So, I want to talk about how sexual harassment and fair pay are linked at Google (and beyond), because I think that's an angle that isn't being highlighted enough in the coverage of these walk-outs. I'm going to frame it largely around my personal experience there. Thread.

When I was sexually harassed by the director of the area I was working in, I was afraid to report it because I was worried that "getting him in trouble" would result in the subtle retaliation of missed leadership opportunities.
I wanted to continue working on the team I was on, because I'd gained a lot of very deep knowledge and expertise in that area, as well as reputation and camaraderie with the other folks working in that area. I didn't want to make the situation more "difficult."
To get promoted at Google, several need to happen: 1. you need opportunities for ownership and leadership above your current level (basically, opportunities to show you're working at the next level you're trying to get promoted to). The work you're "assigned" has a big impact.
2. You need glowing reviews from peers, *at or particularly above the level you're hoping to get promoted to.* Basically, you need people a lot more senior than you to say you're doing awesome work.
I think the walkout organizers' demand of better reporting structure is a good one, but I think fear of retaliation and fear of "rocking the boat" - especially because of how it can impact career advancement - is still going to be a huge barrier to reporting.
When leadership finally did become aware of what happened, I told them I couldn't work with that person any more. Rather than fire him or move him to a different team, I was told I could transfer teams. That meant starting all over on my path of advancement toward the next promo.
I also had a friend who was afraid of reporting harassment from a male peer who was more senior than her - even though he wasn't in a position of authority over her in the management chain, she needed his glowing peer review if she had any hope of getting promoted.
I think harassment victims need concrete commitments from Google (and this applies to other companies as well) to curtail the different ways that harassment, and their reporting of it, can negatively impact career advancement.
That's one reason these obscenely huge financial payouts for the harassers are such an ugly pill to swallow. Harassment often negatively impacts victims financially in ways that ripple out from that incident for a very long time. The unfairness is so staggering.
And because women are under-leveled, promoted more slowly than men, and already face limited opportunities for advancement because of bias, the man is almost always in more power in these situations. He almost always has some influence over her career.
So harassment and equal pay are connected in so many ways - the unfairness that already exists in equal pay and opportunity for women contributes to this power imbalance. And reporting can hurt women's careers, slowing their career growth unfairly.
If Google really wants this to change, they need to make it so that harassment victims don't have to choose between reporting the behavior vs. growing in their careers.
I think when people hear the term "retaliation," they imagine some form of obvious retaliation. But if I'd missed opportunities as a result of reporting, who was to say whether that incident had influenced anything? I sure wouldn't be able to prove that.
But even so, Google DID react by putting me in a position that hurt my career advancement there. That's ultimately why I left. I could no longer continue to advance on the path I was on, and that's deeply unfair. It was a one-two punch of sexism and shitty consequences for me.
What should they have done? I think they should've fired my harasser. But at the VERY least, they should have moved him to a different team. I shouldn't have been forced to switch teams just to get away from him. That's not fair.
Finally, of course sexual harassment and equal pay/opportunities are linked in many more subtle ways, relating to the overall attitude toward women from leadership and peers alike. I don't want that part to get lost. https://t.co/J0c0VpWM1B

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What an amazing presentation! Loved how @ravidharamshi77 brilliantly started off with global macros & capital markets, and then gradually migrated to Indian equities, summing up his thesis for a bull market case!

@MadhusudanKela @VQIndia @sameervq

My key learnings: ⬇️⬇️⬇️


First, the BEAR case:

1. Bitcoin has surpassed all the bubbles of the last 45 years in extent that includes Gold, Nikkei, dotcom bubble.

2. Cyclically adjusted PE ratio for S&P 500 almost at 1929 (The Great Depression) peaks, at highest levels except the dotcom crisis in 2000.

3. World market cap to GDP ratio presently at 124% vs last 5 years average of 92% & last 10 years average of 85%.
US market cap to GDP nearing 200%.

4. Bitcoin (as an asset class) has moved to the 3rd place in terms of price gains in preceding 3 years before peak (900%); 1st was Tulip bubble in 17th century (rising 2200%).
The 12 most important pieces of information and concepts I wish I knew about equity, as a software engineer.

A thread.

1. Equity is something Big Tech and high-growth companies award to software engineers at all levels. The more senior you are, the bigger the ratio can be:


2. Vesting, cliffs, refreshers, and sign-on clawbacks.

If you get awarded equity, you'll want to understand vesting and cliffs. A 1-year cliff is pretty common in most places that award equity.

Read more in this blog post I wrote:
https://t.co/WxQ9pQh2mY


3. Stock options / ESOPs.

The most common form of equity compensation at early-stage startups that are high-growth.

And there are *so* many pitfalls you'll want to be aware of. You need to do your research on this: I can't do justice in a tweet.

https://t.co/cudLn3ngqi


4. RSUs (Restricted Stock Units)

A common form of equity compensation for publicly traded companies and Big Tech. One of the easier types of equity to understand: https://t.co/a5xU1H9IHP

5. Double-trigger RSUs. Typically RSUs for pre-IPO companies. I got these at Uber.


6. ESPP: a (typically) amazing employee perk at publicly traded companies. There's always risk, but this plan can typically offer good upsides.

7. Phantom shares. An interesting setup similar to RSUs... but you don't own stocks. Not frequent, but e.g. Adyen goes with this plan.

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Let me take a stab at this after years of reporting on Marine One, HMX-1, Continuity of Government, etc. None of this is definitive, but it could help explain what folks are seeing:

1.) HMX-1, which flies the VH-3D and VH-60N 'White Top' helicopters used to move... 1/X


the President and VP around, those helos being called Marine One or Two when either is onboard, need to train. The urban landing zones, including WH and VP Residence, are not simple to get in and out of. So, crews need some currency training. They are not just tasked with... 2/X

moving POTUS and VP to get them around the region and to Andrews AFB for long-haul flights, they are essential to Continuity of Government operations. This means that if a threat were to emerge, they need to be ready to snatch POTUS and VP in minutes. This is partially... 3/X

why they have a full forward operating location at Naval Support Activity Anacostia, just 3 miles from the WH. As such, practice is important and considering the state of things, it is critical now more than in any recent memory. 4/X

2.) Considering what happened last week, including mobs of Trump supporters screaming in unison to hang the VP for doing what the constitution states, absolutely despicable in every way, security has been tightened just as it has been all over. Using the helicopters instead.. 5/X