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Gina Romero’s quest of unchaining women through AI and digital tasks

Portraying Gina Romero as tech-smart, business-savvy, down-to-earth, and a connector of people and ideas is too simplistic. There’s more to her than meets the eye.

“I often introduce myself as someone who has failed in business several times since the age of 16, not because I am proud of my mistakes but because I value failure as a catalyst for success. I have since dedicated my life to helping others succeed,” Romero writes on her blog site.

The only child of a former domestic helper grew up in the UK surrounded by overseas foreign workers just like her mom.

“My mum was one of the courageous pioneering OFWs (Overseas Foreign Workers) who went to the UK in the early 1970s to be a domestic worker. Growing up in the UK, I was surrounded by Filipinos who had left their kids home in the Philippines when they had to leave for overseas work,” says Romero, who speaks with a thick British accent.

It is not surprising that she is a staunch advocate of women empowerment in a field that she’s familiar with, technology, specifically in artificial intelligence (AI).

“Making sure that women have access to technology is a gamechanger. It allows us to bypass traditional career options. It creates opportunities that wouldn’t otherwise exist,” she says.

“Community, entrepreneurship and technology are at the heart of everything I do. I run many businesses and initiatives focusing on providing a platform for women to harness technology for success,” says Romero, who admits she was once a troublesome teenager and a college dropout.

Foray into technology

Romero’s foray into technology was accidental.

“I ended up in technology by accident. I did not incline anything technical until I met my husband, who has been passionate about technology since he was a young boy.

“Although I was a late adopter, I quickly realised that learning technology skills would create opportunities for me. As a high school graduate with supposedly limited prospects for success, technology has allowed me to self-educate, start businesses with little to no capital, amplify my advocacy and build my influence.”

Her mum met her British dad in the UK. They were married, travelled to the Philippines for Romero’s birth, and back to the UK when she was six months old.

Also Read: Breaking barriers and bias: How this VC empowers women to take the lead

She was 14 when her family decided to relocate to her mother’s provincial town in the Philippines, where her parents set up a family-run pig farm (her first job was raising pigs). When the cataclysmic 1991 Mount Pinatubo volcano eruption happened, the family’s business was one of the tragic casualties.

At 19, she returned to the UK, working in a currency exchange firm before joining British Airways as a long-haul cabin crew. She became a co-founding member of The Athena Network, a top referral network for women that started in 2005 in the UK and brought The Athena Network to Singapore in 2011.

Empowering Filipino women

In 2013 Romero co-founded Connected Women (CW), a Philippine-based startup social enterprise that believes technology can help women who had given up their careers to spend more time with their families by providing them with remote work opportunities.

CW runs a number of initiatives that provide technical skills training and online job matching. It has since received global recognition in the categories of inclusive innovation (Asia/USA), the future of work (UK), and e-employment (Switzerland).

The idea of empowering Filipino women came after she hired the family’s domestic helper when she moved to Singapore in 2010 with her husband and three sons. She was already working with women at The Athena Network, but the domestic helpers’ recurring narratives didn’t occur to her until she employed one in Singapore.

It suddenly hit her: for decades, work has been a sacrifice for Filipino women, with many needing to leave home to work overseas or choosing not to pursue a career to focus on raising their families.

“Connected Women was an aspiration—a vision. My idea was to solve the problems I spent my whole life questioning. Why do women need to choose between career or family? Why do so many Filipinos leave home to find decent work? Why do we need to be constrained within the hours of a working day or working week? What does it matter where we are when we work if we can do our work anywhere at any time? How do we create job opportunities for those who are deemed to be unemployable?

“These questions led to the idea of creating solutions. I was and continue to be inspired by many people doing fantastic work to solve these problems.

“There are so many that inspired my vision for Connected Women, but, in reality, a lot of hard work happens behind the scenes, and we’ve faced so many challenges. My Co-Founder Ruth Yu-Owen was the real catalyst behind Connected Women because she encouraged me to think bigger. She is the epitome of the “never-say-die” attitude, and I greatly respect and admire her.

“We started as a job matching platform for Filipina freelancers but were overwhelmed with the supply side. We had too many job seekers and not enough employers. Many who needed work were simply not skilled or experienced enough for such a competitive space.

“I was obsessed with solving that problem. How do you create tech-powered jobs for people with the most basic skills, connectivity and devices? How do we bring jobs to the masses and ensure they aren’t left behind in future work?

“I stumbled on the idea of impact sourcing and started putting together a business plan to pivot our original business to focus on this space. Then the pandemic hit, and the timing couldn’t have been better. We changed our business model to focus on upskilling and providing socially responsible outsourcing for the AI industry.”

Filipinos are hardworking, entrepreneurial, and resilient and are known for excellent creativity and customer service. These skills are in demand in the digital economy. The idea to create upskilling programs and opportunity matching for underprivileged women came from there. With increasing access to technology and connectivity, CW wants to make sure that no woman is left behind.

The challenge is that the barrier to entry can be high, and this space is competitive. The skills and experience needed to succeed are much harder for women from less advantaged segments to learn.

Romero continues, “We looked at the different industries that are fast-growing and in relatively early stages and found the AI industry was a good fit.

“Although a lot of the work in AI and Machine learning is highly technical, a huge amount of manual work is needed behind the scenes. This work is often carried out by invisible humans (humans in the loop) that handle large volumes of data that need tagging, categorising and cleaning.

“The work is simple but requires critical thinking skills, attention to detail and focus. And there are a lot of career growth opportunities for those who want to expand their knowledge and skills in this field.”

Nevertheless, someone is bound to cast doubt over CW’s underprivileged women AI tech capabilities. Romero is unperturbed because most clients they speak to are very receptive to what CW represents. Impact sourcing or socially responsible outsourcing is becoming something businesses are looking for. CW clients are aligned with its mission to empower women and can see the value that CW brings.

Most importantly, CW ladies are steady, stable and dedicated workers who need to earn to support their families. So this is more than just a job for them. It’s a chance, or sometimes a second chance they never thought they would have.

Upskilled underprivileged women

Jane* left her job as a pharmacy assistant at a local drugstore chain for two reasons: she had a newborn baby and COVID-19.

Also Read: Women in tech: It’s time to reframe the conversation

She joined CW’s data annotators pool in 2021 and has been a high-performing team member for CW’s image annotation projects, including a US Silicon Valley client, a local data science company and a local telco.

Jane earns an additional PHP 5,000 a month as a part-time data annotator working from home, which helps augment their family income to cover their daily needs. Moreover, her flexi-time makes it easier to take care of her family. She has two kids, and her husband works as a software engineer.

Rita* worked full-time in customer service-related jobs for almost 18 years. In May 2018, she stopped working to care for her son, who was diagnosed with Class III Primary Complex. The pandemic made it difficult for her to find a job because she needed to look after her son. She heard about CW’s Elevate AIDA (Artificial Intelligence Data Annotation) program. She saw an opportunity to get a part-time job, continue to learn and meet new people while staying home with her son. Needless to say, she applied.

“With free training provided by Elevate AIDA helped me develop my skills more and gives me hope that I can be part of the project. I feel blessed that I was able to be part of AI Projects. It is comforting for us mothers to get jobs in the comfort of our homes. It gives us earnings to provide for our family needs.” She started part-time work as an annotator at the end of 2020 and, in June 2021, became a full-time team member at CW, earning PHP 25,000 a month.

“I was able to pay some debts since my husband’s salary is not enough to pay for everything we need. It’s a great help for both of us to have jobs to have a comfortable living,” shares Rita, who now shares CW’s mission to empower women.

On the gender bias that men are better than women in technology

 GR: While I’m not an expert, I subscribe to the idea that every individual has both brain preference and competence. My opinion is that preference is the mother of motivation. We are motivated by what we prefer, so finding work that you enjoy means you will eventually be better at it.

With my team, I always want to know what type of work they prefer, as opposed to what they are good at. It’s easier to build competence in the things we enjoy than to learn to love something we happen to be good at.

While we continue to see gender imbalance in specific fields, I believe this is more related to perception after being exposed to decades-old biases. To this day, I still hear parents or grandparents declaring that certain toys or activities are “for boys” or “for girls”. This continues to contribute to gender inequality. If we want to create a more equitable future, we need to be more conscious of the biases that we put out there.

On breaking the glass ceiling

 GR: I can’t honestly say that I relate to the concept of a glass ceiling – not to my work, at least. As someone who hasn’t spent time in the corporate world, the term was alien to me until I moved to Singapore and met many women in successful, high-pressure corporate careers.

I’m always amazed by what these women have achieved in their fields, pushing back against workplace biases and reaching the top of their game despite these challenges.

I don’t see myself like that. In fact, I recently surprised someone by referring to myself as an underachiever. I measure my success on the impact I create, and everything else is tied to that.

But I think of myself as an innovator, a problem solver and an entrepreneur. Innovation – in particular, the idea of inclusive innovation fascinates me. I believe inclusive innovation is the answer to solving the world’s wicked problems.

Also Read: Unstoppable pioneers of Web3: 16 women spearheading the change

I put great value on the influence I’ve gained from over 15 years of advocating for women’s empowerment through technology in the UK, Singapore and now back home in the Philippines. I value it because I’ve earned it.

On her inspirations

 GR: Aidha in Singapore was a huge inspiration to me, particularly Veronica Gamez, the CEO at the time. Their work on breaking the cycle of poverty for domestic workers challenged me to do more for Filipino women.

Chef Benny Se Teo, who employs formerly incarcerated people in his restaurants to give them a second chance, made me realise the importance of creativity in business and that all businesses can and should make a profit and do good.

Undeniably, there’s more to Romero than meets the eye. Indeed, “inclusion” is deeply embedded in her DNA. It manifests in everything she does. Just look at CW’s numbers so far: 75,000+ community members, 17,000+ attendees of its global meetups, and nearly 9,000+ job applicants ready for matching. And that’s just the tip of the iceberg.

This story first appeared on weeklysparks.com on March 18, 2022

*not their real names

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Where is the future of NFTs and metaverse heading towards?

Beyond blockchain and cryptocurrencies, the tech industry has been buzzing about NFTs and the Metaverse. Non-fungible tokens (NFTs) have skyrocketed in popularity, becoming one of the most dynamic and prominent parts of Web3 over the last two years, while the metaverse has steadily gained mainstream popularity amongst businesses and consumers alike.

The two terms are often coined together, as NFTs are said to be the key that is driving the metaverse. The question is: where are we now and what happens next?

The explosive growth of NFTs

NFTs have experienced an exponential surge in transaction volumes, users, and the number of active NFT collections. According to Chainalysis’ State of Web3 report, collectors have sent over US$37 billion to NFT marketplaces in 2022 (as of May 1), putting them on pace to beat the total of US$40 billion sent in 2021. The movement was so significant that Collins Dictionary named NFT word of the year for 2021. 

NFT activity tends to ebb and flow with marketplaces experiencing growth, downturns and recoveries throughout the year depending on user demand and global trends. As shown in Chainalysis’ research, transaction volumes fluctuate from month to month. 

However, amidst fluctuations in transaction volume, there is still a progressive increase in the number of active NFT buyers and sellers in the marketplace, where the number of active NFT buyers and sellers increased every quarter from Q2 2020 onwards, before dipping in Q2 2022. The number of active NFT collections on OpenSea has also grown consistently since March 2021, reaching above 4000, as of late April 2022.

Utility of NFTs, real estate and gaming in the metaverse

NFTs allow individuals to have entire ownership of digital assets such as audio, images, video, and even real estate within the metaverse, where individuals can sell or buy items and transfer them to the Metaverse or over the Internet. 

The immense growth seen in NFTs is not exclusive to the digital space. For artists, brands, and gamers, the metaverse is a living reality. For example, Travis Scott’s Fortnite concert was attended by 27 million; JP Morgan just signed a yearlong virtual property lease; the Vatican is opening a non-fungible art gallery.

This swift adoption is a testament to the metaverse’s current and future utility, and it’s reflected in virtual real estate pricing. As reported by Chainalysis, from September 2019 to March 2022, blockchain-based virtual real estate prices grew by 879 per cent while real estate prices grew by 39 per cent.

The nascent nature of the metaverse space leaves the long-term value of blockchain-based VRE reliant on present-day and prospective utilities, such as access to private events and exclusive communities, which has been a big driver of NFT demand to date, and it looks to be translating into the sales of virtual real estate.

Also Read: The power of paid communities and NFTs

Bored Ape Yacht Club, for example, has always bundled its NFTs with entertainment, socialisation and digital community and has since been able to parlay that appeal into a sale of metaverse real estate amounting to US$310 million.

How will the new digital realm encourage mass adoption?

Interoperability will be key to the future of the metaverse. It remains to be seen whether companies interested in the space will build out their metaverse(s) in a fashion that is interoperable with current metaverse projects and blockchain technology.

However, there is at least one early indication of a more blockchain-compatible future: Epic Games’ acceptance of crypto games in its game store. While this has limited import to metaverse projects today, it’s extremely important to blockchain gaming, an industry with very similar commitments and aims.

This gaming industry will thus pave the way for other industries to hop on board the metaverse bandwagon and develop similar blockchain-based metaverse projects.

With a more cohesive system of exchanging information and resources, interoperability will also propel the adoption of new computing technologies, such as virtual reality (VR). Blockchain-based metaverse projects stand to benefit immensely from the adoption of VR technology.

The more immersive and life-like the virtual experience, the more likely it is for NFT-based ownership to feel tangible to users. The faster VR technology grows, the better it is likely to be for metaverse land offerings. As it stands, the revenue generated from VR-based gaming is growing rapidly, where VR gaming revenue experienced a compound annual growth rate of 28.5 per cent from 2017 to 2021.

The metaverse is fast approaching. Virtual real estate now offers real-world utility; VR technologies are coming closer to reality, and blockchains are imbuing digital ownership with meaning. NFTs lie at the heart of the intersection of these trends.

For NFTs to recapture the broad public interest they achieved in late 2021 and to become important instruments for redefining asset ownership in the metaverse, their value will be dependent on more utility, and not just collectibility.

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Why Singapore’s local supermarket– Melvados swears by old-fashioned business sense

Manmeet, Raymond and Karl, Co-Founders of Melvados

Our origin story started way back in 2003, and you could say it was quite serendipitous. I think nowadays people will say we manifested it!

Although we grew up in different environments and households, my co-founders Karl, Raymond and I are all huge foodies. We all agree that our earliest memories of eating food have always been around family.

For Karl, as a multi-generation pastry chef from Germany, food has always been a deep connection to his ancestors, and for Raymond and I, as typical Singaporeans, food has always been the highlight of our family gatherings. I think this feeling of warmth and joy that all three of us associate with food pushed us to start Foodedge Gourmet and the Melvados brand. 

We must go back to the beginning

In 1996, I started a company called TransFlorand with Raymond and another friend, and our main job was to do cold-chain logistics. We transported chilled and frozen goods imported from the region such as milk and ice cream from the airport to the warehouse.

While doing this, we noticed a lot of imports of foreign-made ice creams that dominated the Singapore premium ice cream market. A small number of imports of dips and cheeses, yoghurts and other artisanal food were also being sent to the hotels.

To put it into context, during this time there were no gourmet speciality stores like you see today, and definitely no cafes and artisanal bakeries like now. What we consider normal now was very exotic and expensive back then, and not many people had access to fine European pastries or traditionally made gelato and ice creams.

Seeing this, I really felt that there was a gap in the market, and our first thought was to become a distributor based here in Singapore to bring in and introduce more of these ‘western’ products to the mainstream market.

Also Read: Pipefy CEO on why founders should prepare for international expansion since Day One

We even tried bringing in a few items from Australia to limited success. But the costs in distribution were not viable without scale, and to achieve scale, we had to have many more customers so it became like a chicken and egg problem.

That’s when I started thinking about how we could manufacture here in Singapore instead. 

The brewing idea

While this idea was brewing, I was coincidentally introduced to Karl, who was the head Chef and production manager of a food factory at that time. We became fast friends, and decided, together with Raymond, to take the plunge and start our own manufacturing plant.

At first, we only made gelato, ice cream and brownies. But as we went out in the market and more customers demanded more products, we had to open more lines of work, and today we have eight departments including a bakery, pastry baking, pastry finishing, hot kitchen, cold kitchen, snacks, ice cream and packing.

Foodedge Gourmet is the parent company and what we started with. It is primarily an outsource manufacturer and we serve cafe chains, hotels, airlines, restaurants and even catering companies.  

Melvados is our retail brand that we started to go direct to consumers. We noticed through our own life experiences first by becoming husbands and then by becoming fathers, life could get so busy and realised how important convenience was to us.

So, Melvados was built to be an easy heat and eat solution for families, covering the full range of starters all the way to desserts. We also have different options for the different levels of cooks such as sauces and pestos, so one can be more inventive and creative in the kitchen with heat and eat meals that require no effort.

We are also known for our ice creams and brownies, which are made with the same quality of ingredients that you can get in Europe.

Another key aspect of Melvados that is very close to our hearts is affordability. All three of us love good food, but we all grew up in the lower-middle class, so we wanted to sell good food that was reasonably priced. This remains our ethos until today. We are very mindful of the balance that is creating delicious products while still being wallet-friendly, and a large part of our R&D is focused on this. 

Also Read: This founder’s story is the only optimism you need amidst the upcoming tech slowdown

I guess you could say how we manage Foodedge is a bit like a crew on a ship. Over the years we have had to constantly read the winds and pivot along. Most times, the tide has been on our side, smooth and steady, but sometimes the weather gets bad and we’ve had to brace ourselves.

Challenges and beyond

The most recent example of course is COVID-19, where our wholesale business dried up overnight as the lockdowns began. But on the flip side, Melvados sales soared as we served products that met the needs of staying at home perfectly.

Later this year, we will be opening our 9th outlet and the target is to have 15 in the next three years. We are also focusing on our snacks range and have introduced many new and unique flavours like our Gula Melaka Biscotti, Pisang Goreng Brittle and Ondeh Ondeh Brittle. In September, at the Food and Hotel Asia Exhibition, we will be unveiling our snack line for the first time on a global stage, and we are excited to see how we can break into this market as our third leg of business, not only through local distribution but through export as well. 

We continue to face challenges even though COVID-19 is subsiding such as the war in Ukraine which has severely affected supply chains and caused a huge spike in ingredient prices.

Manpower is also another big issue we continue to face as we try to grow. But we understand that this is part of business, so we are always finding solutions to keep moving forward. 

Often we get asked about investments and really super-charging the Melvados brand but overall I think our business is what you would call ‘old-fashioned’.

We move steadily and reinvest our profits to grow the business, and I think all three of us can agree that we have succeeded in our dream to finally own food business with the hard work of our own hands.

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Image credit: Melvados

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