so, i think we have come into this belief that you cannot do that. quite frankly, in a lot of cases, because sometimes it is easier to not. the paperwork that i read that came with me that my parents were being told about a baby being available, me. she might be of mixed race. it says there is a chance because of some genetic things that she may be a child of mixed race. they would not say whether or not it was true. of course, it is true, and i still am. [laughter] what that set up is we do not need to have this conversation about race. with some of the laws that exist, you cannot impede the adoption, but it does not mean you cannot talk about it. there are a limited number of hours that you are required. so how much do you fit into that time?

april: they are going b above and beyond, but we should not be left to our own devices. we should have the ability to have these conversations which will impact a family over the course of a lifetime and go like this depending on where we are culturally. if you look at it today, we cannot not talking about it. >> i have a transgender grandchild, so i am very welfare ofin the transgender kids. statistically, thinking of the thousands and thousands of children in foster care, some of them must be transgender and i wonder if you can comment on the special issues there? april: it is a topic that is becoming so much a part of the dialogue today as rightly it should. my experience has been working with young people in foster

care, you know, and i think it centers so much on identity, right? the healthy identity development children requires the healthy admitted me development -- identity development of adults who are working closely attached think with the i issue of transgender, there is, first of all, this identity inloration with young people foster care and also adoptive people. this idea of exploring our identity. that means we are more interested in really exploring and getting to the heart of who we are. sometimes, that means there is transgender, sexual orientation, who you want to love and how you want to love and all of this, so i think it is particularly important to have spaces where young people who are really exploring their identity in these areas have to go. there is great places in new

york by me that are safe spaces for people to, and be in community, and people are invited, professionals are invited in, parents are invited into being conversation about this new frontier we are all embarking on with our children at the center, but no less important for us to look in the mirror and talk about and say transgender, talk about these things out loud so when they come into our space, we are not jarred and we can come and support them. and nota very important just about transgender, but identity, looking at identity overall. you are a great-grandma. [laughter] april: great grandma, not great-grandma. [laughter] you have answered part of this i suppose, in talking about some of the more difficult issues of transgender and so on, but i am wondering if there are

any standards or help frequently we find them about -- how frequently we find them about investigating the health history of the parents and keeping the adopted parents and adoptee informed as those issues develop . there certainly might be genetic and other family traits they would be well advised to know about in advance in terms of preventive actions and so on. april: sure, well, over time, we have gone -- i think there is a lot of dynamics. it is a good, exciting opportunity, and there are some historical practices that have amputating a child from one family system and grafting them onto another and not taking into consideration what we now are much more informed about today which is history, things

that present when you are in your job adulthood, many mental health issues that don't present until later in life where you need that extended family history where you need to make sure you are well informed and you have the best information. we are getting at her at that in this country, more are active in our health, but at the same time, we struggle with figuring out exactly how that would work and should work. should there be a short form birth certificate and a long format ups about medical family, medical health history? related to intercountry adoption, where there is a lot more history where a child was before they entered into the adoption experience and so many more acute issues that come with in an orphanage, let us say, so on the radar, but we are not sure exactly what makes the most sense in terms of how to deliver this and that would access points.

at the very beginning of this should be the time where you are getting as much information as you can possible and then, you know, over time, there should be a place always go, considering the fees with adoption. you should be able to walk back in to walk back into any agency and get more information, support, and the counseling you need and connections to birth family, right? it is of great importance now. and then, there is dna testing. i just did my dna testing. i am part european, 60%, and part west african. how cool is that? now with allbility these innovative elements, so let us just say we do not want to have more transparency at the beginning, we can get at some of the genetics and dna through our testing and that should be in tandem with what we know from a family health history that is given to us now. some families are not adopted and don't talk about family

health history. you know? we have a long way to go at that but i think there is advancement coming with that, and a new spirit of wanting to know what we are made up of and how identity both as our personalities and also our health. >> hi, occasionally adopted children -- children are dotted and it does not work out with the adoptive family and they return the child, which is devastating for the child. addresses how that can be prevented, but could he howifically talk to that can be prevented and when that happens, what can be done for the children? april: sure. drumbeat of education, education, education. i liken it to surgery. when you go into an elected or needed surgery, take a

medication, you say, here are the things we know might happen. we are now at a point in time where with research and experiences, we actually know what things could happen. there are higher since his is seeking therapy for learning disabilities. not every family has that. you know, experience. by no means are we saying that this is across the board, but when a parent enters into this some ofce, knowing that these things may happen and giving them the support system, the access to those things, that when they need to tap into them, it is that, but also unraveling this idea that it is ok to ask for help. need,en, this societal human need to have a family, and sometimes, it becomes urgent for people to do this, and they go into it, and then they are sitting, going oh my gosh, and

it is supposed to be once the transaction is over, all you need is love, and all of a sudden, there is heavy duty stuff that goes on and you are going, i cannot go back for help. this is what i wanted. then you find instances where families are overwhelmed and we have not really been a great society of, if you are having a problem as a parent, we got you, we will help you. that is called the child welfare system and you don't want to be anywhere near that if he can help it. thee is the classic -- classing that goes on there. if you have needs, send your child to the best psychologist. if you don't have the space or time to do that, you are faced with serious -- education first is understanding that all families need help and we know some of the areas that may be of concern and challenge for us, so we have got to be opening that door and providing the services for families when we know that they could need them.

>> hi, our daughter is four, and we are still in contact with her birth mother. we don't know anything about her birth father and we want to be able to give more information to our daughter about her birth family. do you have any advice on getting the birth mother may be to open out more about those issues? april: first of all, i love that you are in touch and grading this space for your daughter. it is transformational. it is hard work, but i am grateful to you are doing it on behalf of your daughter. think, it isple i all about relationships. trust, and the mutual love that you have for your daughter and her healthy identity development, which he would not be in this situation if you both did not have that, it is, that is the vehicle, for, getting to more

information. traditionally, birth fathers have been completely left out of almost certainly my birth father -- i don't know him, in the world, he is somewhere, but i am almost certain he did not know. that is a really hard use to get. broader societal issues when it comes to this. i would say, creating that relationship and space on behalf of your daughter and creating that trusts so that there is at a certain point may be an idea that there is an opening for that, but it also goes back to the facts. your job is to raise her daughter and protect her and set her up for success. when we don't have information, that it's harder to do, so there is another factual side of things. if you balance both the real kind of information and then the relationship, she may or may not, you may or may not, over time, want to have a relationship. make it clear that this is not always about -- not everybody

wants that relationship. that will be up to your daughter. you will racer with the ability to do that. you will not have this divided loyalty and she will be able to make these decisions with your blessing. she may decide, "i want to know this, i want to know that." getting to that place with her birth mom, that would be the starting place so that there is some flow to this and it doesn't come out of left field. you are already doing that, working your way toward that right now and maybe don't even know it, right? so just keep it up and ask the questions when you feel ready and ask them again. now today could be yes depending on life's circumstances. [applause] >> there are a lot more questions but we are at the end

of our hour. we have been enjoying a friday aprilith -- forum with dinwoodie. our partners include the adoption network to cleveland and fostering hope. we thank you very much for your partnership. we welcome guests. we thank you all for being here. that brings us to the end of our forum. thank you very much. thank you, ladies and gentlemen, our forum is adjourned. [bell tolls] [applause]

>>distinct conversation]

here are some of our future programs thursday, thanksgiving day, on c-span. just after 11:00 a.m. eastern, the nebraska senator on american values, the founding fathers, and the purpose of government. there is a huge civic mindedness in american history, but it is not compelled by the government. >> followed by former senator tom harkin. >> for everything from monster, with 1420 calories and

107 grams of fat, to 20 ounce 12 to 15pepsi's, teaspoons of sugar, feeding an epidemic of child obesity. factan at: 30, wikipedia -- at three: 30, wikipedia founder jimmy well stops about the challenge of providing global access to information. small community there and five to 10 really active users and 20 to 30 where they know a little bit and they think of themselves as a community. yearsinside look at the long effort to repair and restore the capitol dome. at 8:00, justice kagan talks about her life and career. my senior thesis which was a great thing to have done and taught me an incredible amount that also taught me what it was like to be a serious historian and sit in our cries

all day every day and i realized it just was not for me. >> followed by justice clarence thomas at 9:00. putting a twoot dollar idea and a $20 sentence. it is putting a $20 idea and a two dollar sentence. without any loss of meaning. 10:00, at an exclusive ceremony in the white house, president obama will present the medal of freedom, our nation's highest civilian award to 21 recipients, including michael jordan, sicily tyson, and bill and melinda gates. watch on c-span and www.c-span.org or listen on the free c-span radio app. uber general counsel, next on the challenges and rewards to running the legal department for technology companies. from the american bar

association annual meeting in san francisco, it is one hour and 20 minutes. >> good morning everyone. yes, it is true. i did drive myself here today. but for those of you who took uber,ang -- who took thank you very much. at uber, some of you know, i see friends in the audience, up until about four years ago, i read a litigation partner. i had intended to stay at the firm my entire career. specifically, that firm. as firms go, i thought it was a good place i could serve my clients, i like the people i worked with. we do good work. through a series of events, the fruitsetworking, of networking, i believe it is important to participate in organizations like the aba and local bar associations. i unexpectedly found myself the gc of uber.

so, i think, you know this is the text gc panel and i will say that my path here is somewhat unusual. for those of you out here who are not intact perhaps someday , you will unexpectedly also find yourself a gc of a tech company. so, when i joined uber, i am employee 102. in the tech world that means something. i was a little too late and did not get into the first 100. but it was still pretty early and i was the first lawyer at uber. i was employee 102, but some people have left and we were at about 90 people. today, about four years later, we are over 9000. when i started, we were in four countries, about 15 cities. and today, we in over 70 countries and over 420 five -- 425 cities. i do not know the exact number

because for those of you who read about us occasionally in the news, we have some news about china. so i have not done the count to figure it out but my team tells , me we at about 425. again, i was the first lawyer, so i had the challenge and privilege of building my law department to the needs of my company. and today, my law department is 205 people. as some of you may know, we have a few legal issues. 205 seems, to my team, a bit small. so i look forward to this , conversation. and thank you to heather and cynthia for inviting me here. and also to ray for including me. thank you. and amy fox?

hi, i am amy fox. i am employee for oculus. i brought slides, because unlike uber and salesforce, i am not sure people know what oculus is about or what our products are. one thing i will be harping on is how important it is to know your product when you are in-house counsel. the way i came to oculus, i graduated from stanford law school in 2000 and then worked at a series of silicon valley firms doing i.t. litigation and transactions. i left in the firm for intel and stayed at intel for 10 years. i see a couple intel colleagues in the audience. hi, guys. it was a great experience for me at intel, that is a big, multinational company with a large legal department where you can kind of move from position to position in rotations and get a lot of really good experience in different topics. then at about the 10 year mark,

i started thinking, i have done a lot of things here and maybe i should look for something else. right around the time, as the universe provides oculus called , and asked me if i would be interested in interviewing. and i did. i really liked the general counsel there my boss, was , supposed to be on this panel but i stepped up. , so i joined oculus. i will tell you about what oculus does, if that makes sense to vote. so, -- sense to folks. so oculus is actually a medium, , a platform for you to communicate with others. to experience anything with anyone anywhere in the world. that is our mission statement. facebook, i will give you a little background here, facebook facebook bought oculus a couple years ago, and it was a small start up by a very young founder. i think we have a kickstarter funder in the audience here who was someone who saw this campaign and decided to fund it. he basically built this device you put on your head, similar to

this, it is black and looks like the rift. we have a couple products i will talk about. and build a platform where you experience what we generally call the meta-verse, and infinite world of other realities. and he was very interested in doing this kind of work and he decided he would put together a kickstarter campaign and he thought he might be able to raise about a quarter of a million dollars. within a very short period of time, he raised $2 million. it became clear that many people were interested in virtual in the world reality than just palmer and his small group. zuckerberg became interested in virtual reality, and he decided to purchase oculus and bring oculus into the facebook team. so i wanted to tell you a little about the product because i am not sure everyone here is familiar with it. we have two major products. one is called the rift.

tether device and that means it connects to a pc. you buy it, it comes with a tractor and gamepad. i won't go into all the details. shifting that is about to the second half of this year is called touch. the touch controllers are like a gamepad broken into two. if you put them on, you can see your hands when you're playing and you can see other people in the oculus social space. it is sort of a collaborative experience, a social experience. we are pretty excited about these coming out. the less expensive or lower end of the market is this gear vr department we work on with samson. you can snap a samsung phone into it. it is more high-end than i would say, a cardboard experience. but it is similar in the sense

that it is mobile. it is powered by oculus. so, you go to the oculus platform. this is what it looks like when you go into an oculus platform. the rift and the gear. such a similar in the sense that it is mobile. it is very similar, there are all sorts of different experiences you can go to. i wanted to just go over that because like i said earlier, we will talk about what it is like to be in-house counsel, and how important it is to understand the product, and that is how i add value to my business and my legal team, and how important it is my outside counsel to the product. i see some of my favorite outside counsel in the office today. set up iny have rifts a couple of the offices i work with. i can say to them, we have the same content, these are my concerns. can you go check it out for me? what do you think of this? what do you think of the flow of this particular new user experience? do you think it meets our guidelines?

so, that is what i would like to share. i am looking forward to the panel. thank you. >> thank you, amy. still waiting for amy to try on her -- i feel a little intimidated by this. so, my name is amy weaver and i am the executive vice president and general counsel for salesforce. salesforce is not the fourth-largest enterprise software company in the world and refocus on customer relationship management software, crm. it is a representation of how companies work for their customers, where they are selling to them, marketing service, analytics and everything else. and it is a very exciting company. we are 17 years old. i wish for them as i could tell 102i was employee number like sallye.

-- like salle. i think i was an employee in 2002. we have 2500 employees and are located all over the world. one thing about salesforce that makes the company very unique is that it was founded with a new philanthropic model. and that means that 1% of our equity, 1% of our employee's time, and 1% of our product are donated to charitable organizations. this really close to the entire culture of the company. we've also taken some very leading roles, in terms of social issues. in the past year, those are really centered around gender pay equality for women and lgbt legislative actions about the -- throughout the country. i can address those later on. in terms of my journey to becoming the general counsel for a tech company, this is not at all where i thought i would end up. i come from a family of 14 lawyers and as my father likes to point out with a deep sigh, i am the only one to have gotten in-house. my father worked for the same law firm for 55 years. this has been a very different

course. after graduating for law school, -- from law school, i clerked on the i moved to hong kong to work ninth circuit. for the hong kong legislature handover. so i moved over and promptly fell in love with asia and international work, and joined the hong kong office. i practiced in asia for another five years all over, but increasingly focusing on india and the capital markets there. i moved back to seattle in 2002, practiced with the firm until 2005, when i went into the house -- in-house for the first time takeexpedia and helped them public again. i then served as the general counsel for univer, there are -- a global, call distribution money. thereby making the very logical leap from online travel to chemical distribution. [laughter] ms. weaver: and then coming

right back to crm, with the opportunity to come back with salesforce. thank you for the opportunity. >> let's get started by asking each of you to talk about the top emerging technology issues that you have that your company --that you have it your company, and your approaches for dealing with them. [laughter] if we were in virtual reality, you could hear me. [laughter] >> so, the top technology issues associated with oculus, i mean, oculus right now is a hardware, software and a platform company. , so, we look at all of the issues across the board associated with doing the kind of product launches that we do.

we ship hardware in 22 countries, which means we have an entire supply chain and other supply issues related with that. that does not sound high-tech, but it is something we think about a lot. the platform piece of course , there are huge issues associated with platforms and how you interact with various operating systems out there. they talk about that, making sure everybody has access to the content who wants it. and also, there are software issues associated with building the meta-verse that i referred to earlier, which means we have a really great developer relations team that goes out and helps developers build games and experiences and to do agreements with other big content providers, so we have enough hours of playing time. havee feel like they hundreds of hours to spend in it and can go anywhere with anyone at anytime. >> so, some of you know how uber came to be, but if i could just

go back in history a little bit. in 2008, our cofounders were in paris for a conference. specifically, they were in front of the eiffel tower, and this was in december. they could not get a taxi. and i have shared this with other people, including the litigation session yesterday. when i first heard the story, my first reaction was why didn't , you just walk three blocks and get on the metro? [laughter] ms. yoo: but in any event, you know, the idea came out of a real consumer need. there was this disconnect, and i am sure you guys have experienced this between transportation providers and when you need that transportation. and they started, and we call it in our tech speak, "jamming." they said, wouldn't it be cool if i could take my phone and call a car? and so uber really came into , being with the emergence of

the smartphone. up until that point, there was no frictionless way to to connect drivers who had transportation services to riders who needed that transportation in a way that just sing to them synced them up, got them to the right location. and then we figured a how to make the payment process more efficient and consumer friendly. so it really emerged from a need that wasumer , solved via technology. from there, we have iterated on the concept. back when i joined in 2012, we really had only one product in 15 cities. i take that back, there were two. one was the licensed limo. so, you know up until that time, , there was always a licensed limo. you had to pre-book it pay by , credit card, and every transaction was unique. you arer knew if getting the right deal. you did not know if these were

prices for monday versus thursday or prices for 10:00 p.m. versus 7:00 p.m., but anyway. this is how it was. there was the licensed limo, and then there was the taxi. in a couple of our cities, you you could -- you could request taxi on our platform and it , would pick you up and charge the regular regulated rate. as you know, the concept of p2p came. these are non-commercially licensed drivers backed up by a $1 million policy that we purchased, and that are background check. so, that all sounds very easy, but kind of running the technology back into that gets endhat end of that -- back of that gets very complex. then, we thought, let's make it more interesting. we had noticed on our platform and we had launched a feature called "share my ride." and if you had gotten into an uber with your friend and said, "share my ride," you would send

them a link, and if they accepted, it would automatically split the cost of that ride. we saw high adoption. people really liked this. they really liked not at the -- not having to have a conversation at the end of the night, where you say, "you owe me $20." we wondered if people would be willing to share rides with strangers. so then we came up with uber pool. uber pool is a very simple concept. it basically says, we are looking for two riders in close proximity going to a point that is in close proximity. had we match that up and let them share a ride? there is a complex algorithm going into what is the most optimal range. you don't want to wait 10 minutes, or you don't want to get in a car and have to drive 10 minute to pick someone up.

so, there is a lot of technology in that. when we look at concepts like uber pool, and i will not go through the entire litany of all of our products, but you get the idea. the principle behind it is that by getting people to share a resource, we should be able to get to a place where people could give up their second car, or they don't always need their car. and that will have positive impacts. there should be less traffic. there should be a positive impact on the environment once we take those cars off. in san francisco, i will tell you, over 50% of our rides today are uber pool. so if you think about those , rides happening two years ago, one person and one car, and now, over 50% of the rides are uber pool, that is something i am very, very happy about. the other side of that is, when

we looked at san francisco, over 20% of the real estate in san francisco is devoted to parking. so, parking garages, parking lots, and what not, and for those of you who know about real estate in san francisco, that is just nutty. so, think about how you use your personal vehicle. you know you use it to go to , work in the morning, to go home, maybe on the way, you stop at the grocery store, but that is pretty much it for five days out of the week. so again, if we can provide options that can get people out of their car, sharing their vehicles, and perhaps, reduce the need to have land use for parking, all of these can have impacts in a society that is becoming more and more urbanized. so i know this is not really on tech, but i do feel it is really important for each of us to emphasize that most of the time, you know, it is technology

solving a real consumer problem and a need. and one of the vc's in silicon valley said this to me when i came on. i asked him, "what is your investing philosophy?" he said, "i looked for systematic solutions to this -- solutions to disaggregated marketplaces." when he said that, it made sense. at the core of that is the desire and goal of meeting consumer needs. >> what i love about all of this is we are talking about very innovative companies and things that are changing every day. and one of the things i really love about my job is that i don't know what the issues are going to be that day. they change every day with the new technology, the new models. as sally was going through all the different options for uber, my head was spinning in terms of all the different legal issues,

or i should say, opportunities. ms. weaver: at salesforce, the one issue i never able to take my eye off is privacy. and as a company that is entirely cloud-based we believe trust is our number one value. our model fails if people don't trust us and trust the cloud. so i do spend a particular amount of time on privacy issues. this past year has been particularly interesting for privacy and anybody who touches this area probably has not gotten a whole lot of sleep. in particular, last fall, when the european court of justice validated the safe harbor, that was the model that 90% of u.s. companies use to transfer data in a protected way from europe to the united states. when that decision came down, it invalidated that method overnight. i was very lucky that i have an unbelievable team. of privacy lawyers led by lindsay finch at salesforce.

they knew the opinion was coming down, and anticipated solutions for a range of different decisions. when the most extreme one came down, we were actually able to publish an amendment to more than 25,000 contracts that substituted in vital clauses and pushed that out within four hours. being able to do that and have people focused on these issues, and constantly looking at them, staying at the front edge was absolutely critical. this is continuing. as many of you know the model , concepts are now under attack. again in europe, we have data privacy issues in russia. china is considering different laws. and so it is something that , every single day, no matter what is on my plate that has to , be front and center. >> thank you. one thing i typically do when i start a program and i did not do this year, i would like a show

of hands, how many people are attorneys with outside counsel in their own firms? ok that looks to be about half. , and how many are on the inside working as in-house counsel? all right, and then, the randomness is the other 1/3, i suppose. [laughter] >> how many of you are here because it was a nice thing to do on a saturday morning? [laughter] >> thank you. we will go back to privacy, but one thing i was going to ask, since all of you have such enormous jobs, and we are all sitting here thinking, wow, you get to work and what issue to deal with? do you have any tips for how much of the time you spend being reactive? you know, you go to your office in general counsel and you have , people lined up waiting to talk to you and emails, and your boss. and you say, i have got to take some time out to make sure i am anticipating tomorrow's issues.

and learning about those so, i , just wondered if you had any tips for us or just managing that balance between being proactive and reactive. >> i would love to hear tips. [laughter] >> i think that is one of my biggest challenges, not getting caught up every morning in the 200 emails that came in overnight. i feel compelled to sit down and wade through them, as opposed to blocking time to think through the bigger issues. i will tell you, i am not a model of behavior on this. i have tried everything from swearing i am not going to look at my emails for the first hour of the day, to blocking time on my calendar, to having my assistant putting something on my door that says "do not disturb," to physically blocking people from coming in. ms. weaver: i have had limited success with all of these. i do feel it is a real challenge

and having to be reactive constantly is part of the job. and really needing to work at those times is critical, but i do struggle with that quite a bit. >> anyone else have tips for us on this? >> i don't really have tips. i agree that this is super hard. i think, you know i was thinking , back on my experience and one of the things that, one of the gifts of being at a company that was so young with only 100 people was that, you know i am a , litigation partner by training. when i got to uber, we did not have a single piece of litigation. it was amazing. ms. yoo: i think i got about a three month honeymoon. but what that allowed me to do when the company was smaller was plan for the future. the first rsp that i ran for as

outside counsel was unemployment. i wanted to make sure the model reflected our business, which was that we provided a service to others that they would use. and so i tried to keep to that and i tried to anticipate what was coming down and therefore it. i try to push my team to do that. frankly, part of my coping strategy is something that came of my 15 years of law firm life which is, i still go in every sunday. so i just need that block of time to kind of get caught up when there aren't meetings scheduled every minute of the day. amy and i have talked about this, but i learned in year three that i could not do 30 and 60 minute meetings. i really had to do 25 minute meeting so i could walk to the next meeting and occasionally

take a break. these are little coping things you learn as you go along. but i think overall, saving that time and planning for what is coming down the pike can be super important. it is just really hard to find that time. >> i don't know if i have a tip either, though i share everybody's point of view. one of the things i spend time thinking about at all kilis is training our clients. have joined oculus, we have gone to 500 employees. that means when you have this influx of folks who are young in their careers who probably have not been two major litigations before, so are not properly calibrated for the risks that could come from any of their communications on the way that they conduct themselves, so while we have an on boarding process, i try to get legal out there front and center.

this is the best way to come to us with issues. our attorneys at oculus are embedded with the clients. it is a slightly different model than i think some legal departments take were they have more subject matter experts. that means you are with your primary client and everybody that flows from him or her, and your team helps support them. being embedded with them helps you get ahead of the issues a little bit. maybe just a little bit. so, you can kind of see what is coming down the pike and try to plan for it. but yeah, i answer emails, starting at 4:50 every morning. i wake up really early and i do a couple of hours of emailing before i spend time with my family, before i send them to be -- before i send everybody off to their various schools and campuses. i do work around the clock. i actually really love my job, though. i will say at facebook, there is a different communication culture because it is facebook. and so, we have groups were people communicate in groups.

and there is facebook messenger, which is a very well-used tool. that means my email is actually less in number, but the amount of communication i get is fairly constant, which is a blessing and a curse. it is good to be really tight with your clients, and they can always find you. i tend to try to use the getting things done model. i tend to try to use that. i'm not perfect at it. it does encourage you to block periods of time to deal with things. i actually have standing calls with my outside counsel where we talk about sort of what i see coming down the pike, what we need to block. we will sit down and calendar a couple of hours here and there when we will talk about certain , topics. i ask them to spin me up on certain things. that tends to work fairly well. >> yeah, i actually had a great period of my career that did not last very long.

i was one of the first people to have a blackberry. and when i was like the only one who had it, i could be sending out my messages from wherever i was and i did not have to worry about other people doing it. it was terrific. [laughter] so i am aginge, myself by saying that. i do have fond memories of that era. ms. cwik: so, i want to ask you all about another issue that is very important to our world today with regard to technology, and that is cyber security. you can't open a page of the newspaper or turn on the tv without seeing a report on hacking, or people stealing private information. so i wanted to ask all of you how you deal with that, and if that is one of your top concerns at a tech company?

>> so, we think about cyber security the same way we think about privacy, which is, it is of paramount importance only to -- not only to have these strong measures in place. we have an entire security team that looks at the engineering part of it, but also works with law enforcement and handles these cyber security issues in a world where it is constantly changing. but really, it is about building trust. right? you want users to know that we are taking the steps to protect the information, that we value our relationship with them, and that we will do our best to make sure their information stays secure. and i don't know if, amy, you want to say a few things? >> sure, cyber security does go

hand-in-hand with privacy and trust issues. i think what has changed in the last couple of years in cyber security is this is not just an issue for the oculuses and ubers and salesforces companies of the world, the tech companies. cyber security is something every single company and law firm has got to be paying attention to. there is no company or industry that is safe from a cyber attack at this point. i think the most important thing that general counsel can be doing today is making sure that these issues are making it up to the board level. ms. weaver: this is a risk that needs to be managed just in the way other ma jor risks are being considered, and it needs to go all the way up to the board or a board committee, and at a regular interval. >> ok. >> so, i think we included in the materials a letter that is a response to senator al

letter.s it is a very detailed response and i will not go into it, but one of the really great parts about access being required by facebook is privacy security is a huge core part of what facebook focuses on. it is important to them that all of their users trust them. i have seen a real cultural adoption of that at oculus. oculus has realized this is something we have to focus on in order for our users to trust us and have a good experience. i will say, it is interesting the cultural piece, where it is , a core value for the company, really influences how we give legal advice and how comfortable i am with what i think the client is doing. we are right now, i would say, sort of adopting a culture of health and safety at oculus. because, you know having a good , and comfortable experience, a well-informed experience, in virtual reality will drive user adoption and make the platform

successful. i see those cultural shifts as super important both from the side and business side of things. >> i wanted to mention, this is a good segue, when you walked into the room, you should get this little card that shows where all the program materials are. they are up on the web. if anybody has any questions, we will make sure you get the link. we do have that letter that amy ment ioned from thhonorable al mentioned, addressed from the honorable al franken. we also have the terms of use and privacy policies and before we close out the issues on cyber security and privacy policies, i just had a general question about, again, practical tips for keeping ahead in how you approach staying on top of that

because with the changes in the eu rules we are sort of like, , now what? just a few more words because we have many people here who have spent much of the practice focusing on privacy. we welcome them. there is more to add on that topic. >> so, i will admit i was not a privacy expert when i went to uber. and so i went out and i got one. ,[laughter] >> she had gotten her training at facebook and had done both european and u.s. privacy work which was really key for us. ,so i think that being the nonexpert here, the one thing i would highlight, especially for global companies, is really understanding the global nature of the privacy requirements. ms. yoo: and you can take several approaches to it. the easiest way is if you can get to a place where you have one global policy. the other way is to personalize it for each country.

but, you know, certain countries have different requirements, france being one, south korea being another one that i learned. just being aware of what your plans are going and what is required in that country is something i have gone through. it is just an important issue. as we go increasingly global and increasingly cloud-based, we run into these privacy issues everywhere. >> it is an incredible area to see how the law has developed. i remember hiring my first privacy lawyer at expedia in 2007, and until then, i had never met anybody who focused on privacy. and, you know, nine years later, i have 10 people on my team to do nothing the privacy, five in europe and five here in the bay area. it is an area, you know, i could see that doubling at some point.

it is an area that is so complex. it is important to be partnering with really out sounding outside -- outstanding outside counsel. >> i agree. one of the things we are very lucky with at oculus, while we are an embedded legal team, facebook really does have the subject matter experts. we have a very strong privacy team, both in the legal department and also on the policy team. we've a large policy team, so there is a lot of cross functional work that goes into thinking about these issues. i felt like when the franken letter was being drafted, what oculus lawyers offered was a deep understanding of the product, right, and how the product works, so the subject matter experts could totally put that into writing for us. >> i highly recommend everybody looking at that letter because it goes into great detail about what the policies are in the -- and the reasons for the policies. >> as i indicated during my

introductory comments during my years, diversity is a very important topic to me. i think, to everyone. i wanted to give you an opportunity to comment some on your companies are now doing to ensure diversity. >> so, i mentioned at the beginning that i stayed at my law firm for a while. i had intended to stay there, but i did not say why. part of it was because i really enjoy the practice of law, and i really enjoyed working with the people the law firm. but part of it was because i had read aba's story in 2008 on minority women and their passive partnership. the basic gist of the story is that statistically, the probability that a minority

woman would still be at a 200 firm after 10 years was statistically 0%. to me that says minority women were not making it into partnerships. at that time, i was getting indicators that perhaps, i had a shot. i decided, i will stay in, go through those miserable years by -- right before partnership and try to figure out how to solve this puzzle and teach others how to do it. and so that was one of the , reasons i stayed in. and when i got this opportunity to become gc of uber, it was a difficult decision for me in a number of ways. it was one of those things because i had been so committed to that, and i had been so public about that. and then to say, "hey, i'm out," right? i thought, ok, well, this is a great opportunity. let me see what i can do on the inside. so it has been interesting for , me. i have learned a lot. one, my first five hires were women. i did not go out to hire women,

i just went out to find the best people to fit the needs of the company, but when i looked around, they were all women. then i hired a man, and then the joke in my legal department was that i was now free to hire another woman. then i had to look at myself and say what was the unconscious bias that i hold? to be perfectly honest i think , we are out of place and for the women, all of the women on this panel, we work with really smart women, really smart, diverse women. and it is really out of place. where to me, i don't think it is a question of why. it is a question of why not? right, so i will continue to go out there and hire the best people for the jobs that i have. the one thing that i do is i am very intentional about it. so i asked my team, make sure we are hiring the best people.

but in the very final panel, i want to see a woman or minority. i want to make sure you are being intentional in your hiring. peoplen, i talk to my about what the group look like. what i have experienced in my team is, how you put at that who you put at the very top matters. my women led legal teams are much more diverse in every single way. and so, i try to be intentional about what that mix looks like. and when it gets skewed, i talk to them about it. it is not a performance metric, but just by being intentional, i asked them to keep an eye on it, i think that i have seen some of the results of that. we are not there yet. i think there is still a long way to go, but i think that being aware, talking about it, being intentional about it, is really a very important first step. >> i believe you have written on this, and also in our materials,

we have one of your articles on this topic, correct? >> yes. this is a topic i do have some views on. [laughter] >> i think all of us, at facebook, there is a real focus on hiring diverse candidates and employees. i believe that all of our interviews lately try to have at least one underrepresented minority, or woman on the panel. now, facebook is so excited for the tech space. they make sure they have females in the engineering space. the legal department at facebook recently won an award from the national association of women lawyers, the president's award for the advancement and retainment of women in the legal department. i think the facebook legal department is doing fairly well on those issues.

the oculus department is smaller. i am the only woman here in the bay area. we have one other female lawyer in the seattle area. she supports our research team up there. i was the first woman hired on the we had some work to do there. my hope is we will have some diverse candidates come through for these positions. i will say that virtual reality, i believe is the next platform. i am very passionate about it. it is very interesting to me. i believe other women will find interesting, too, and they could really enjoy working in this space. i have seen a lot of women go work at companies that are considered more female friendly, a topic that is less tech focused. but i feel like, why should i have to work in a business that i am not that passionate about just because i am a woman? i actually care about technology , and i would like to be a part

of shaping the next compute platform. i feel it is important to make sure we have a diverse message in our legal group. >> salesforce, as i mentioned earlier, i am very lucky to work for a company that has been very dedicated to central issues. -- social issues. in the past year, we really took on gender pay equality. it was probably one of the first companies, if not the first, to publicly commit to repealing -- revealing salaries of all 17,000 employees, and looking for discrepancies. and what i really admired is the commitment, not knowing what we were going to find, and committed to fixing that. after undertaking the survey, we did find that we had to make adjustments for both men and women. in roughly equal numbers.

we committed about $3 million to trying to repair the situation. something we have committed to doing on an ongoing basis. this is not something you can do just once and forget about it. you have to continually be reviewing that. i think it is really important for whether you are at a law firm, or you are in-house, there has to be a commitment from the very top to racial diversity, to gender diversity, and to diversity and personalities and other ways. it can't be something that is simply delegated to somebody or a committee deep in your department or deep in your company. people want to see that you are personally committed at the highest levels, and you are going to take responsibility for the outcome. >> you know, i have something else to add, which is what we can all do in our day-to-day work. at facebook we had everybody go , through a managing bias training, and there are specific tips around how to be more inclusive and manage diverse groups in workplaces.

i tried to call out what i call my grown inequities. it happened recently in a meeting. a woman engineer met a point and -- made a point, and her point was somehow lost in the conversation. and i was able to say, i think what you are saying is really important and i turned my chair towards her and asked her to speak again about it. and to be totally honest, i don't understand the engineering points anyway, but i thought what she was saying was important and i thought it was worth letting her have the floor. and she did. she made her point, and it was good. other people responded to it in a much more meaningful way. and i think it was helpful to have the lawyer in the room acknowledge it. but the way people present at meetings just varies. some people do not present in a way that makes everybody immediately listen up. i encourage people to call it out.

everyone was interrupting her. i refocused it back onto her. i think it worked at that time. >> i just want to personally thank every woman here for the role that they are playing in encouraging diversity among women in racial and gender, and every offset of diversity. it is commendable. my firm in the u.s., we have all women working. and in fact, you have seen jessica, who is handing round pieces of paper for your questions. please write them down. we are going to be going to questions very soon. outside counsel, many outside counsel are here, as we have seen by the show of hands. if you could talk a little bit about what you are looking for , because after the presentations today, i'm sure everyone would love to get on your list of outside counsel. >> as you answer it, if you have any examples of best and worst

business development approaches for you, any anecdotes or you know, concrete things, or "do not try this," anything that is practical would be appreciated, too. >> but if you recognize somebody in the audience who you are about to tell a worst approach story about, please do not do that. please respect their privacy. [laughter] >> we use about 200 law firms. i have found that every company where i have been in-house has used about 200 law firms. if your international, and if you have litigation, which tends to be state based our local-based, you simply wind up with a huge number of law firms. i have tried a different times to reduce the number and really focus on a few firms. i had limited success.

i found that i land out -- wound up trading off for working with somebody that i really connected with, and getting the best person in that world. i have always been willing to go with more firms rather than fewer. in terms of advice on that, when i am really -- what i am really looking for is somebody was looking up for me personally, as well as for the company, who really wants to see me, or see people on my team succeed as well. i remember a lawyer, and i remember i was at expedia and i was concerned. something had come up and it was a big deal. and i was worried suddenly that i had not made a filing, which by the way, i had. it was fine. but i was worried a certain document had not been filed. called on the lawyer

a saturday night and said, i got your message on this, i am going to look into it. it is saturday night, don't worry about it. i have got this. if you filed it, you are fine and if you haven't, i am going to help you solve this. and i just felt like the weight of the world was off my shoulders because i had somebody on my team looking out for me, someone who would help me solve it. that is what i'm really looking for in outside counsel. who is going to help me solve the issue? who is really caring about the company personally come and who cares about me and my team? >> so, when i became in-house, i learned very quickly all the things i had done wrong at my law firm. [laughter] because in my own defense, i was a fairly junior partner, so please forgive me. i was a very apt learner in this space. here are the things that truly exceptional outside counsel do.

one, they get back to you really, really quickly. the best outside counsel out there, meaning the ones that hit the news all the time, usually get back within hours. i am talking half an hour to two hours with a quick email that says "got you." "i will have some a look at this issue and get back to you right away." i think responsiveness is really important and it also puts you in the queue. we are human, and those who get back to us really fast, we are going to wait, especially if you are somebody that really gets our business. so, that was one thing. i think, with regards to litigation, what i am really looking for is somebody who has litigated against this particular patent, in front of this judge, in this court. if you send me a copy that says,

"hey, i see you have been sued, i would like to talk to you," i probably will not have the time to talk to you because others are sending me analysis of that lawsuit. so, doing fewer of those, "we have seen you sued," or maybe none, and doing more targeted, "we have litigated against this particular plaintiff" will get you a lot further. and i think for in-house counsel, and going to the last point, i try to remind my team that it really matters who you call at the law firm. because having been the junior partner, you do not get a say on whether or not you should have some share of the matter or the client, if you do not get the call. it is really hard to have that

battle. if you are truly interested in diversity, especially at a law firm -- the aba recently published another study. when i read it, there was no change. unfortunately, in eight years we haven't actually moved the ball. the only way we can move the ball is by empowering those talented minority and women lawyers and empowering in a law firm means book of business. let's just be frank. if you pick up the phone and call that woman lawyer who you know is good and who has been working on your matters and say, hey, i have another matter, or, i don't know why am talking about calling, because i usually email. but email, and she can turn .round, open up the matter in the conflict system, that becomes her matter to manage. again, the super intentional about how you go and find your counsel. there have been times when i know which lawyer i want and it is not the woman minority, but i will call the person i know and say, i want you to be my relationship partner.

and i'm doing this intentionally, so you get practice being a relationship partner. that means you will be super responsive to me, and drop all the conflict issues, and i will push you so you can make sure that you can claim your position as my relationship partner. so, i want to see you take advantage of it, and i'm here to mentor you through it, but i am not giving you a gift so that you can hand it off. i think there are a couple of ways to go about this. >> a lot of what i would say has already been said. the responsiveness, i cannot say enough. we move super quickly, when i get messages from clients. i really do need people to be available to respond in a quick period of time. not getting back to me a couple days later. at that point, i would ask someone else the question. i see the relationship with outside counsel probably as a continuum. it is everything from the super tactical, quick and responsive

advice, too deeply understanding my products that enables you to get that kind of advice, to the personal relationship and really, mentorship that i have gotten. i have a couple of key folks at firms who have served as mentors and friends to me and when i consider this job to move to oculus, i called them to talk to them confidentially. how did they view me, what did they see as my growth areas, and what would be good about this? what wouldn't be good about it? it is super meaningful to have a really seasoned person who knows me well, for many years, to help give that prospective. i do wish we had more diverse teams at the law firm's. i can tell you there are so many excellent counsel women who have not become partners at firms, and i don't know why.

i will use them for specific work, and i think they are phenomenal. and when i go to the firm, the relationship partner is a partner. that is the individual i wind up working with. it is usually fine, but i wish that i had more opportunity to direct the work to women who would be in the positions to accept it and serve in that role. and so, i don't have the answer to what the issue is there with those specific folks. and certainly as capable as many of the printers i work with. we also use a wide range of firms at facebook and oculus. really the it is not firm, it is really the individuals, and practice groups that tend to really know the topics i need them to know. i guess the last piece of advice i would give is scoping risk is very different as in-house counsel compared to outside counsel. one of the no no's would be the overly conservative advice i can

get from outside counsel. i preferred that the beginning -- they put that at the too long, don't read part of the email. they lay out for me the practical advice. like, engineers will be doing x. however going to mitigate this risk, and how will we optimize the risk? not, you should not let them do that. i get that advice all the time. and they really need the advice on how to best optimize the risk, and how to best communicate the risk to the clients so they can sign off on it. those are some key things i like to see from my partners and outside firms. >> one other thing i was going to add, i have had the privilege of working with absolutely phenomenal outside counsel. and it turns out these people are truly people and they make mistakes sometimes. i have never once terminated the relationship with outside counsel based on the mistake they have made. i have terminated relationships

on a failure to own up to the mistakes, to let me know about it ahead of time to really just recognize and help solve it. that has happened a few times. i think it is very important. it is hard when you are the outside counsel and you recognize that you are being paid to give absolutely 100% correct advice. there are going to be mistakes , and people are moving fast. you are throwing a lot of things at us. let us know if that happens and let's work together and figure out the solution. >> since we have the benefit of having these three extremely successful women on the panel, and one of the main themes i have tried to focus on in my years as chair of the science and technology laws, encouraging younger people to consider

careers in science and technology, i would appreciate it if you could speak to a few minutes about career advice, and also about encouraging girls to consider careers in fields that involve science and technology. just on a personal note, that's my daughter in the first row, she just finished her first year at stanford here it if you could -- her first year at stanford. if you could think about girls like her, and what words of advice he would have, that would be much appreciated. >> and just to follow on to cindy's point, i think all of us here have struggled with, i don't know what word you want, family balance, children. and some thoughts also, is there a path you recommend, in terms of being on the inside or outside counsel? we have all shuffled back and forth between that as well. just general advice, and figuring out how to participate in our families, even if we don't have children. thank you.

>> another hard question, i know. [laughter] i'm sorry to ask the hard questions. >> sure. you know i do have stuff on that, too. >> global warming. >> my career advice would be to go ahead and do things that make you uncomfortable. everything i have done has been uncomfortable and has wound up being a really good learning experience. i had sponsors, women and men, had intel both who encourage me , to take on new roles that are literally did not want to take. would say, this is totally the wrong decision for me. maybe i had just had a baby or something. i said, i can't take on something you right now. and they would say, you really have to. and then i would do it. once you start doing it, you're going to love it. there will be ups and downs, and great things to learn.

even if things make you feel uncomfortable and you think you cannot do them, you should try it anyway. my advice to be to just do it. and if you fail, it fails and you learn something from that and move to something else. one of the opportunities i got at intel was to be the group counsel for the wearables group. it involve the acquisition of this company which is currently facing a recall. they had a lot of issues. but i got to be the general counsel of the company and also serve as group counsel for a very different team, but it was not used to. i really did not want to do that job. it looked very difficult. the executives looked incredibly difficult to deal with and i was really encouraged by my sponsors to do it, to go ahead and take that position. i did. i actually wound up really loving it. it was super scary, but it was really great. ,f course, i was at oculus rift

the gear vr and wearables. and then when they called me, they asked me about my wearables experience. and then i thought it was interesting that the java did not want give me a great opportunity. i actually really love end user products. here it was at intel, which was an ingredient, chips not sold , directly to the end users. i actually really love watching people wear and buy what i am working on. it is super exciting for me. and i know it is not consider the hottest thing at intel, which is more about ip and antitrust, but it was something i really liked and i had to face the fact that the company i worked at that i loved for so many years did not necessarily do what i wanted to do. i was coming to that realization. i had this opportunity come.

that is sort of a long way of saying, take the risk. if people are giving you an opportunity and it seems scary, it is probably the right thing to actually do. >> so, when i was considering the uber opportunity, i really gave it a hard look because i fell in love with the product. back in 2012, i was using a blackberry. i fell in love with it on a blackberry or it i could really see that it would change lives. it certainly changed mine. i had an emotional reaction to it. the fact that a car would come pick me up on a sunday afternoon at the top of the very steep hill in eight minutes was amazing. and i could see it coming and i did not have to worry whether it was coming, did i have to call the taxi company and see if they really send a driver or not. it was amazing. i fell in love with the product, which made me think really hard about this. i talked earlier about all the considerations that went into that decision to move, but one of the things was, i sat down with my husband, who is also a lawyer.

we said, this is kind of risky. you worked your entire career, and you are also very committed to the fact that you want to be a minority woman partner. you could go to this startup, and it could be awesome, or it could fail. startups fail. we thought there could be adoption, but at that point it was very small. it was riskier then than it is now. i thought, that is the wrong way of framing the risk. i decided that i was going to frame the question differently. the question i decided i was going to answer was, when is the next time you are going to be offered the position of gc of a tech company? when i framed the question that way, it was a no-brainer. never. [laughter] i was old enough to know that sometimes in life you do not get second chances, but i wanted to

grab this and see where it goes and see what i can learn from it. i think one thing is, when you think about your career choices, make sure you are framing that question appropriately. we all went into law because we are slightly, or more than slightly, risk-averse. make sure you're not over into indexing on that risk, because you may leave opportunities on the way. >> i think very much along the lines of what salle and amy just said. taking risks has been the most important part of my career. i remember at one point, when i was first looking at going in-house, it was one of these decisions i really tore myself up over. it was not how i viewed my life. it was not where i felt i was going and yet, this opportunity had come up at exactly the wrong moment, and i had to make a decision. part of this was asking when this would come up again and like sally, i decided it was probably never.

but i went around, and spoke to a lot of people, both the firm i was at, and other people about why they were in that position. i was floored by how many people said they were in that position because they were afraid to take a risk. i didn't want to have somebody come and ask me that 10 years down the line, and say i was there because i was afraid to take a risk. i could come up with 100 other ideas of why i wanted to be there, but i never wanted that to be the answer. in terms of other career advice i think it is very important to , figure out your own strengths and use those to ground where you are going and how you are interacting. i have been very concerned over the last couple of years, as there has been so much focus, particularly on developing women in the workplace. i have done to a number of women in the workplace seminars or

training sessions, or coaching, and walk out the door with the idea of they're trying to do, with six women. if women were more assertive, pounded the table, used certain words, then they would do better, and not focusing on fixing the workplace. so, i really encourage people to look at their own strengths. just to give you an example, i remember fairly early in my career, we were in some test negotiations. i had an older colleague tell me that when we went back in, i was to march back into that room, lay down the law, and he suggested a few very choice words for that. and whatever happened i could not be too nice. and i heard him out, and at the end of that, to his dismay, i said that was in no way how i intended to handle the conversation. but then i asked him, when was the last time you sent me into an interaction and had not

gotten the result that he wanted? and that stumped him. the point was, i needed to go in there and use my own strengths, and not what might have worked for him. if i had walked into that room, pounded the table, and cursed, the only thing i can guarantee you is everybody would have burst into laughter. i would have looked and felt ridiculous. but by figuring out my own strengths and what was going to work for me, i was able to navigate the situation. i think there needs to be a lot more focused on encouraging people to find their strengths and encouraging all of us to really recognize different ways of negotiating. different ways of interacting, and not just coaching people that if they behave in one way that has worked traditionally, that that is the ticket to success. >> fabulous advice. thank you all so much. i did want to have time for

questions. do you want to go ahead? >> thank you. while we gather the questions, as a slight follow-up, is there any particular career preparation advice to young one in starting in a profession? and also, slightly more difficult question, which is, a lot of young women lawyers -- not even the young women lawyers -- are subject to what they call the micro-aggression, sexual hostility and the like. is there advice for how to deal with that type of issue? [laughter] >> we are all looking at each other. salle: i will do a little bit on

micro-aggression. i don't proclaim to know all of these things or be inexpert in -- an expert in this area. but what i tell the women in my legal department is don't hold back. don't speak from a place of emotion and anger. but if you choose one your words and bite your tongue long enough, it will come that way. if someone does micro-aggression on you, call them on it and it is scary to call somebody out on that, but it is going to feel good. [laughter] i'm trying to encourage people to speak up and stop it. when you don't have another person in the room who will call it out for you, it is still on you to call it out. it is hard to do, but it does feel good to say, you know what, you got that wrong. actually, that is not what i said. or, what i see happening a lot, is you said something, and it was repeated by another guy, and

they co-opted your idea. and you are like, wait a second. you are taught not to play those games. but you should say yes, as i , said, i think we should go here. i think teaching a little bit of scoping skills, and letting young women know that it is ok to stand up and speak up. >> i think that's great advice. i think you had another question. what was it? >> preparation for careers. preparation, i think it is to do what you love. there is a big focus on stem careers. which is terrific, i would love to see more women in stem, but you need to do what you love to do, and follow what your passions are. the wonderful thing about law school is that it welcomes people who have studied everything from philosophy to computer science to french classics. you can do all of that and it would be wonderful preparation for what you want to do in the

future. the technology industry needs people in every possible area. my background was i focused on government and religion. yet there was a role for me in here. i think there are a million different paths to a career in technology or a career in law, and you can enjoy all of them. >> i think the same. i don't think you have to narrowly focus on something. i get the same question from students. should i study patents or trademarks? actually, you can focus on a lot of different things. as you find over the course of your career, different areas will be hot or different topics that you need to know about. everybody has to know some level of privacy now. that wasn't the case a while back. i think doing what you love is key. i really enjoy my job. i can't wait to see what issues

are coming up next and how we will solve it. i really enjoy my clients. >> the members of writing that have great communications and listening skills are golden to us. >> before inx the x question -- go ahead. >> i have been the beneficiary membership. there are a lot of women gc's around the area. it is just a good group. when i have questions, everyone is generous with their replies. i kind of reference the serendipitous way by which i got to uber. it was because i have a core group of 15 women lawyers who had been associates together and

had been friends. off, and thatnt was the recruiter for this role. we were having lunch and she told me about it. lateral and horizontal mentorship relationships can really be important, and they continue to be important. i think i am living proof that you do not need to have a plan or tech background to be a tech gc. there is a myriad of issues that have -- that take companies have now there it i think it is more important to follow your interests and your passions and see where it goes. usually we wait until the end of the program to thank people for an outstanding panel, but this is phenomenal. you guys have been terrific so far. just a couple more questions with the time that we have. is there an intellectual

property law that you wish could be changed to make your life easier? [laughter] >> do we have to limit that the intellectual property? verye definitely supportive of her form. easenk revise of and the are unbelievably damaging to the technology arena. it is costing us an incredible amount of time in terms of licensing. it is something we could just come up with a better framework for. >> i would agree. interesting with hardware and software and oculus of facebook. we have them all at our company. -- notent and be purchasing entities -- is very problematic for everyone.

way of shutting down the that our companies can move at the speed to develop product. >> i was asked by the camera person to speak from here and set up there. -- weis a lot of talk have been talking about privacy. do you have any comments on the fbi issues with apple and the like? >> i think we are going to say no comment. >> what are the issues that we that general counsel is trying to represent the letters and memorandum, that handshake deals. what you do from keeping that from happening? >> i think that is education.

i think that is something you have to police constant way. it is something a lot of people -- i think it is rare in companies where you come up against people who are deliberately trying to do something wrong. you do come up against people who don't know what they are doing, don't know what the guardrails are and make mistakes. you fix that through educating people. they need to understand when you can agree to something, when you can't agree to something, who needs to do it, and keeping people within a tight framework. >> i agree. growing company where we are hiring so rapidly, constantly trying to educate the client. i asked for time with every single step betting -- staff meeting i'm going to sit in on. i try to give general basics around that. i don't feel people are doing

this at all. it really is just trying to move quickly and be used to being in -- starty men environment. they don't have a lot of experience with doing deals and will go out and do things that they not necessarily will have reviewed as well as they should have. >> i think being in a startup environment or a company that is rapidly growing, one of the on is thet your focus circle back. there has to be a reassessment of the risk and approach. the risk and approach you have an eight company is 300 versus 3000 is very different. , it is very hard to be the person that says we should make time to circle back and double check. i think that is important for legal departments to do. >> we are near the end of time. i apologize to those whose

questions i have not been able to ask. i'm going to hand over the program back to the moderators. if it is ok with cindy, i had a fun question i wanted to ask everyone. we have been intense about the obligations of our jobs. i will start off -- what is the one thing you do outside that really is a fun activity for you? i would start off and say yoga is how i find my time to think about a lot of different things, and another passion of mine. i'm curious for everyone else to share what you love. i have three sons, which is where the bulk of my time outside of work is focused. my trivia on that is that each of my sons was born in a different country. my first son was born in china when we were in hong kong. my second was adopted in india

and my third son was born in the united states. we have the superpowers dominated. [laughter] i also have three children, so i spent quite a bit of time with my children. i also practice mindfulness. people have seen me in the parking lot at work sitting quietly. people ask if i was sleeping, that -- and it is just letting everything go. think we have the same favorite coping mechanism. for me and assist regular exercise. i do a variety of things. before uber, i used to play tennis pretty seriously. then i found out spending 12 hours on the court every week just doesn't jive with this job. i had to pick up more efficient ways of exercising. i do block of that time every morning for myself to do

something that is healthy, relieve some stress, but also just have a bit of minds race -- mind space. my husband is a managing partner now, and that is not the reason why i left all of people speculate so. we are raising two boys together. our life is very busy. find that there was a question earlier about how do you balance or how you make it work. an executive at ebay tony said i don't. compartmentalize. i find that in my job i can't. meetings, i can't say that. it doesn't work that way. i try to make sure tuesday nights i might like to cook dinner and i am home. occasionally i am cooking dinner

and my laptop is up next to my butter dish. my kids are used to me at my laptop everywhere they are, there we are. you make it work. i think it is a challenge, but i try to make sure that i focus and spent time with my family and i bring them into my work. that is the other way. we try not to compartmentalize. if we have business, we talk about it. >> i also have two children and two dogs. sometimes my daughter's claim that i prefer the two dogs. that is not true. thing that really works for me is i can take a break during the workday and just go for a .alk we are lucky to live in california and just get outside and get a little bit of a change of scenery.

that often can be effective for me. thank our panelists so much. you have been amazing, and we are all extremely grateful. thank you so much. [applause] >> i wanted to thank the aba, speaking of phase we do in our spare time, and all of the staff that have helped us with this program. thank you panelists most of all. [applause] [captions copyright national cable satellite corp. 2016] [captioning performed by the national captioning institute, which is responsible for its caption content and accuracy. visit ncicap.org]

>> tonight here on c-span, a discussion on school segregation. it features an investigative journalist, who how racial segregation is maintained through official action and policy. >> i decided i wanted to understand why. what is causing this? why are neighborhoods still segregated 50 years after we passed the fair housing act? wire schools still segregated? not only segregated, but when you look across every measure, black and latino students are getting the least qualified teachers, least likely to get access to courses that could get you access to columbia. i want to understand why that was. tot was where my work began focus on looking at the particular actions that we take

it -- we have taken in the past, but also the actions people are taking now, that maintain racial segregation and inequality. if a place had been segregated and then it was integrated, you can go back to that point where it starts three segregating and show that someone had to do something. schooled looking at district that have been ordered by federal courts to integrate. they lay out certain things that a school district had to do. you have to bus the kids and you have to have racial balance, or you have to. white school in a black. the school district is released from that court order, they can do whatever they want. they can create all black schools as long as they went to. them to go to this point where school district or

school had been integrated, and now we're going back to where you can find who did what -- who made the decision that we segregated the school. >> later we will have more about school segregation, including the history and what is happening today. it is hosted by the columbia journalism school at 8:00 eastern here on c-span. now, media industry leaders look at emerging media trends in technology. panelists from the washington and fivete, google, media talk about the latest technologies that serve their audiences and how that ultimately impacts the journalism business model. posted by the aspen institute, this is about 90 minutes.

>> welcome everybody. it is my pleasure as someone who is been a refugee from the world of journalism for 12 years to have a panel to find out what has been going on in the past 12 years. hirst i want to thank bob because this is a hearst lecture series. we are also doing it in conjunction with colorado mountain college. that is why we have a product placement deal with them. would you stand up? [applause] >> colorado mountain college as you all know has 11 campuses and a 12,000 square mile area. i will give you one important

fact -- it is an open access college for everybody in this entire region, which means if you graduate from high school, you get a letter from the president that says you are in. then they have a president's funds thanks to a lot of people that gives $1000 for expenses. it makes it the most affordable college in america. thank you for what you are doing. [applause] wonderful media panel, i will at the each tell a little bit about what they do. i will start with marty baron, who bridges the world between old and new media. we have seen him in the movies at the boston globe, and now at the washington post. >> thank you. i'm the executive editor of the washington post. i'm the old guy from the old

media on a new media panel. i may be a little out of place. we have become very much a new media company, growing very fast. i have worked at the washington post for 3.5 years. before that, i was editor of the boston globe, and before that the editor of the miami herald. i've also worked at the l.a. times and new york times. i am highly transient. >> i am julia turner, the editor in chief of slate. i have been in that role for two years, but i have been at slate for 13 years. i came upon the culture side, and then was the deputy editor for a while. magazine ofonline opinion and commentary. we turned 20 years old this year. i'm also an old guy on the new media panel and a way. we are the gray lady of the internet, which puts us in an interesting position. ryotam the founder of

news. it is an immersive media company specializing in virtual reality, 360 and augmented reality. we have recently joined forces with the huffington post and aol to start a new chapter. partnerships for the google news lab, which is google's effort to power innovation at the intersection of technology and media and journalism. that, i was youtube's numerous manager and oversaw a lot of efforts around news and information. >> i'm the head of growth at vice media. i one of the born and bred vice employees. i started straight out of school as an intern and work my way up now, where i look after a lot of our global digital strategy, distribution, partnerships, and how we grow. >> marty, the movie spotlight --

who plays you? >> leah schreiber -- liev schreiber. >> your better looking. >> well forages taller, all at more fit and better looking. i don't mind of people here my name and give him that and think of him. is all thethis presidents men for our generation. it reminds us of what journalism is all about. tell us your experience with that movie. the movie, i never expected it to be made. it is not have superheroes, it doesn't have action scenes, it doesn't have special-effects. the sex that is in the movie is that typically the kind of sex you go to see. no sex scenes thankfully in the movie. it highlighted an investigation that the boston globe did that i launched on my first day at my

first meeting at the boston .lobe in 2001 the first was republished in january 2002. we had about a year and a half worth of coverage about a cover-up of a pattern of sexual abuse within the archdiocese of boston. it honestly went well beyond that to cover up throughout the country and actually throughout the world. i think that it highlights the central purpose of journalism. we have a lot of things that we are supposed to accomplish in journalism, but central to our mission is holding powerful individuals and institutions accountable. that is what we endeavored to do with that investigation. there was evidence of great wrongdoing on the part of the church and the cardinal himself, and that archdiocese was aware of serial child abuse by not just one priest, but many priests. internet to be about 200 priests over 40 years. they were essentially engaged in a cover-up.

that is central to the purpose of journalism is to try to expose that wrongdoing, and that is what we endeavored to do and that is what we accomplished. >> you went to one of the survivors recently? >> they invited me -- there is a group preferred to in the movie were for -- that is the survivors network. it had been a small and ragtag group before the movie. since the movie and since our investigation at the globe, they have acquired a lot of new members, and i was invited to chicago to address with a keynote speech their annual convention. there were 300 abuse survivors at that convention. it was a remarkable thing, because it was gratifying. i kept getting stopped and people wanted to thank me for the work at the boston globe

exposing this abuse. a lot of people were people who said that after the movie came the movie they had never spoken about their abuse. they had not told their friends, they had not told their families. they had not done anything at a c grade. because of the movie they felt it was critical that they talk about it. it was the first time they had attended a convention of that organization and wanted to be active in ensuring that that kind of abuse did not continue in the church or any other institution. question to you -- that must have cost a lot of money to do a very long investigation like that with a whole lot of people in it, and it was not the type of story that aggregate eyeballs per click great for advertisers -- clickbait for advertisers. it happened because you had the resources. talk about the resources that you need, especially now that

jeff bezos at the washington post has launched strong investigative teams. >> i think the investigation highlights what takes to do investigative journalism and do it right. i hope that is one of the lessons that people brought from that movie is that it takes a lot of time and effort. way. not glamorous in any you're going to documents, knocking on people's doors. people are shunning those doors on your face. it is very hard work, particularly when it involves an institution that was to keep this kind of its -- information secret. -- over the course of the first year, it probably cost the boston globe $1 million to do that work, given the legal work that was required. -- west to court to unseal documents that had been kept confidential by the church that would help expose the truth. we had to do a sort of street-level reporting investigation as well. there were a lot of reporters ultimately involved in that

investigation, well beyond the spotlight team teacher in the movie. it is probably $1 million in the first year. this requires a lot of work. since it is core to our mission, we want to continue to do that kind of work at the washington post. the post has always done that kind of work. fortunately with the new owner, we have a guy who has some financial capital as you may know, which has been very helpful. he has also brought intellectual capital, and i think both of those are very important to us. he has spoken quite passionately to us at the post about how he sees journalism shedding light and dark places. andcracy dies in darkness, the role of journalists and the role of the washington post is to make sure we bring wrongdoing to light, and to hold public officials and powerful institutions accountable.

he said we should feel free to cover him and his institution, amazon, the way we would cover any other business executive and any other business. >> julia, enlightened billionaire owners are one business model that may work, but that cannot work for everybody. when slate was founded by , it wavered from being something where you charged -- to try to get consumer revenue, there was a pay wall -- then he went off of that. i have a membership model to some extent. -- and then you had a membership model to some extent. good journalism and raise advertising revenue? by michaelfounded kinsey under the auspices of microsoft.

one thing that we have been thinking a lot about over the last few years is the relationship we have with our audience. people come to slate because they trust slate to interpret the world for them in a very smart, quick, funny, colloquial, conversational way. that voice that comes through from our writers and our writing creates trust. they read the paper in the morning, but then they read slate to figure out what to make of what is in the paper. we have more competition in that business these days the papers themselves are starting to do more analysis along the reporting that they do. coreill have a stronger group of people that come to us and count on us for that. we launched to an half years ago a membership program which is distinct from the awol be launched in the -- paywall we launched in the late 90's. successful pay walls tend to be for information that people need

to make business decisions of a sort you want access to market news and information. you access to the micro traits within sports teams so you can control your fantasy team. those of the companies that have had success with pay walls. for us, because of what we are offering is ancillary and a second read, we provide people with extras, a better experience with deeper engagement. slate members pay $50 a year or five dollars a month. they get bonus segments of the podcasts that we do, i took 30% -- an extra 30%. they get early access to some of our enterprise reporting. they get a special commenting space where they can chat with other commenters. they get these slate academies that we do. this is our version of an online

course where we take a really deep dive into some topic that is may be connected to the news, but a little more evergreen, and that content is only available to our members. the first one we did was a history of slavery. it was a podcast series, interviews with all sorts of historians, covering the historiography of slavery and how it has changed over the taughthere he if you are in school, if you weren't taught in school. that unleashed a whole set of fascinating and interesting context that our members could use to understand racial dynamics in america. when we launched it, we knew there would be a lot of our readers would send over the first month or so, but what we weren't sure of was the longer-term growth trajectory. we are seeing growth year-over-year. >> you are part of a very distinguished line of editors, starting with michael tinsley -- kinsley.

every one of them added to a voice that has become almost the internet voice, which is intimate, smart, a little bit sassy. in your case, and in the case of the people who do it right, also well reported, analytic, and trustworthy. how you see the voice of the internet evolving? slate started it, is it getting out of control now where snarkiness and enis have -- meanness have replaced the slate wit? of people havet adopted the second person of address, the kind of casual nature, the use of slang as a way of connecting with lead readers. i think that makes it important with us to retain the immediacy of speaking a language that people use. that is my metaphor for slate is that it is like any mail from your really smart friend. it is like you're smart friends favorite website.

to herng i emphasize journalists and it is or was that what we are setting out to do is change minds. you could only do that if you are using rigor in your analysis, intellectual honesty, sing the other side of the seeingt you're making -- the other side of the argument you're making. i think the colloquial less of our language and a few witnesses to -- which wason ryot, truly amazing having been with some of the colorado mountain college new media people, and seeing immersive the euros -- videos. how will you produce that type of news? >> thank you for having me here. it is a great honor to be on this panel. we have been exploring virtual reality and 360 degree for longtime.

for those of you who don't know it, you film it with a camera that has optical cameras all over. kind of like a soccer ball with lenses all over it. you stated together and show it and a headset so you feel at your standing in the middle of the stories. if you're looking on your phone you can move your phone around everywhere. >> lets make clear that people can go to your site and not put on goggles. diving off a cliff with olympic divers. >> it is all on ryot. huffington post.com. we have recently lost -- recently launched capabilities in all editions of the huffington post, creating the largest virtual reality network. i think when you ask about it