The Grace Hopper Celebration of Women in Computing couldn’t be more aptly named: It truly is a celebration of the technical innovation, inclusive focus and relentless drive of women in tech.
We were thrilled to be a small part of the celebration this fall, along with 15,000 other women technologists and male allies. You’ve hopefully heard a lot about the movement around women in tech, raising awareness about the challenges that women face in the tech industry and the importance of hiring and retaining a diverse workforce. A part of that dialogue is about gender allies — the concept that men need to be a part of the solution to reach gender parity in technology fields.
There are so many reasons that men should get involved and be true allies to women in tech: It’s the right thing to do. It’s good for business. Diverse teams that reflect the end user create better results for customers. Male allies respect and appreciate their female teammates. They believe in equality.
According to a study conducted by the National Center for Women & Information Technology, gender diversity benefits businesses in several ways, including better financial performance and superior team dynamics and productivity in gender-balanced companies. Studies report that gender-diverse technology organizations and departments produce work teams that stay on schedule and under budget and demonstrate improved employee performance.
So, how do men become allies and be part of the solution that will so obviously make us as an industry and a society more successful? For starters, it’s not a label that you can self-appoint. The title “ally” is earned. Being an ally is an action, not a noun. If you’re on the sideline thinking about how sensitive and aware you are, you’re not an ally. You have to take action, and drive impact.
And really, you’re not a male ally until women in tech identify you as one.
It was just over a year ago that we learned this lesson together. We attended a conference where women and men delved into the issues that women in tech face, how men impact them and what change really looks like. It involved uncomfortable conversation, awkward moments and even some jaw-dropping confessions.
The crucial component was honesty in a safe space where everyone assumed positive intent. We talk a lot about positive intent at the office because it’s one of our core values. If you start with assuming whomever you’re talking to is coming from a place of positivity, everyone involved benefits from seeing multiple sides of an issue and not jumping to conclusions.
That was when we decided to become part of the solution together.
Armed with the tools and tactics we learned, we started a Women in Tech Male Allies initiative with the goal of raising awareness about the challenges women face, identifying ways men can be a part of the solution, providing education about unconscious bias and training men and women to call out and work through bias issues. We both learned more about the issues and how we could take this newly formed partnership back to our teams to amplify the dialogue.
The partnership element is crucial: Having a woman in tech and a man who is actively working to be a better ally meant we were able to show — rather than just say — how having a trusted partner is invaluable to the process and to making progress.
Being a gender ally isn’t easy. In fact, we can guarantee that you’ll make mistakes just like we did. The thing to remember is that we’re all human. We will inevitably make mistakes. But, if you have a partnership and a trust that grants permission to be imperfect, those mistakes become learning opportunities and teachable moments.
And to be clear, it’s not just the male allies who will fall short from time to time. Women in tech have a lifetime of experiences of receiving bias that may have been unconscious or outright explicit. Extraordinarily valid feelings stemming from that can be a barrier to accepting help or support from men who genuinely do want to help. Both sides have ample opportunities to misstep. Just like in tech, the “fail fast” mentality works. Do everything you can to get it right, but when you don’t, learn from it and make the next time better.
Through our work at Capital One, we’ve found that men can help by serving as allies and contributing to a culture of inclusion. They don’t do this by charging in to save the day; instead, male allies play a supportive role in addressing the challenges that women face in the tech industry. Women in tech can invite men into the conversation and be a trusted partner to start and continue the dialogue. Gender parity isn’t going to be achieved by a single group. We’ll get there faster together.

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Rust 1.14 introduces WebAssembly as a new experimental target and extends the .. syntax for pattern matching, writes the Rust core team.. Additionally, rustup is now stable and is the recommended way to build Rust from sources.
WebAssembly, a low-level, portable bytecode that aims to enable execution at near-native speed by relying on common hardware capabilities that are available on many platforms, is now supported by Rust through the new wasm32-unknown-emscripten compilation target. This allows developers to compile Rust to WebAssembly by executing:
This will output a hello.js file that can be run using node. WebAssembly support is still experimental , as mentioned, and there are parts of the Rust runtime that are not available at all, such as Rust’s I/O stack. WebAssembly support requires emscripten , which can be installed by running:
On the language front, Rust 1.0 extends the syntax for the .. pattern matching operator , which now can be used to selectively ignore parts of the context where it appears. For example, the following code is now correct and makes it possible to match x while ignoring both the y and z components of the Point tuple:
Previously, the.. operator could be only used to ignore all elements, e.g.:
Another significant feature of Rust 1.14 is rustup 1.0 , which is now deemed stable. Rustup is a command-line application that is able to download and switch between different versions of the Rust toolchain –i.e., its compiler, rustc , and the standard library– for a number of supported platforms.
Rust 1.14 release contains more than 1200 patches that are detailed in the official release notes .

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Kayako isn’t a new company — the bootstrapped business has been around for 16 years — but it does have an interesting story. Kayako is a unified customer service platform, meaning that companies use their software to manage customer feedback and support across multiple platforms, including phone, email, Twitter and Facebook. With fewer than 100 employees (barely), Kayako has never taken outside funding. It has offices in three countries, is profitable and continues to grow. How, you may ask? TechCrunch visited their London headquarters to chat with founder and CEO Varun Shoor to hear about Kayako’s history and his unconventional path to success. You can read highlights from that conversation in the Q&A below.
TechCrunch: What are the biggest mistakes companies are making in the customer service space?
Kayako: Treating it as a transactional experience is what I would say the biggest mistake is. So companies are still in a situation where they use tickets, as a means of just solving that problem, rather than going beyond tickets and thinking about the entire customer experience. And thinking about what is next after that problem to make sure not only customers are satisfied but that you turn them into advocates and promoters.
TechCrunch: I know often a company just wants to hunker down and build in a vacuum and then that becomes the tendency. Does your platform help them do that?
Kayako: It brings feedback from all platforms into one unified view and helps these companies who are hunkered down building their product really make sense of the entire interaction. You can literally go on to Twitter today and see customers complaining about how they keep having to repeat themselves. And that is a symptom of the problem, which is in the market right now. The reason they have to repeat themselves is all these organizations are using separate platforms for feedback and they don’t know what the problem is. The customer might have called before, they tweet, they may have emailed multiple times and they just don’t know. This is what Kayako solves. It brings all that information together in one stream of communication.
TechCrunch: So it solves the problem that anytime you need customer support, you tell five representatives what is wrong, and you keep repeating yourself over and over again, and then get transferred to someone else and need to start your explanation all over again? In theory, this would connect all the information on all platforms and would prevent that… What are the most common integrations of your product?
Kayako: It depends on the industry. There was a time when this product was treated as an IT help desk. So you generally had IT teams in big companies using it to solve tickets. But now anyone with customers internal or external needs a product like this. Automotive companies are tying this up with their ERP systems. Online startups are integrating the product with invoicing systems. And we have traditional companies who use a CRM product using us to integrate with that. So it totally depends on the context, but the product integrates with close to 600 platforms.
TechCrunch: Can you tell me a little about scale, funding and where you guys are in terms of business?
Kayako: Yes. This is one of the most interesting aspects about this business. We’ve never raised any external venture capital. So as a company this has been bootstrapped for the last 16 years. I’ve never been to college. I’ve started this and dropped out of high school, skipped college, with no money. The name Kayako was something that I got when I was literally begging for domain names. I didn’t choose the domain name. The name chose me.
TechCrunch: Obviously, the company is doing fairly well. If you have this office, you must be profitable. Can you talk a little about where the company is currently?
Kayako: We have close to 80 employees across three different locations. The company’s main entity is in Singapore, and we have offices in India and in London, which is our operational entity. And we also have people working with us remotely in locations like Ukraine, Belgium and Canada. Our revenue is in the multi-million dollars and as a bootstrapped company you don’t have any choice but to be profitable. Otherwise, if you are not profitable, you can not survive.

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