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Pregnant women were left unemployed due to layoffs in technology companies

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Pregnant Women, Tech Companies, Layoff

No specific legal protections protect pregnant or postpartum employees from mass layoffs based on business needs.


Amid widespread layoffs in the tech industry last 12 months, a disturbing trend emerged: Pregnant women and other people on parental leave were amongst those laid off.

There have been many stories on social media detailing the difficult situation of pregnant or postpartum employees who’ve been laid off from work. However, as stated, there are not any explicit legal guarantees protection of pregnant employees or latest parents against dismissal driven by business needs.

Employment lawyer Jack Tuckner, who specializes in gender discrimination cases, said he has received calls from affected employees across the country.

“I think young mothers and pregnant women are certainly vulnerable and are more likely to have abortions,” Tuckner said. “But it’s the same analysis as always: You [can] be fired when you are pregnant, just not because you are pregnant. The bigger problem comes when a thousand or more people are laid off en masse and positions are eliminated – how do you prove that gender, pregnancy and perceived disability mattered?”

In the absence of federally required paid leave, these women must deal with minimal support from their former employers while caring for newborns or preparing for childbirth, with no job security. Or no job.

Nichole Foley, who was fired from Google while on maternity leave, revealed that she was asked to hire a lawyer to reject the terms of her layoff, which Google said was due to performance issues. Former Google worker Brittany Lappano, who was laid off in 2023, founded the Labor Club Discord group, which now has greater than 400 members and offers advice to laid-off employees.

The scale of tech layoffs affecting pregnant employees and latest parents is staggering. Giants like Google, Amazon and Meta have collectively laid off tens of 1000’s of employees over the past 12 months and a half in consequence of widespread downsizing efforts. Tesla recently joined the fray, eliminating over 14,000 positions.

According to the Layoffs.fyi tracker, job cuts in the industry will occur from the start of 2023 has surpassed a devastating 340,000 across companies. According to CNBC, in 2023 Amazon and Microsoft announcing a complete of 28,000 layoffsand Google CEO Sundar Pichai announced layoffs of about 12,000 employees.


This article was originally published on : www.blackenterprise.com
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Fisker failed because he wasn’t ready to be a car company

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Fisker Ocean SUV EV

Two years ago, an worker of Fisker Inc. told me that the electrical vehicle startup’s most pressing concern wasn’t whether its Ocean SUV would be built. Fisker eventually outsourced production of its first electric vehicle to highly respected automotive supplier Magna. The startup’s November 2022 production start goal was ambitious, but not unattainable for a company like Magna, which makes vehicles like BMW.

Instead, this person said, employees became increasingly fearful that Fisker would not be ready to take care of all the issues that arise when the company puts a car on the road. They were concerned that the main target was solely on constructing the car and never the company.

The conversation stuck with me because a decade ago, Fisker founder and CEO Henrik Fisker caused an automotive startup to fail, probably because of this. This company, Fisker Automotive, provided several thousand customers with a hybrid sports car. However, the company imploded shortly thereafter because it faced quality complaints, a battery supplier failure, and a hurricane that literally sank a ship stuffed with vehicles.

The worker’s warning that the brand new Fisker would follow a similar path was striking and ultimately prophetic. Fisker filed for Chapter 11 bankruptcy protection this week after spending just a 12 months delivering its SUV to customers world wide. Much of its demise is directly linked to its inability to address the concerns raised by the worker in 2022.

This person was not alone. Since then, dozens of other individuals who worked at Fisker have repeated this sentiment to me in conversations, just about all of them on the condition of anonymity for fear of losing their jobs or retaliating from the company. From these conversations emerged the stories I told – Ocean’s quality and repair problems, the interior chaos at Fisker, and the selections by Henrik Fisker and his co-founder, wife, CFO and COO, Geeta Gupta-Fisker, that brought the company down.

Most of them told me how the shortage of preparation was profound and permeated almost every department of the company, as I even have previously reported for TechCrunch and Bloomberg News.

The software powering the Ocean SUV was underdeveloped. This contributed to the delay within the launch of the SUVand even thwarted the primary delivery in May 2023, which Fisker had to repair and resolve issues shortly after handover. The same thing happened when the company made its first deliveries within the US in June 2023, when one in all its executives’ SUV lost power shortly after delivery.

The company delivered significantly fewer Ocean SUVs than originally anticipated. Even after lowering its 2023 goal multiple times, it still struggled to meet its internal sales targets. Sales staff told stories of repeatedly calling potential customers in hopes of selling vehicles because so few recent leads were coming in. Others eventually applied to sell cars, even in the event that they worked in completely different departments.

Many customers who took delivery of their Ocean experienced problems akin to a sudden lack of power, brake system problems, faulty key fobs, problematic door handles that would temporarily lock them in or out of the car, and buggy software. (The National Highway Traffic Safety Administration has opened 4 investigations into Ocean.)

Fisker had quality problems with a few of its suppliers, and employees alleged it failed to provide an adequate buffer of spare parts. This put additional pressure on the people liable for repairing the cars after they encountered problems, and ultimately led to the company taking parts not only from the Magna production line in Austria, but additionally from Henrik Fisker’s own car. (Fisker denied these claims.)

Throughout this time, junior and mid-level employees have strived to do every little thing they will to help the slowly growing customer base. One owner told me that in a funeral, an worker received a call from his personal mobile phone. Other employees shared stories of employees performing job duties while within the hospital. Many people worked long days, nights and weekends – a lot in order that a minimum of one hourly worker filed a potential class motion lawsuit over this very issue.

The company itself has repeatedly admitted that it doesn’t have enough employees to handle the influx of customer support calls. This was one other place where employees from other departments got involved. Some are even receiving calls from customers today, though they left Fisker weeks or months ago.

Fisker also struggled with the mundane but serious work of being a public company. At one point, it lost track of roughly $16 million in customer payments due to a mess of internal accounting practices. It suffered multiple delays in required reporting to the Securities and Exchange Commission. One of those delays was allowed by one in all the company’s largest lenders to finally take over in recent months.

Despite all this, Fisker is there still praises speed to market is an achievement originally of the bankruptcy process. “Fisker has made incredible progress since our founding, bringing the Ocean SUV to market twice as quickly as expected in the automotive industry,” an unnamed spokesperson said in a press release in regards to the Chapter 11 filing.

The ephemeral corporate representative goes on to say that Fisker “has faced various market and macroeconomic headwinds that have impacted our ability to operate efficiently.” While that is actually true to some extent, there may be otherwise no introspection on the myriad problems which have brought the company to its current point.

This may come to light during Chapter 11 proceedings, through which the company seeks to settle its debts (of which it claims to have between $100 million and $500 million) and to divest or otherwise restructure its assets (totaling between 500 million to 1 billion dollars).

What happens next will rely upon the course of those proceedings. Fisker has at all times taken an “asset-less” approach, comparing itself to how Apple used Foxconn to help make the iPhone a global phenomenon. The problem with saving on assets is that it naturally means you’ve gotten fewer opportunities to borrow or sell when things go south.

Magna has halted production of Ocean and is looking for $400 million lack of revenue as a result this 12 months. It’s unclear what progress Fisker has made on its future products, the sub-$30,000 Pear EV and the Alaska pickup truck. The engineering firm that co-created these vehicles with Fisker recently sued the startup, casting doubt on these designs.

Fisker said in its press release that it will proceed “limited operations,” including “maintaining customer programs and compensating needed vendors in the future.” In other words, it is going to proceed to operate its core business within the event that there may be a willing buyer for the assets it’s putting up on the market in a Chapter 11 case.

Ten years ago, the bankrupt Fisker Automotive found a buyer. It eventually evolved into a start-up generally known as Karma Automotive, which nominally still exists today. There have been similar results recently. Three other electric vehicle startups that recently filed for bankruptcy – Lordstown Motors, Arrival and Electric Last Mile Solutions – were able to sell assets to comparable corporations within the industry.

But the final word fate of the startup and its assets won’t change the essential problem: Fisker wasn’t ready to take care of bringing a defective car to market.

This article was originally published on : techcrunch.com
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US Surgeon General calls for warning labels on social media platforms

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U.S. Surgeon General, Social Media Platforms, Vivek H. Murthy


Vivek H. Murthy, Surgeon General of the United States, called for warning labels to be placed on social media platforms in a June 17 article for . Murthy’s call reflects a broader movement for the federal government to more stringently regulate tech corporations and social media as they concern the mental health of teenage users.

As reported, Murthy’s the argument centers around research This indicates that teenagers who spend loads of time on social media platforms are at an increased risk of tension and depression, which is supported by testimonies from young people themselves who say that social media has negatively impacted their self-image.

As Murthy told the location, “We need… something clear that people can regularly see when they use social media and that, frankly, tells them what we currently know as the establishment of public health and medicine.”

In April, social psychologist Jonathan Haidt said he believed social media corporations harm children, especially teenage girls. Haidt also pointed to what he described as an arbitrary reduction within the digital age of consent from 16 to 13 years. “The way these regulations work in the United States: Congress only did two things, and they were both terrible.”

Haidt continued: “The first one was COPPA, the Children’s Online Privacy Protection Act. The question was how old you had to be to submit personal information, and the company could make money from your data without your parents’ knowledge or consent. Representative Ed Markey – now Senator Markey – was the primary author of the bill and, after consultation, stated that he was sixteen years old. Sixteen is the age at which you get your driving license; you’re a little more independent. But various lobbyists have banded together to lower that number to thirteen and there is zero enforcement.”

According to Murthy’s article, Congress plays a key role in protecting children from tech corporations. Children’s online safety advocates reminiscent of Jeff Chester, executive director of the Center for Digital Democracy, warn that Murthy’s warning label proposal will do no good unless reforms are made that affect tech corporations. “It’s a general business model for online media that requires regulation, including antitrust laws, market governance rules, consumer protection policies, privacy laws that really restrict tactics, and public funding of content. Warning labels are an illusory guarantee without serious reform.” Chester wrote on X, formerly often known as Twitter.

But tech corporations are fighting regulation, mainly through the tech industry association NetChoice, whose members include Amazon, Meta and Google. NetChoice is responsible for leading efforts to stop states from controlling tech corporations, in keeping with reports. Carl Szabo, vice chairman and general counsel of the group, said parents should regulate their kid’s use of social media platforms. “Parents and guardians are best placed to meet these unique needs of their children – not the government or technology companies.”

Meanwhile, Murthy concluded his argument for making social media safer for young people by referencing how the federal government has mandated seat belts in response to unsafe vehicles. “Why haven’t we responded to the harm caused by social media when it is no less urgent and widespread than the harm caused by unsafe cars, planes or food? These harms are not due to a lack of willpower and parenting; are the consequence of unleashing powerful technology without adequate security, transparency and accountability measures.”

Murthy concluded: “The moral judgment of any society is how well it protects its children. Students like Tina and mothers like Lori don’t want to be told that change takes time, that the problem is too complicated, or that the status quo is too difficult to change. We have the knowledge, resources and tools to make social media safe for our children. Now is the time to summon the will to act. The well-being of our children is at stake.”


This article was originally published on : www.blackenterprise.com
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Zal Bilimoria just raised its fourth $50 million Refactor Capital fund and continues to enjoy the status of a stand-alone GP

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Venture capital or financial support for startup and entrepreneur company, make money idea or idea pitching for fund raising concept, businessman and woman connect lightbulb with money dollar sign.

Zal Bilimoria has been a solo complementist since 2018 and has no plans to stop. And he attributes this decision to former colleague David Lee, who co-founded Refactor Capital with him in 2016.

He said he would not have been able to start the Burlingame-based company if it weren’t for Lee, a former Google executive who led Ron Conway’s seed-stage enterprise capital fund, SV Angel, for several years. Together, they raised a seed fund of $50 million. When Lee decided to retire in 2018, he wanted Bilimoria to stay Refactoring as an independent family doctor.

Zal Bilimoria, sole general partner of Refactor Capital (Image source: Refractor Capital
Image credits: Refactoring capital / Refactoring capital

Being an independent GP means having full authority to make your personal investment decisions, while also having full responsibility for things similar to fundraising. And while this level of freedom may sound great, it also means there aren’t any vesting partners to push and force VCs to analyze investment decisions in ways that will not have occurred to them. Even though business angels do that, they spend their very own money. The sole investor invests on behalf of the limited partners, who trust that this person will make their money grow.

“He convinced me to stay on my own, and this was at a time when stand-alone primary care physicians were not in vogue,” Bilimoria told TechCrunch. “He told me that since I loved my independence and power and loved spending time with the founders, I should stay alone. I was very nervous, but the more I thought about it and talked to other people, I realized this was what I wanted to do and I haven’t looked back. If I can help it, I will be an independent GP for the rest of my career.”

Bilimoria will not be without its own unique lineage. Prior to joining Refactor, Bilimoria spent almost three years as a partner at Andreessen Horowitz, where he helped launch the $200 million Bio Fund. Before a16z, Bilimoria spent ten years constructing technology products for tech giants including Google, Netflix, LinkedIn and Microsoft. He was also the founder of the consumer mobile startup Sniply.

With Refactor, it invests in corporations “solving the biggest challenges facing society,” he said. In fact, the term “refactor” comes from computer science and refers to making code more efficient.

Being an independent GP hasn’t slowed down Bilimoria one bit. It has subsequently raised three additional funds and has now closed a fourth fund value $50 million in capital commitments to put money into the biotech, climate and hard tech startup spaces.

Since its launch in 2016, Refactor has invested in greater than 100 corporations, 4 of which have turn out to be unicorns, including Solugen, which uses synthetic biology to remove hydrocarbons from the chemical industry, and Astranis, which produces microsatellites.

Last week, Solugen received approx $214 million loan from the Department of Energy’s Office of Loan Programs to construct one other Solugen Bioforge in Minnesota, which can produce chemicals from corn sugar somewhat than crude oil. DOE award given to a small number of startups made a similar loan to Tesla in 2010.

He added that Bilimoria was able to raise the latest fund in lower than 90 days. Ninety percent of the fund was raised by existing limited partners, including firms similar to Knollwood Investment Advisory. The majority of LPs are institutional investors, and the entire group of LPs are U.S. investors.

“I feel very lucky to have this group of LPs,” he said. “I’ve been chasing one institutional investor for the last four funds and I finally got them into this fund, so they’re part of my new 10%.”

Bilimoria is ending investments from the third fund, but has already committed part of the capital from the fourth fund.

This latest fund will proceed to lead pre-seed and seed investments in startups operating in areas similar to novel battery technologies, cancer therapies, in vitro fertilization advances and chemicals. The checks are typically value between $1 million and $2 million and will probably be distributed amongst 20 to 25 corporations over the next three years, Bilimoria said.

This article was originally published on : techcrunch.com
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