problem…When I introduce myself as a CEO men still have a reaction and no one says anything…

We need to develop a culture based on mutual respect and empathy.” 

–Dr. Chris McKillop, CEO of Turalt-the technology of empathy.

“Ask women where they want to be and figure out how you can help get them there. It’s not about sympathy, but how you can help get them their next seed round. ”

–Nouhaila Chelkhaoui, Program Lead, Accelerator & Women’s Founders at the DMZ.

“No two people are the same, mentorship is so important… I used to be the only woman in the room, and I’m black and didn’t have a tech background. The men around me had jargon and similar interests, you feel like an outsider… We just need to feel valued, we need resources.” 

– Lisa Soodeen, COO of StonePaper, fuels visibility and control of your value and content chains. 

3. It’s not just about getting women in the door, but creating an inclusive space for them to thrive long-term. 

• More than half of women in tech leave the industry for other fields. 

• Women invest in other women; by genuinely investing in one woman you cultivate space for more. 

• Hiring lots of women at once won’t close the tech gender gap; prioritizing and understanding their role in the industry’s growth will. 

“When you don’t have anyone around you that looks like you, you feel like an imposter, especially when you add being a racial minority. 

Imposter syndrome can happen unconsciously, things build up and then women leave… If women are not on your calendar invites you need to ask yourself why.” 

–Nouhaila Chelkhaoui, Program Lead, Accelerator & Women’s Founders at the DMZ.

“I used to record meetings, go home and listen to them every night and try to make sense of it all…It’s important to speak in a way anyone can understand,

 if someone else does not understand you, you have failed, not them. ”

– Lisa Soodeen, COO of StonePaper, fuels visibility and control of your value and content chains. 

“If you’re in any sort of leadership capacity, make sure to invite and encourage input on the work environment you’re creating. Is your space consistently looking at the potential of everyone on your team? From management to new employees and interns? Listen to what your teammates are saying. And when you do get negative feedback, accept it and take steps to make necessary changes. Make it clear that you’re working on inclusivity and offer your team some sort of way to provide feedback anonymously.”

– Vanessa Shiu, Manager, Administration, Diversity & Inclusion. 

“We know women don’t get as much funding, but ask yourself why? There is a root issue here… We all have subtle biases, you have to look in the mirror first.” 

–Dr. Chris McKillop, CEO of Turalt-the technology of empathy.

Startup and tech entrepreneurs are known to disrupt the norm and be a catalyst for societal change. First principles thinking shows us the value of questioning our daily practices, how making decisions based solely on standard practice can hold us back. Taking a stance and committing to action on women’s issues is an avenue for Canadian tech entrepreneurs to set themselves apart. Consumers reward industry leaders who take a stand. 

Women are the founders of modern technology programming. It is time to honour that by stepping outside of our comfort zones to stand in solidarity with women in tech.

Are you up for the challenge?

When technology firm IBM revealed it was rolling back telecommuting perks many called it the beginning of the end for the work-from-home trend. The tech giant helped pioneer remote working in the 1980s and since then has gone on to be a leader in the space. Before the announcement, a whopping 40 per cent of its employees in 173 countries around the world worked outside the office.

Of course, out-of-office arrangements — which let employees work from home or shared co-working spaces — in Canada remain incredibly popular. Almost half of all Canadians work remotely, according to workspace provider RegusCanada.

For IBM, the office reversal was part of a bigger strategy to increase collaboration and boost productivity after 20 consecutive quarters of falling revenue. Other companies that have invoked similar policies — think Reddit, Bank of America and more — espoused similar sentiments.

But while reining in remote workers may seem like the perfect fix for productivity issues, it’s only a temporary solution. Why? It’s simple: The same problems that plague employees outside of the office can easily carry on in a new environment. To truly make a difference executives need to better communicate their expectations, say experts.

Starting off on the right foot

 
Tech startups have long relied on remote workers to help them rise in the industry. In fact, most companies these days offer up flexible work schedules in order to attract the best talent, especially since a majority of full-time workers,  aged 18 to 29, now prefer it. And, since millennials make up most of today’s active workforce — outnumbering both Gen-X and Baby Boomers — business leaders are keen to keep it.

82 per cent of millennials say they would be more loyal to employers if they had flexible work options, according to @FlexJobs.

Michael Prynor, founder and CEO of popular task management software Trello has found an effective way to manage remote workers that startups can employ in their own business. It all starts with the interview process, he explains in a CBNC interview. He and his team screen applicants via video conference to make sure they can effectively communicate without being face-to-face. It’s also a test to find out more about their work environment and set them up for long-term success.

“If we decide to hire someone then we go through this process of asking, ‘Do you have an office with a door that closes? If you don’t and you live in a studio, then you have to go find a coworking space if you take this job,” he says.

Trello’s requirements for remote success:

1. Good wifi: This one isn’t a surprise since an Internet connection is required for even the most basic office work these days.
2. Access to work resources. Workers need to be able to “log into [their machine as a local administrator” and also have access to a standard VPN for privacy.
3. Working headset. Bad, static-laden connections are a big no-no, so workers need to have a reliable headset.
4. An office with a door. To cut down on distractions Trello asks employees to work in an office with a door.
5. Prioritizing responsibilities. Just like at regular offices, employees can’t expect to take care of household chores, care for children or pets during working hours.
6. Over communicate. This piece of advice could apply to any worker. Employees should make sure stick to scheduled hours and communicate if/when problems arise.
7. Be reachable. Employees should be able to reach remote workers via phone and other work channels.

Beat Buhlmann, general manager for note-taking app Evernote, uses a similar approach for remote workers, he explained in a podcast interview with Lisette Sutherland. That’s not all either, he explains. His team also interview employees via video and outline expectations as well as responsibilities to ensure staff understand the job requirements beforehand.

“It is important to establish communication rules in a joint team-code-conduct manner that includes teams and their wishes directly in the creation,” he says in a publicly shared guide that includes advice from some of tech’s biggest players. “When do we use chats? Why do we write emails? At what point do we pick up the phone? These answers should be a joint effort and one that is reflective of the team’s efforts versus that of one person.”

Laying the financial groundwork

 
Creating a so-called paper trail is critical for remote workers as well, especially since most companies don’t have one in place. Two out of five companies with remote work policies don’t have formal paperwork that outlines expectations, according to a report by Workopolis.

Related: Why community plays a pivotal role in startup success

Enter: Workable. The remote-focused company created a series of templates that both small and large businesses can use to help their company operate as effectively as possible. Another template can be found online at  Workplace Analytics that specifies everything — from pay to hours of operation– startups can utilize for their own workplace policies.

Meanwhile, for Patty Azzarello, the best thing a startup can do to help streamline remote policies already in place is designate specific work-at-home days of the week to optimize office togetherness. The entrepreneur and business advisors to companies, like Adobe and Hewlett Packard, has spent years crafting work-from-home policies that, well, actually work and shared her advice in Fast Company.

“Require pre-approval for specific work-at-home days versus people having the expectation that they can just send an email on any given day saying ‘I’m working at home today,’” she shares.

At the end of the day there are great reasons for companies to embrace remote workers, but in order for it to be effective companies need to make sure they have policies in place that will allow them to be successful and help their employees thrive.

Wattpad co-founder Allen Lau has created a million-dollar empire out of building engaging (and hardworking) communities. As a result, it means he understands just how pivotal they can be for a startup’s success.

These days his company is more than just a free story-sharing app based in Toronto. In fact, it’s now one of Canada’s most successful tech companies and raised USD $117.8 million from prominent backers like China’s billion-dollar Tencent Holdings, OMERS Ventures and BDC.

Part of the company’s rapid success lies in its ability to create a thriving workplace culture. An important feat in today’s ever-changing tech world where tech talent is in high demand.

In fact, Wattpad’s dedication to culture is a smart business move considering happy and “engaged” employees make better workers. A study from Warwick University found happy employees worked harder and were 12 per cent more productive, while a 2017 Gallup report discovered stressful work environments produced higher employee turnover and absenteeism.

“Culture is the most important part of a company,” explains Lau. “It’s the glue that holds a company together. Creating a supportive environment that allows everyone to thrive and do world-class work.”

How Allen Lau and his team create a thriving community:

• Spend time with your employees: Wattpad management regularly meet with employees for one-on-one for feedback.
• Create collaboration: A no-door policy and open space layout help employees work and collaborate more.
• Keep communication open 24/7: Employees feel empowered to share ideas, thoughts and opinions, no matter their position, through shared internal platforms.

There are all kinds of communities

 
Of course, building a successful company goes beyond just investing in an amazing workplace culture. Community outreach plays an essential, yet sometimes overlooked part, explains Erin Bury, managing director for communications agency Eighty-Eight. Community outreach, she says, has the power to turn people into brand advocates and boost brand recognition.

“Building community outreach does not require a budget just time and authenticity,” the communication expert says. “Startups just need to identify what those communities are [that they want to help] and how they can help.” That can be something as simple as entrepreneurs volunteering their product or skills.

For example, Bury’s firm works pro bono for a Toronto-based charity called the Upside Foundation. Through its community work, the company works closely with some of Canada’s best tech startups all while making a difference.  

Maya Shoucair, Shopify’s community development manager for Toronto, understands how beneficial working with the community can be as well. The Torontonian has built a career out of helping companies grow and strengthen their local community. She is an integral part of Shopify team that helps solidify the company’s reputation as an important part of the tech ecosystem.

Her advice for companies hoping to mimic Shopify’s success? When engaging with communities outside of your office make sure employees share the same goals.

“Making sure everyone understands what problems you’re trying to solve. And also how you intend to bring your mission to life is crucial. Sometimes, this means over-communicating, so that everyone is on the same page.”

Shopify Community Manager Maya Shoucair shares three things startups should know:

• Give, don’t just take: Never take more than you give when working in the community. It should always be a mutually beneficial relationship.
• Be inclusive: Don’t create inaccessible spaces that don’t feel welcoming or open to different voices.
• Share the wealth: Help employees take the lead on initiatives.
  

Don’t expect results overnight

 
Healthy Pets‘ founder Emma Harris has seen firsthand how community outreach can uplift emerging businesses. Despite only launching in 2017 her company has grown exponentially since joining Toronto’s tech community.

One recent success includes last week’s appearance on Dragons’ Den. The TV role garnered a $500K deal from Arlene Dickinson, but what the episode didn’t capture was how volunteering and attending community events was a crucial part of the company’s journey.

“Always raise the amount of money [you need] to support your growth, but you have to get out there and go to events or volunteer to truly impact your business,” she says. “I believe prioritizing community events is worth the cost.”

Dragons’ Den alum Emma Harris’ advice for community outreach:

• Only attend or volunteer at one event per night: Instead of attending a few events every night for an hour or two, make an impact by choosing one and creating deeper relationships with people around you, so you stand out.
• Rotate the type of events you attend: Attend a variety of meetups — an investment event one night, a sales-focused meetup the next to get as much as possible out of the city’s offerings.
• Go in small groups or even alone: Attending or volunteering at an event by yourself forces you to meet as many people as you can and makes it less intimidating when you approach new people.
  

While community work helped Emma find new opportunities and grow in less than a year, not every founder can count on the same experience.

Shoucair suggests founders or companies dipping their toe into community outreach start small like Harris did. Attend events or volunteer at a manageable capacity to create real impact and change.

“Anyone looking to strengthen their community, whether they are in a community development position or not, is to never focus on growing as fast as possible at the start,” she says. “Your community will grow and strengthen organically if you’re able to provide the right value and direction.”

Every founder dreams of making it big.

Stories about struggling entrepreneurs who turned their startup into million-dollar businesses have captivated the industry for years. But what founders rarely talk about is what happens when they’re asked to leave the very company they helped create.

“The interesting paradox is that when founder-CEOs do really well that also increases the chances that they’re going to be replaced.”

It may sound counterintuitive, but starting a company doesn’t guarantee a job for life. Founders are forced out all the time. Entrepreneurs behind some of today’s most-talked-about tech enterprises — like Steve Jobs (Apple), Jerry Yang (Yahoo) and Andrew Mason (Groupon) — all found themselves pushed out at one point in their career.

Getting the red slip

 
Interestingly a founder’s early success can play a crucial part in their firing. As startups grow, they often bring on more investors. These investors end up on the board of directors and can make management decisions about hiring and firing.

In fact, a study by Noam Wasserman, a professor at the University of Southern California, found founders rarely last. On average, four out of five entrepreneurs are forced to step down or removed from management. By the time startups reach the three-year mark 50 per cent of founders are no longer CEO. By the IPO fewer than 25 per cent still lead their company.

“The percentage of founder-CEOs who ‘go the distance’ is extremely low,” Wasserman explains.

“People like Bill Gates and Larry Ellison, who are able to lead their companies for quite a while, get all the attention because they are rare.”

Plan for the future

 
There aren’t any steadfast rules for founders who want to stick around, but here are three things that can help.

Ryan Howard, ex-CEO of Practice Fusion, was fired twice from his own company. He suggests entrepreneurs plan ahead in case one day they’re forced out too.

It helps, he says, to tackle the uncomfortable ‘what ifs’ by hiring a lawyer who can help, he explains in Fast Company. “That attorney can help draw up an employment agreement for the founders. [It] might include things like accelerated vesting and a severance package.”

Don’t give up too much control

 
Another way to prevent being pushed out is to properly vet board members. Ensure new members offer value, share the same vision and future plans for the company. By doing this, founders can spend less time worrying about being ousted and concentrate on work.

“Founders get fired when they’ve turned over majority control of their company to others in exchange for working capital, and the investors lose faith in the founders’ ability to create value” shared Ian McCullough, engineering manager for Uber.

Grow with the company

 
Changing with a company is crucial. Like everything in life, it can take time for entrepreneurs to get accustomed to a new environment. Founders that can grow with their team and adapt have a better chance of lasting.

“If you are a founder that constantly questions yourself as well as your business then the founder concerned is better positioned to carry on making the right decisions for the business,” explains U.S. VC Guy Lewis.

Finding love online isn’t new.

Dating sites, à la eHarmony, OKCupid and Match.com, have used top-secret algorithms to match singles for almost two decades. However, a unique breed of smartphone apps — think Tinder and Grindr — focused on instant matching have revolutionized the dating market.

Since then a slew of new startups hoping to mimic their meteoric success have managed to not only attract investors from across the globe but spawn a hodgepodge of imitators all looking to hit it big.

In recent years niche apps (everything from @coffeeMbagel to @Bumble and even Sizzle (a free platform for bacon lovers) have diversified the market.

Looking for a lover who must love dogs? There’s an app for it. Seeking out singles who have thick, luscious beards? There’s an app for it. Want a partner who’s a dedicated foodie? Yep, you guessed it. There’s an app for it.

But, in an oversaturated market that’s facing steep competition from new upstarts, can dating apps continue to thrive? For entrepreneurs who can outlast the competition the rewards are huge but so are the risks.

A match made in heaven

It should come as no surprise that both entrepreneurs and VCs are diving head first into online dating. Love is now a multi-billion dollar business. In fact, a report by Fast Company, found the online dating market worth more than $4 billion. China represents approximately $1.6 billion of that total, likely buoyed by its growing economy and a gender imbalance that sees men outnumber women almost two to one.

It also doesn’t hurt that in North America more men and women are signing up for online dating sites. A study by Pew Research Center found the number of people aged 18 to 24 dating online tripled between 2003 and 2016.

When done right, dating apps have also managed to rack up a large number of users and money. Last summer Match.com offered to acquire Bumble for $450 million (valuing the company at $1 billion). Tinder is 50 million-members strong and valued at $3 billion while Coffee Meets Bagel has raised a total of $16.7 million and famously turned down a $30 million takeover offer on Shark Tank.

“The singles market is growing, which means category size is growing. In 2011 there were about 300 million single adults online worldwide,” explains Coffee Meets Bagel co-founder Dawoon Kang about the ever-increasing market. That number will be close to about 700 million by 2019. Growing category size means growing revenue for dating apps that serve singles,”

How to make it work

So, what separates successful dating apps from the rest? How can entrepreneurs create a lasting relationship with consumers? It all boils down to finding an underserved market and creating unique services that provide meaningful experiences.

Happn, a GPS-focused app that’s raised $22 million, found its niche by matching people who have physically crossed paths. Through location tracking, it connects singles who happen to share the same commute, visit the same coffee shop or even pass each other on the street.

We’re a generation used to technology that does everything. Apps that connect people together in a way that’s easy, genuine and touch on with real life work and that’s why Happn works, explain Emma Mrejen, a dating expert at @Happn_app

Some of the biggest and most successful companies in recent years were apps focused on Asia’s growing, yet underserved, market that up until a few years ago had few competitors. Last year Beijing-based Tantan raised $70 million while Singapore’s Paktor brought in $32.5 million in 2016 and gay dating app Blued secured $100 million earlier this year.

In North America, more companies are diversifying beyond romance-based offerings to create new value for their users. For Bumble, that means asking users to swipe right on potential business contacts, new friends, and even prospective mentors. Tinder and Plenty of Fish also offer up friendship as one of its core services.

While it may seem like an odd prospect to look for friends on dating apps it makes sense to customers accustomed to swiping right on everything from food to love.  Of course, the future for digital dating is uncertain, but startups that hope to survive should look to new trends before it’s too late stand if they hope to create a lasting relationship.