Last week I talked about the purpose of a meeting, and how for recurring catch-all meetings like team meetings, each agenda item might have its purpose.
This week I want to talk about how to make sure how people are engaged during the meetings. To keep people engages, there needs to be regular, valuable, opportunities to contribute and interact.
As people of science who have become team managers or leads, we understand the importance of considering our audience's needs when giving a talk. We tune the topics to local interests, we adjust the amount of background information to be appropriate to level of familiarity we expect most of the audience to have, we make sure there's time for Q&A so that there's interactivity. We learn this early on, whether it's explicitly taught to us or not, because (at least in person) we get very rapid feedback when a talk isn't landing - people start looking confused or bored, tune out, and start doing work or messing around on their phones.
We should put at least the same amount of thought into our meetings, and for the same reasons.
Having a purpose for the meeting and for each agenda item is a good start! But if we want our attendees to be engaged, the time must also be valuable and the meeting engaging to them. Otherwise, they will disengage and tune out. It is super difficult to bring them back into actively participating in the meeting once they're checked out.
And we care about that, right? There's no point in having them attend our meeting if we don't care whether or not they're engaged during the meeting. It wastes their time and saps our credibility as someone who runs good meetings.
Our team members' and colleagues' time is valuable. Every hour spent in a meeting is an hour not spent directly supporting research. Meetings are important tools of collaboration, but that collaboration can only happen when people are participating. Multiple people being routinely disengaged from a meeting, or only attending because they feel obliged to, is an engine warning light indicating that something is wrong with the meeting. We can fix it with a little thought and experimentation.
We have all been part of meetings that weren't valuable to us. We know how that feels, and it's not great. We had to stop in the middle of whatever we were doing, and attend something where there's no place for us to contribute, the information being shared isn't relevant with us, and what useful information is being shared we could have just as easily read in an email at a time that was more convenient to us.
There's a lot of different ways that we or other attendees could find an agenda item valuable:
In "catch-all" meetings like team meetings, some items might be less valuable to them than others. But everyone attending should be getting some value from most of the meeting. If that's routinely not the case, that's a good sign that the meeting needs rethinking or that parts of the meeting should be broken out into one or more smaller, more focussed meeting.
It's ok if a short agenda item primarily benefits us. Maybe we want to give a quick broadcast announcement with no discussion necessary about some new item people should be aware of. Or as part of a larger meeting we want to get the sense of a few affected people about some issue, and rather than contacting them individually we quickly ask them while everyone’s together.
Efficiently making something short easy on us as managers or leaders isn't bad. But if a significant chunk of the meeting is routinely about making things efficient for us personally rather than being useful to the attendees, we musn't be surprised when it starts taking a lot of effort get those other people to participate on items where we do need them to be more collaborative.
Synchronous meetings are useful principally because they provide the opportunity for high-bandwidth, low-latency interaction. That opportunity comes at significant cost - everyone attending has to stop what they're doing at some chosen time and join the meeting. But the possibility for interactivity is most of what makes synchronous meetings useful as a collaboration tool.
Luckily, it's also what makes meetings engaging to be a part of.
Regularly spaced and valuable opportunities to interact is key to meeting engagement. It's those parts of the meeting where people can participate that boosts us up and helps us stay focused and engaged in the conversation throughout the meeting.
Having routine discussion or activities that require collaboration are vital to keep us engaged. Q&A, group discussion, round tables, giving feedback, voting, brainstorming; a well-crafted agenda has slots for these activities spaced throughout the meeting.
Some forms of interaction may well fall flat with your team. There's nothing wrong with that; groups of human beings differ widely in our social norms and personal preferences. We're people of research, so we're good with experimentation. Try things, see what works, and use that information to try new things.
Even with relevant valuable agenda items, and frequent useful opportunities to interact, we can only maintain our enthusiasm and engagement for so long at a time. Meeting sessions longer than 90 minutes (maybe longer in person and almost certainly shorter purely virtual) likely benefit from having a break scheduled in the middle somewhere. Taking breaks throughout the meeting gives people a chance to refreshes their mind a bit, which helps us to stay attentive and focused during the rest of the meeting.
Some people find it hard or at least uncomfortable to think on their feet in front of others. Even those who are quite comfortable doing so will have better and more polished contributions if they've been given some time to think about the topic a little bit before hand.
So even for recurring meetings with standing agendas, pre-circulating the topics that will be discussed and what will be asked of attendees, and any necessary materials to inform those discussions, will improve our meetings. The discussions will be more effective for us, and more comfortable for some of our team members.
The above is general guidance and principles. Any or all of it can be overridden by the purpose of the meeting.
Sometimes, our (or others') presence in the meeting can itself be the point. There's an article in the roundup below about using a brief synchronous meeting, with little interaction, to share bad news promptly. There, the purpose is to share bad news with the seriousness and respect it deserves. Doing it synchronously with little interactivity serves that purpose even though it flies in the face of the general-purpose guidance above.
Other times, people showing up can serve social or encouragement purposes. Maybe a trainee needs practice giving a talk in front of a friendly audience. Sitting through that awkward first version of the talk won't be the most directly valuable to us thing we'll do that day, but is very valuable to the person giving the talk. So we do it and ask other volunteers to attend, we give them a little practice and confidence handling some softball Q&A at the end of the talk, and give them discrete feedback afterwards.
The purpose of the gathering should always be primary.
Every meeting can always be made better.
Regular meeting retrospectives can help the group shape how to run future meetings. And discussing meetings in our one-on-ones with team members can help bring to the surface issues that people might not feel comfortable raising as part of the group.
Getting regular feedback on the meeting helps us iteratively improve. It also gives us some confidence to try new things in our meetings, because we know we'll find out quickly enough if it didn't work.
Resources I really like for this include:
Next week my plan is to discuss the mechanics of actually facilitating the meeting well. Are these topics useful to you? Any meeting horror stories or success stories you want to share? Any meeting debugging issues you’d like to ask about? Hit reply, or email me at email@example.com.
For now, on to the roundup!
Defusing Dramatic Conversations - Jack Coates
This is the article I alluded to above, about how to run an improptu meeting to pass on bad news.
The context here is a product leader who’s gotten bad news that they have to pass on, but the advice here is good in general.
The meeting: “We have a change to handle. Here’s what it is, here’s why, and here’s a rough plan for how to make it happen.” […] “I know it sucks, but this is the situation. Let’s discuss the details tomorrow.”
Some key advice Coates gives is:
A lot of our job revolves around decision making - making decisions ourselves, or creating the environment in which decisions are made.
It can be terrifying! I remember the literal sleepless night I had deciding who to hire for the first time. (As an aside, at the time what was keeping me up was concern about not hiring “the best possible” person than about hiring a poor fit to our needs - my thinking was just so backwards. Ah well, live and grow.)
In research we could study something for a year or two before committing ourselves to some clear unambiguous choice or decision or conclusion - indeed, it might be irresponsible not to. As a manager or leader, that year of quiet contemplation is not a luxury available to us.
André’s article tackles that fear head on. He counsels paying attention to any hesitation around making a decision, and being aware of it. Then some simple approaches to combat that resistance:
Petrovich’s article focusses on the process piece, and in particular making decisions fast where reasonable so you can do a retrospective quickly and learn from it. The framework he has is:
Petrovich makes an important point about looking back on your decisions:
Don’t judge the quality of your decision-making based on the outcome of an individual decision. Sometimes the worst outcome happens in spite of a good process, and other times you get lucky in spite of a bad one.
Decision making under uncertainty is, well, uncertain. You can make the most sensible decision available given what you know at the time and still have it turn out poorly. Annie Bett’s book Thinking in Bets is good on this, and inspired lots of other writing which is also good. When you’re doing retrospectives on the decisions, focus on what you can change (your process around making decisions) and not what you can’t (the past decision, and the uncertainty you were operating under at the time).
Women Aren’t Promoted Because Managers Underestimate Their Potential - Kelly Shue, Yale Insights
While managers can consider real-world metrics in evaluating performance, potential is more abstract—and that might make it more subject to bias. […]. Specifically, Shue and her colleagues found that while women receive higher performance ratings—they are 7.3% more likely than men to receive a “high” rating in performance—their potential ratings are 5.8% lower. The authors estimate that lower potential ratings explain up to 50% of the gap in promotions.
Sadly, this isn’t a new revelation - there are decades of existing research on this - but it persists, and we as managers and leaders would do well to have this in mind when we’re deciding on growth opportunities for team members as well as formal promotions.
Shue’s research and other work that she references tallies up the evidence, but doesn’t provide us any easy answers for how to make things better. Depending on the type of opportunity under consideration, we could focus more on actual performance (which seems less biased) rather than potential. But that’s not a perfect solution; when we’re assessing suitability for new responsibilities, past performance may not be a strong enough guide.
One thing we can do is be aware of this bias (which doesn’t only affect us male managers!) and try to take it into account. Another is to ramp up new responsibilities in modest and frequent steps through delegation, so we’re less often putting ourselves in the position of guessing about potential to make big leaps.
Creating the new normal in Arm Technical Training - Matt Rushton
(Disclaimer: my employer will be selling Arm CPUs shortly; but this post is about training delivery, not about technology)
After experimenting with in-person delivery of training again in 2021, Arm decided to stick with virtual for almost all of their training in 2022, and they’re apparently happy with the results. Now that they’ve focused on online delivery, they’re using the flexibility allowed by online to do hybrid synchronous/asynchronous training, with synchronous kickoffs and Q&A bookending sessions, and asynchronous recorded videos and exercises. They’re also delivering courses over Coursera.
The hybrid between synchronous live and recorded at-your-own-pace is something I’m seeing more often, both with conferences and training. It strikes a nice balance between “scalability” for the teaching team (who can use and re-use recorded materials) and flexibility and utility for the students. That’s especially true if the teaching team can use some kind of partially- pro fully-automated assessments for homework.
I haven’t seen a lot of this approach yet in RCD, and I’m not sure why. Has your team looked into this? Are you taking this approach, or is something holding you back? I’d love to learn more - send me a note at firstname.lastname@example.org.
(Relatedly to the bit about Coursera: UT Austin is launching an online MSc in AI with edX). Does anyone know if the UT RCD teams are involved in any way?
Up til now material here has been folded in with “working with research communities”, but I think the topics are important enough to be worth calling out in their own sections. If you have suggestions for topics in this area, let me know! Hit reply or email me at email@example.com.
The Importance of Mentorship and Perseverance - Dr. Melanie Lalonde, University of Manitoba
Lalonde, an instructor at University of Manitoba in Evolutionary Biology, shares her own non-traditional academic journey, and the program that she’s been developing in the department; the video is shared on social media for recruitment etc and will doubtless be used in recruitment drives, to advertise the program, etc.
The video’s content isn’t what I want to highlight for you - the video itself is just a handy example of something I’ve been talking with a lot of people about lately. It’s simply a short interview over Zoom, with the interviewer edited out and with a title and logo added. No huge amount of preparation had to go into it other than whatever we generally do to make our Zoom backgrounds look presentable; nor was post-production any big deal. You could also do this as a quick one-person scripted video just by recording a zoom meeting with yourself, or by hitting record on your phone.
Once you have a video, you can use it in a lot of different contexts. It’s a nice compliment to text materials, and can be easier to consume on mobile devices. You can re-use the transcript (or script if you used one) as a blog post, and use useful 2-10 second quotes from within the video as their own little segments, or in talks. You can use the audio alone mixed into other videos, or as a piece of a podcast.
As people in academia, we in RCD tend to overemphasize reams of text over short video or audio bites. But I bet you, like I, watch a lot of short videos in the course of a week. They’re super convenient, they can convey a lot of useful information, and they’re easy to share. Longer videos can be mined for multiple short “hits”. You can interview people (say, researchers on their projects and your team’s impact, or team members), do screen recordings, give quick one-person video updates, and quickly build up a useful library of multi-purpose material. And a lot more people will watch a 2 minute video than download a 15 page PDF!
sourmash has a plugin interface! - C. Titus Brown
Nice overview of how one piece of research software that has appeared here before, sourmash, developed a plugin interface. That lets the community easily extend the code base and contribute functionality externally without putting maintenance burden on the small core team.
As with a lot of quality-of-life efforts aimed at external or new contributors, it ends up being good for the core team as well:
[…] it's been very liberating - it's just so much easier to try out new ideas, and clearly distinguish them from "serious" core code contributions that need more care and thought.
A nice story about debugging a weird performance bug in research software with collaboration between scientists and developers: Dask.distributed and Pangeo: Better performance for everyone thanks to science / software collaboration
A nice set of templates for documenting software architecture, and recommendations for visualizing it.
Postgres 16 will make it possible to give users the ability to administer the database without essentially giving them root.
Interesting to see more big tech companies moving to remote container-based developer environments à la github codespaces - here’s an overview of Uber’s inhouse Devpod system.
A couple important stories on growing widespread understanding that research computing and data resources need ongoing support: the new Global Biodata Coalition announced 37 selected biodata resources as being essential for life sciences and biomedicine research, with the goal to advocate for that support; and, less cheerfully, a vital particle physics code is having trouble finding new maintainers and contributors.
Duckdb SQL tools for VSCode, for testing and developing analytic sql workflows.
Another piece of evidence for “coming from research gives us superpowers” - a well thought out 4000 word essay about how to deal with ambiguous research or R&D problems as a software developer.
ChatGPT for pair programming, which is pretty much consistent with my experiences playing with these generative AI solutions - it’s more like mentoring a precocious junior than a machine that you drop an API key into and it spits out a finished solution, and that's more than enough to be valuable in clarifying our thoughts and getting work done.
Comparing sizes of deep learning models depends on what you care about.
Github as a porting advisor for Graviton3, and that works with Python, Java, Go, C/C++, and Fortran codes. These kinds of tools are going to be increasingly valuable as new processors flourish.
Visually simulate git operations in your repo with git-sim. Likely useful for complex operations/repos as well as for teaching.
This is a great animation for demonstrating the speed of memory access from L1, L2, and main memory.
And that’s it for another week. Let me know what you thought, or if you have anything you’d like to share about the newsletter or management. Just email me or reply to this newsletter if you get it in your inbox.
Have a great weekend, and good luck in the coming week with your research computing team,
Research computing - the intertwined streams of software development, systems, data management and analysis - is much more than technology. It’s teams, it’s communities, it’s product management - it’s people. It’s also one of the most important ways we can be supporting science, scholarship, and R&D today.
So research computing teams are too important to research to be managed poorly. But no one teaches us how to be effective managers and leaders in academia. We have an advantage, though - working in research collaborations have taught us the advanced management skills, but not the basics.
This newsletter focusses on providing new and experienced research computing and data managers the tools they need to be good managers without the stress, and to help their teams achieve great results and grow their careers.
This week’s new-listing highlights are below; the full listing of 164 jobs is, as ever, available on the job board.
Director, Scientific Data Division - Lawrence Berkeley National Lab, Berkeley CA USA
This is an unparalleled opportunity to lead a research division that is internationally recognized for excellence in computer science, data science, and computational research, and to foster an environment that supports high-quality scientific research in foundational and groundbreaking fields and further advances in data-intensive computational science.
Managers - Technology and Digital Division - Australian Public Service, Various AU
The Technology and Digital Division helps Australia and Australians get the best out of technology to support the national interest. We lead whole of government policy on critical technologies, economy-wide digital policy and develop and implement policies on emerging technologies including artificial intelligence, robotics and quantum. Lead a high performing team to deliver innovative technology policy and projects that support Australia’s national interest. Be agile and able to thrive in a complex and dynamic working environment. Be an outstanding collaborator with demonstrated experience working across government and with stakeholders
Business Operations Manager - NeSI - The University of Aukland, Aukland NZ
NeSI - New Zealand eScience Infrastructure - is New Zealand's high-performance computing and data research infrastructure.NeSI is looking for an experienced Business Operations Manager ready to partner within a values-based leadership team. We’re seeking a trusted team member who values enabling research sector collaborations and who feels comfortable guiding operations teams in a learning environment. Sustaining significant research outcomes from the use of NeSI platforms and services is our core focus – at its core, this senior management position contributes to incremental development and learning of the organisation, with a strategic mindset looking towards greater national good.
Software Engineering Manager - Trilateral Research, London UK
At Trilateral Research we provide ethical AI solutions for tackling complex social issues, from human trafficking and child exploitation, citizen security in crisis to pollution and climate change. We transform research into innovation and sustainable impact, focusing our efforts where we can enhance societal wellbeing. Trilateral Research have an exciting opportunity for a Software Engineering Manager with a strong technical background and technical project management experience to support technical management in the space of research and development and in the implementation of our products to our client’s satisfaction. In this role you will work closely with the data science, data engineering, software engineering and product teams to deliver high quality, scalable products, leveraging agile methods and best practices in software development. You will collaborate with our teams internally (technical, business and research) to deliver on-time, and to our customers and/or consortium requirements. You will be involved in assessing staff requirements, assessing risks, technical bottlenecks and working with the senior management accordingly.
Senior Public Health Informatics Manager - Queen Consulting Group (Recruiter), Boston MA USA
Our client is a diverse and interactive agency with broad-ranging public health responsibilities. The agency facilitates cooperation and coordination among the state departments that administer health and social service programs include Medicaid. This role oversees inter- and intradepartmental informatics initiative for public health and other partner agencies.Establish relationships of trust with leadership and program staff at divisional and center level at the client. Become a trusted advisor on informatics, funding, documentation, staffing, and training related to information needs, data, analytics, and health information technology. Oversee and establish the direction of health informatics and information systems, collaborate effectively with colleagues, management, and other public health officials; problem solve; make sound decisions; determine and use appropriate data management
Director of Research Computing - OVPR - Carnegie Mellon University, Pittsburgh PA USA
The Director of Research Computing will be responsible for development and leadership of a university-wide research computing program as Carnegie Mellon University continues forging a collaborative model to offer a diverse set of IT services to its research community. This role will serve in a senior leadership capacity for both the Office of the Vice-President for Research (OVPR) and the Office of the Chief Information Officer (OCIO). This leadership role requires proven management and leadership skills with exemplary communication skills to act as a research computing evangelist across the university’s colleges and programs.
Senior Manager, AI Center of Excellence - Air Canada, Dorval QC CA
The Artificial Intelligence’s Center of Excellence (AI-CoE) is a central group within Air Canada’s IT organization that builds Machine Learning and Optimization solutions to internal business units including Revenue Management, Network Planning, Operations, Maintenance, and Cargo organizations. As a Senior Manager, AI, you will lead a team of Data Scientists, Operations Research Scientists, and Data Engineers working on building decision optimization solutions backed by science. The ideal candidate will be passionate about developing talented, highly motivated, high performing team and growing leaders. In this role, you will drive the design, development, and delivery of data driven solutions. The successful candidate will be proactive and able to build trust with business stakeholders, and succeed within collaborative peer environment, working closely with Product Owners, Subject Matter Experts SME(s), Delivery Leads, Solution Architects, Infrastructure, DevOps, Digital, and QA teams.
Project Manager A (Clinical Research Computing Unit) - University of Pennsylvania, Philadelphia PA USA
The project manager A will support the senior project managers in providing comprehensive clinical research project management for the scientific and data coordinating center operations teams in the development and implementation of multi-center studies. This position will assist the senior project managers in providing regulatory oversight as well as day-to-day project and site management for the participating institutions and service providers. The project manager will coordinate and plan with the scientific team, senior project manager, data managers, research technologists, and biostatisticians to design and implement the study and solve project problems. Responsibilities include identifying, coordinating, and presenting study protocol activities, project team priorities, and planning agendas.
Project Manager – Specialised Genomics Platform Lead - UK Health Security Agency, London UK
At the United Kingdom Health Security Agency (UKHSA) our mission is to provide health security for the nation by protecting from infectious disease and external hazards. The Genomics Directorate play a central role in this, sequencing pathogens that threaten the public to allow the tracking of variants, detailed tracing of infections and to provide the detailed information that the UK government and global health community need to create evidence based responses to health threats. The Genomic Sequencing Platform Lead will work on the Genomic Programme team, helping to build and maintain the IT infrastructure that takes the information and genetic sequencing from the tests conducted in UKHSA Genomics labs and supplies it to our internal and external stakeholders.
Product Manager - New Products - HPC/AI Storage Systems - Hewlett Packard Enterprise, Various USA
The HPC and AI Storage Team at HPE is looking for a Product Manager, New Products to design, plan, develop and manage a new Storage System product and a new Data Management product for the HPC and AI markets. The product manager will be responsible for delivering the complete solution throughout the product lifecycle: from new product definition; to planning, design, forecasting, and production; to end of life. This critical role guides the overall strategy and execution of HPE storage products for HPC and AI markets working with engineering, marketing, service and sales teams, and our customers to ensure products address market need, align with overall corporate strategy and meet company revenue and customer satisfaction goals.
IT Project Manager III / Project Manager for Research Computing, Harvard Medical School - Harvard University, Boston MA USA
This position will use the project management discipline to implement various technology platforms within the Harvard Medical School’s Blavatnik Institute, such as electronic lab notebooks, instrumentation device inventory, and/or the development of research science gateways and computing platforms. Specializing in running projects for IT in research lab environments, the Project Manager will guide and plan for project success from project inception through project completion. The project manager will lead the stakeholder communications program; coordinating directly with functional process and data owners to understand and incorporate multiple functions and user perspectives into the project and plan for successful user acceptance testing and rollout to meet end user needs and school objectives.
Research Informatics Project Change Manager - Genentech, San Francisco CA USA
RI&SE seeks a talented, experienced, self-driven and collaborative change manager with a strong scientific communication background to drive successful realization of complex cross-functional software programs and platforms that create and deliver transformational solutions, enabling cutting edge research and the discovery of ground breaking therapeutics.
Bioinformatics & Data Science Manager - Genoscopy, Maryland Heights MO USA
The Bioinformatics & Data Science Manager will provide leadership to the Data Science Team while collaborating with Research and Development (R&D), Software Engineering, Clinical, and Product Development personnel to build analytics and computing infrastructures for Geneoscopy’s current and new innovative diagnostic platform and tests.
Manager, Software Engineering, Automation & Calibration - IonQ, College Part MD USA
We are looking for a Software Engineering Manager to lead the team that builds the software routines and tools for the bringup, calibration, and automation of all of our quantum computers—think of this role as stewarding the userspace applications that run on top of our core OS. You’ll be responsible for helping hire, grow, and coordinate the team of engineers that supports the construction and automation of each new quantum computer.
Manager, Data Scientist, Anti-Money Laundering Modeling and Advanced Data Insights - Capital One, Remote USA
The Anti-Money Laundering Modeling and Advanced Data Insights team is on a journey to modernize the way Capital One identifies potential money laundering, terrorist financing, and human trafficking through the use of advanced analytic techniques, statistics, and machine learning models. We develop ETL data pipelines, predictive models, monitoring dashboards, and reporting using tools such as AWS, Snowflake, Python, R, and Spark and we aim to expand our detection capabilities using sophisticated Natural Language Processing (NLP) algorithms and graph analytics. As the model developer for advancing transaction monitoring with machine learning, our team is responsible for end to end development, deployment, and monitoring of production models.
Senior Manager, Bioinformatics, Dragen - Illumina, San Diego CA USA
We are a multi-disciplinary and multinational team working on innovative technologies and algorithms that support genomics researchers making the discoveries that change the world. Our algorithms will be part of DRAGEN, Illumina’s software platform to analyze high-throughput sequencing data. In tight collaboration with Illumina’s R&D team, this group is focused on novel genomics applications: algorithms, bio-marker development and emerging genomics and multi-omics applications.
Assistant Director of Data Science Project Management, Biostatistics and Epidemiology Data Analytics Center (BEDAC) - Boston University, Boston MA USA
This position will report to the Executive Director, serve on the BEDAC leadership team, and oversee, mentor, and support a team of direct and dotted line reports in our research computing environment. This position will require staying abreast of best practices and industry trends, and will require oversight of operations to ensure compliance with our quality management framework. Candidates for this position must demonstrate strong leadership, oral and written communication and mentoring skills, and have a proven track record in the management of project, data, reporting and analysis lifecycles for an array of study designs and data types.
Product Manager for Tooling and Infrastructure - Alice & Bob, Paris FR
At Alice&Bob we are building a quantum computer through the hard work of a talented physics team. They use many tools day to day, but none are as important that the one they use to access and drive the experiments. This tool is a key to our success and building it right means a strong leverage in the race to quantum computing. We need a senior product manager for tooling and infra to drive that effort. This role will work in close collaboration with the dedicated development team in charge of it (7 people); the physicists who are the primary customers (15 people); the cloud development team (target : 5 people) which integrated it in their roadmap
Lead, Solution Architect (Remote US or Canada) - D-Wave, Remote USA or CA
D-Wave is the leader in the development and delivery of quantum computing systems, software, and services and is the world’s first commercial supplier of quantum computers. We have an exciting new opportunity for Lead, Solution Architect! In this role, you will serve as the technical lead for customer applications projects while providing mentoring, training, and oversight to small teams of optimization engineers and applications developers within the professional services department.
Principal Research Consultant in Responsible AI - CSIRO, Melbourne AU
The role of the Research Consulting staff is to initiate, develop, lead and promote CSIRO's research capability for the benefit of Australia's economy, society/community and/or environment through strategic partnerships with industry. Their primary responsibility is the leadership of research and client relationships. CSIRO’s Data61 is driving the development and adoption of Artificial Intelligence (AI) in Australia. The development of AI-based systems introduces new fundamental challenges to responsible AI/innovation, ethics, compliance, regulation, standards, international consensus and SME adoption. This position will lead to the development of new initiatives, international engagements, collaborative projects, methods and technologies for Responsible AI in particular related to standards, compliance and SME adoption of them.
Senior Manager Data Scientist, Scientific and Clinical Data Science - Pfizer, Various USA or GR
Pfizer Digital’s Artificial Intelligence, Data, and Analytics organization (AIDA) leverages data science and advanced analytics to change patient’s lives. The Data Science Solutions and Initiatives (DSSI) team under AIDA partners with business stakeholders to drive analytic capabilities, accelerating business insights to enable decision making. The Scientific and Clinical Data Science team under DSSI accomplishes this through a focus on the use of data from inside and outside the organization, analyzed by a team of data scientists, in response to business partners to perform analyses that advance our portfolio. In the Scientific and Clinical Data Science team, the Senior Manager Data Scientist is a very important role to advance predictive data analyses strategies, and innovative methods generating valuable insights using numerous internal and external data sources. The Senior Manager Data Scientist will provide leadership in maximizing the value of Pfizer’s investments in big data and analytics capabilities.
Quantum Computing Director - Federal Reserve Bank of Philadelphia, Philadelphia PA USA
The Federal Reserve Bank of Philadelphia is one of the 12 regional Reserve Banks that, together with the Board of Governors in Washington, D.C., make up the Federal Reserve System. The Director of Quantum Computing will help lead the Federal Reserve System in evaluating how quantum computing can benefit our industry and our products in the market, evaluate the industry maturity, establish partnerships, and position the Fed as a knowledgeable convener on quantum computing opportunities and risk topics for banking and finance. You will report to the Chief Information Officer.
Senior Manager, Infrastructure - IonQ, Remote USA
IonQ is developing the world's most powerful full-stack quantum computer based on trapped-ion technology. We are looking for an engineering manager to lead our infrastructure team. In this role, you’ll manage and scale our infrastructure and platform engineering functions at IonQ, to both help build a world-class quantum systems platform as well as maintain high-throughput software delivery through organizational tooling and support. Lead a team of Software Engineers, HPC engineers, and Network Engineers building engineering and corporate infrastructure to support the development of our quantum cloud services and commercial quantum computers.
Bioinformatics Manager I, Rare Disease Informatics - Frederic National Laboratory for Cancer Research, Frederick MD USA
The Frederick National Laboratory is dedicated to improving human health through the discovery and innovation in the biomedical sciences, focusing on cancer, AIDS and emerging infectious diseases. The Bioinformatics and Computational Science (BACS) directorate works collaboratively and helps to fulfill the mission of Frederick National Laboratory in the areas of biomedical informatics and data science by developing and applying world leading data science and computing technologies to basic and applied biomedical research challenges, supporting critical operations, developing and delivering national data resources, and employing leading-edge software and data science to effectively enable and advance science. The Data Solutions and Systems Biology (DSSB) group in ABCS strives to streamline and provide innovative solutions for the NCI/NIH community to access and use biological information collected across different sources and formats. Integrating diverse data sources to streamline project requests and analysis workflows, enable disease agnostic access and analysis, variant impact annotation, identifier conversions across species, and merging clinical and research data enabling translation from basic to the goal of precision medicine. Lead the rare disease informatics research project for ABCS
Manager-Bioinformatics Software Development & Operations - St Jude Children's Research Hospital, Memphis TN USA
The Center for Applied Bioinformatics, a shared resource at SJCRH, is seeking a Manager of Computational Sciences in Bioinformatics DevOps to lead the development and maintenance of software and pipelines which will be used for large scale Bioinformatics analyses across a diverse range of HPC and cloud environments. You will join a cross disciplinary team of scientists, analysts, and engineers to lead the design, testing, and deployment of software tools in a fast-paced research environment to support the analysis of Next Generation Sequencing (NGS) data, as well as other genomics and functional genomics data, to further St Jude’s mission of curing pediatric cancer and other catastrophic diseases. You will lead a team of engineers and analysts to architect and implement Bioinformatics pipelines according to best practices and engage with key stakeholders to manage priorities and expectations with end users.
Data Science Manager - Mondelez, Toronto ON CA
Analyze and derive value from data through the application methods such as mathematics, statistics, computer science, machine learning and data visualization. In this role you will also formulate hypotheses and test them using math, statistics, visualization and predictive modeling. Understand business challenges, create valuable actionable insights about the data, and communicate your findings to the business. After that you will work with stakeholders to determine how to use business data for business solutions/insights. Enable data-driven decision making by creating custom models or prototypes from trends or patterns discerned and by underscoring implications. Coordinate with other technical/functional teams to implement models and monitor results