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As a woman in Silicon Valley who worked her way to the top of the corporate ladder, Deborah Liu knows firsthand the challenges and obstacles in the workplace that keep the deck stacked against women in the workplace. Deborah Liu is a seasoned technology executive based in Silicon Valley. She is currently the president and CEO of Ancestry.

Prior to this, she served on the leadership team of Facebook, where she was the Vice President of Facebook App Commerce. Previously, she spent several years at PayPal, where she led the eBay marketplace product team, created the charitable donations and social commerce teams, and worked in corporate strategy.

She also serves on the board of Intuit and is cofounder of the nonprofit Women in Product. During her time on Wall Street, she grew increasingly aware of unethical practices that readily permeated the banking industry. Eventually, she decided to become an investigative journalist to expose the ways that financial systems are manipulated to serve the wealthy. She argues that central banks and institutions like the IMF and the World Bank are overstepping their mandates by using the flow of money to control global markets and dictate economic policy, both at the domestic and global level.

These public institutions have become so dependent on funding from private banking and the revolving door between the two worlds is so smooth, that public and private banks are effectively working toward the same goals. There has never been a better time to learn, to contribute, and to improve ourselves.

Yet, rather than feeling empowered, we are often left feeling overwhelmed by this constant deluge of information. To combat this, Tiago Forte shows us how we can create our own personal system for knowledge management, otherwise known as a Second Brain. As a trusted and organized digital repository of your most valued ideas, notes, and creative work synced across all your devices and platforms, a Second Brain gives you the confidence to tackle your most important projects and ambitious goals without feeling overwhelmed.

Based on her wildly popular MBA class at UCLA, Cassie demonstrates how to immediately improve our lives by changing how we perceive and invest our time. It all starts by transforming just one hour into a happier hour. The show follows three roommates on the autism spectrum, as they strive to get and keep jobs, make friends, fall in love, and navigate the strange world of adulthood in a world that eludes them.

Through her journey of understanding what it means to be on the autism spectrum, Sue Ann Pien has welcomed a greater acceptance of what makes her unique, and the freedom to express that. She followed her myriad dreams through Hollywood and beyond, having worked with Academy and Emmy award winners, presented for a Nobel Laureate and U. Secretary of State on climate change solutions, and even gained global attention as a Mars One candidate. You go to Google, you search for a problem, you look at the results, you read some content, that content helps you navigate to a place, likely that place ends up being a software company's website where you can read more about the product, you can look at customer case studies and see: Does this identify with me?

You can then go to their pricing page and figure out how to engage. Marketplace sometimes shows up in that journey, but oftentimes it doesn't. Photo: Tackle. I almost think back to the early days of Amazon. You went to Amazon to buy a book, you didn't think about buying a TV. Fast forward to , you buy just about anything there. I think that's the style of transformation that we'll see with shoppers shopping on marketplaces. But today, discovery happens outside. There's this concept called a private offer with marketplace, where you can use the budget infrastructure and contract vehicle of the marketplace to do a custom deal, and these are the most prominent deals.

The majority of deals happening through the marketplace today follow this private-offer motion where someone discovers a product and decides that they want to buy it, but then determines that marketplace is the most efficient way to do it, and they construct a deal that ends up being a private offer and uses the marketplace infrastructure.

Why in those cases do companies feel like going to the marketplace would be better than going direct? I think budget is a big thing, budget consolidation and vendor consolidation. A lot of it comes back to that Moore's law for software theme: They don't want to maintain contracts with 1, different suppliers; they'd much rather have an enterprise agreement with Microsoft or an enterprise agreement with Amazon or Google and then a lot of sub-agreements underneath that, but it's still governed under the same budget.

We think being easy to buy for a software company is actually a killer feature. In a lot of industries, security as an example, there's so many security companies — and I'm not a security expert, but I struggle to interpret who does what. In what ways do you think this might shift the balance of power in the industry? If you have Amazon, Microsoft, and Google, and everyone's buying software through them, does that give them additional power, additional levers?

If you look at a lot of the at-scale SaaS winners today, they are multicloud equivalents of a native cloud service. But what the combination ends up being is people use core infrastructure services from the cloud in combination with third-party software to make up their solutions. Where I do think the cloud providers have a potential advantage in the future is just by capturing the [cloud] budget.

The marketplace actually starts to bring those two budgets together, and that's where I think there's an opportunity. I don't think it gives the clouds a chance to be all things to all people because there's a lot of momentum around multicloud. What are the benefits to independent software companies in listing on one of these, or maybe multiple marketplaces? Beyond access to budget, the use of their contracts is very beneficial.

Then the third benefit is the ability to co-sell with the cloud providers. What co-sell means is, we have a joint target customer, and they use Microsoft, for example, and I want to register a deal with Microsoft and be able to work together on that opportunity because if my software lands on Azure, it drives consumption for Microsoft, it delivers value to the buyer, so everyone wins.

The cloud providers have very large teams of people supporting companies, they have very large budgets associated with them and tapping into that, not just from a software company-driven standpoint but in collaboration, is a huge benefit. But that does take some skill to get to. The clouds have, say, or so services natively that their sellers are responsible to sell, and if there's , software companies, they can't sell , things or whatever that math works out to you, so you have to have a unique value proposition.

Why would the cloud buyer want to consume my software in this way? Why is it beneficial for them on their digital transformation journey with cloud? If you have good answers to those questions, co-selling becomes really powerful.

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We got started as a company in , and had our first customers in late AWS started their marketplace in Microsoft had a marketplace but really evolved it for Azure, I'd say with more acceleration in , So they have been around for a while, but really what we've seen is, the pandemic accelerated everything online. The pandemic no longer allowed sellers to meet with their buyers, and they had to figure out ways to engage with their buyers to let their buyers buy where they wanted to buy.

And with all things moving to cloud, the cloud marketplaces accelerated in prominence as being part of the solution. One, the cloud budget tends to be one of the fastest-growing budget line items in a lot of companies. It's probably not quite exactly at the pace of Moore's law, but Forrester said there's , software companies today; there will be 1 million by So a lot of expansion, and that puts a lot of pressure on buyers of software because now there's so many more titles, there's more empowered buyers, there's a lot of user-based software.

Procurement teams who once used to govern and protect the software process really closely no longer can do that; they have to find ways to enable buyers to consume more software. Marketplaces also become a pretty interesting avenue to enable them to get access to what they need when they need it, but still have some form of governance around it, where everything's landing on the same bill and the same contract. How important is discovery? I imagine that [discovery] is going to become more and more prominent as more and more software is listed.

Discovery today, I would say, is still not via marketplaces. You go to Google, you search for a problem, you look at the results, you read some content, that content helps you navigate to a place, likely that place ends up being a software company's website where you can read more about the product, you can look at customer case studies and see: Does this identify with me?

You can then go to their pricing page and figure out how to engage. Marketplace sometimes shows up in that journey, but oftentimes it doesn't. Photo: Tackle. I almost think back to the early days of Amazon. You went to Amazon to buy a book, you didn't think about buying a TV. Fast forward to , you buy just about anything there. I think that's the style of transformation that we'll see with shoppers shopping on marketplaces.

But today, discovery happens outside. There's this concept called a private offer with marketplace, where you can use the budget infrastructure and contract vehicle of the marketplace to do a custom deal, and these are the most prominent deals. The majority of deals happening through the marketplace today follow this private-offer motion where someone discovers a product and decides that they want to buy it, but then determines that marketplace is the most efficient way to do it, and they construct a deal that ends up being a private offer and uses the marketplace infrastructure.

Why in those cases do companies feel like going to the marketplace would be better than going direct? I think budget is a big thing, budget consolidation and vendor consolidation. A lot of it comes back to that Moore's law for software theme: They don't want to maintain contracts with 1, different suppliers; they'd much rather have an enterprise agreement with Microsoft or an enterprise agreement with Amazon or Google and then a lot of sub-agreements underneath that, but it's still governed under the same budget.

We think being easy to buy for a software company is actually a killer feature. In a lot of industries, security as an example, there's so many security companies — and I'm not a security expert, but I struggle to interpret who does what. In what ways do you think this might shift the balance of power in the industry?

If you have Amazon, Microsoft, and Google, and everyone's buying software through them, does that give them additional power, additional levers? If you look at a lot of the at-scale SaaS winners today, they are multicloud equivalents of a native cloud service. These phones will support Google Play and future wireless standard 5G, he said.

The new deal further illustrates the opportunities foreign investors see in Jio Platforms that has upended the telecommunications market in India with cut-rate voice calls and mobile data tariffs. This is not the first time Jio Platforms has expressed interest in mobile operating system or handsets. Have been hearing the "Can India produce a Google? Looking forward to the "Can the US produce a Jio?

Jio Platforms also operates a range of digital services, including a music streaming player and a video conferencing app. Jio Platforms executives said Jio Glass wearers will be able to perform video calls and access more than two dozen apps.

They did not disclose when Jio Platforms plans to make this new gadget available to consumers and what it would cost. Jio Platforms has unveiled devices in the past that sometimes take years to reach consumers — and sometimes they are quietly abandoned. Jio unveiled a similar pair of spectacles last year.