May
27
2020
--

Kentik raises $23.5M for its network intelligence platform

Kentik, the company once known as CloudHelix, today announced that it has raised a $23.5 million growth funding round led by Vistara Capital Partners, with existing investors August Capital, Third Point Ventures, DCVC and Tahoma Ventures also participating. With this round, Kentik has now raised a total of $61.7 million.

The company’s platform allows enterprises to monitor their networks, no matter whether that’s over the internet, inside their own data centers or in public clouds.

“The world has become even more internet-centric, and we are seeing growth in traffic levels, product engagement and revenue across both our enterprise and service provider customers,” said Avi Freedman, the co-founder and CEO of Kentik when I asked him why he was raising a round now. “We’ve seen an increased pace of adoption of the kind of hybrid and internet-centric architectures that Kentik is built for and thought it was a great time to increase investment, especially in product, as well as go-to-market and partner expansion to support market demand.”

Freedman says the company has been growing 100% compounded year-over-year since it launched in 2015 and now has customers in 25 countries. These include leading enterprises, SaaS companies, content providers, gaming companies, content providers and cloud and communication service providers, he tells me. Current customers include the likes of IBM, Zoom, Dropbox, eBay, Cisco and GoDaddy.

The company says it will use the new funding to invest in its product and for go-to-market investments.

One notable fact about this new round is that it is a combination of equity and growth debt. Why growth debt? “Growth debt is an attractive option for startups with the right scale and strong unit economics, especially with the changes to capital markets in response to current economic conditions,” said Freedman. “Another element that makes long-term debt attractive is that unlike equity financing, long-term debt limits dilution for everyone, but especially benefits our employees who hold common stock.” That, it’s worth noting, is also something that lead investor Vistara Capital has made one of the core tenets of its investment philosophy. “Since Kentik is now at a scale where we have enough data on the business fundamentals to be able to make growth investments using debt while still being able to repay it over time, it made sense to us and our investors,” noted Freedman.

May
22
2020
--

IBM confirms layoffs are happening, but won’t provide details

IBM confirmed reports from overnight that it is conducting layoffs, but wouldn’t provide details related to location, departments or number of employees involved. The company framed it in terms of replacing people with more needed skills as it tries to regroup under new CEO Arvind Krishna.

IBM’s work in a highly competitive marketplace requires flexibility to constantly remix to high-value skills, and our workforce decisions are made in the long-term interests of our business,” an IBM spokesperson told TechCrunch.

Patrick Moorhead, principal analyst at Moor Insights & Strategy, says he’s hearing the layoffs are hitting across the business. “I’m hearing it’s a balancing act between business units. IBM is moving as many resources as it can to the cloud. Essentially, you lay off some of the people without the skills you need and who can’t be re-educated and you bring in people with certain skill sets. So not a net reduction in headcount,” Moorhead said.

It’s worth noting that IBM used a similar argument back in 2015 when it reportedly had layoffs. While there is no official number, Bloomberg is reporting that today’s number is in the thousands.

Holger Mueller, an analyst at Constellation Research, says that IBM is in a tough spot. “The bets of the past have not paid off. IBM Cloud as IaaS is gone, Watson did not deliver and Blockchain is too slow to keep thousands of consultants occupied,” he said.

Mueller adds that the company could also be feeling the impact of having workers at home instead of in the field. “Enterprises do not know and have not learnt how to do large software projects remotely. […] And for now enterprises are slowing down on projects as they are busy with reopening plans,” he said.

The news comes against the backdrop of companies large and small laying off large numbers of employees as the pandemic takes its toll on the workforce. IBM was probably due for a workforce reduction, regardless of the current macro situation, as Krishna tries to right the financial ship.

The company has struggled in recent years, and with the acquisition of Red Hat for $34 billion in 2018, it is hoping to find its way as a more open hybrid cloud option. It apparently wants to focus on skills that can help them get there.

The company indicated that it would continue to subsidize medical expenses for laid off employees through June 2021, so there is that.

May
04
2020
--

IBM and Red Hat expand their telco, edge and AI enterprise offerings

At its Think Digital conference, IBM and Red Hat today announced a number of new services that all center around 5G edge and AI. The fact that the company is focusing on these two areas doesn’t come as a surprise, given that both edge and AI are two of the fastest-growing businesses in enterprise computing. Virtually every telecom company is now looking at how to best capitalize on the upcoming 5G rollouts, and most forward-looking enterprises are trying to figure out how to best plan around this for their own needs.

As IBM’s recently minted president Jim Whitehurst told me ahead of today’s announcement, he believes that IBM (in combination with Red Hat) is able to offer enterprises a very differentiated service because, unlike the large hyper clouds, IBM isn’t interested in locking these companies into a homogeneous cloud.

“Where IBM is competitively differentiated, is around how we think about helping clients on a journey to what we call hybrid cloud,” said Whitehurst, who hasn’t done a lot of media interviews since he took the new role, which still includes managing Red Hat. “Honestly, everybody has hybrid clouds. I wish we had a more differentiated term. One of the things that’s different is how we’re talking about how you think about an application portfolio that, by necessity, you’re going to have in multiple ways. If you’re a large enterprise, you probably have a mainframe running a set of transactional workloads that probably are going to stay there for a long time because there’s not a great alternative. And there’s going to be a set of applications you’re going to want to run in a distributed environment that need to access that data — all the way out to you running a factory floor and you want to make sure that the paint sprayer doesn’t have any defects while it’s painting a door.”

BARCELONA, CATALONIA, SPAIN – 2019/02/25: The IBM logo is seen during MWC 2019. (Photo by Paco Freire/SOPA Images/LightRocket via Getty Images)

He argues that IBM, at its core, is all about helping enterprises think about how to best run their workloads software, hardware and services perspective. “Public clouds are phenomenal, but they are exposing a set of services in a homogeneous way to enterprises,” he noted, while he argues that IBM is trying to weave all of these different pieces together.

Later in our discussion, he argued that the large public clouds essentially force enterprises to fit their workloads to those clouds’ service. “The public clouds do extraordinary things and they’re great partners of ours, but their primary business is creating these homogeneous services, at massive volumes, and saying ‘if your workloads fit into this, we can run it better, faster, cheaper etc.’ And they have obviously expanded out. They’ve added services. They are not saying we can put a box on-premise, but you’re still fitting into their model.”

On the news side, IBM is launching new services to automate business planning, budgeting and forecasting, for example, as well as new AI-driven tools for building and running automation apps that can handle routine tasks either autonomously or with the help of a human counterpart. The company is also launching new tools for call-center automation.

The most important AI announcement is surely Watson AIOps, though, which is meant to help enterprises detect, diagnose and respond to IT anomalies in order to reduce the effects of incidents and outages for a company.

On the telco side, IBM is launching new tools like the Edge Application Manager, for example, to make it easier to enable AI, analytics and IoT workloads on the edge, powered by IBM’s open-source Open Horizon edge computing project. The company is also launching a new Telco Network Cloud manager built on top of Red Hat OpenShift and the ability to also leverage the Red Hat OpenStack Platform (which remains to be an important platform for telcos and represents a growing business for IBM/Red Hat). In addition, IBM is launching a new dedicated IBM Services team for edge computing and telco cloud to help these customers build out their 5G and edge-enabled solutions.

Telcos are also betting big on a lot of different open-source technologies that often form the core of their 5G and edge deployments. Red Hat was already a major player in this space, but the acquisition has only accelerated this, Whitehurst argued. “Since the acquisition […] telcos have a lot more confidence in IBM’s capabilities to serve them long term and be able to serve them in mission-critical context. But importantly, IBM also has the capability to actually make it real now.”

A lot of the new telco edge and hybrid cloud deployments, he also noted, are built on Red Hat technologies but built by IBM, and neither IBM nor Red Hat could have really brought these to fruition in the same way. Red Hat never had the size, breadth and skills to pull off some of these projects, Whitehurst argued.

Whitehurst also argued that part of the Red Hat DNA that he’s bringing to the table now is helping IBM to think more in terms of ecosystems. “The DNA that I think matters a lot that Red Hat brings to the table with IBM — and I think IBM is adopting and we’re running with it — is the importance of ecosystems,” he said. “All of Red Hat’s software is open source. And so really, what you’re bringing to the table is ecosystems.”

It’s maybe no surprise then that the telco initiatives are backed by partners like Cisco, Dell Technologies, Juniper, Intel, Nvidia, Samsung, Packet, Equinix, Hazelcast, Sysdig, Turbonomics, Portworx, Humio, Indra Minsait, EuroTech, Arrow, ADLINK, Acromove, Geniatech, SmartCone, CloudHedge, Altiostar, Metaswitch, F5 Networks and ADVA.

In many ways, Red Hat pioneered the open-source business model and Whitehurst argued that having Red Hat as part of the IBM family means it’s now easier for the company to make the decision to invest even more in open source. “As we accelerate into this hybrid cloud world, we’re going to do our best to leverage open-source technologies to make them real,” he added.

Apr
30
2020
--

New Red Hat CEO Paul Cormier faces a slew of challenges in the midst of pandemic

When former Red Hat CEO Jim Whitehurst moved on to become president at parent company IBM earlier this month, the logical person to take his place was long-time executive Paul Cormier. As he takes over in the most turbulent of times, he still sees a company that is in the right place to help customers modernize their approach to development as they move more workloads to the cloud.

We spoke to Cormier yesterday via video conference, and he appeared to be a man comfortable in his new position. We talked about the changes his new role has brought him personally, how he his helping his company navigate the current situation and how his relationship with IBM works.

One thing he stressed was that even as part of the IBM family, his company is running completely independently, and that includes no special treatment for IBM. It’s just another customer, an approach he says is absolutely essential.

Taking over

He says that he felt fully prepared for the role having run the gamut of jobs over the years, from engineering to business units to CTO. The big difference for him as CEO is that in all of his previous roles he could be the technical guy speaking a certain engineering language with his colleagues. As CEO, things have changed, especially during a time when communication has become paramount.

This has been an even bigger challenge in the midst of the pandemic. Instead of traveling to offices for meetings, chatting over informal coffees and having more serendipitous encounters, he has had to be much more deliberate in his communication to make sure his employees feel in the loop, even when they are out of the office.

“I have a company-wide meeting every two weeks. You can’t over communicate right now because it just doesn’t happen [naturally in the course of work]. I’ve got to consciously do it now, and that’s probably the biggest thing,” he said.

Go-to-market challenges

While Cormier sees little change on the engineering side, where many folks have been working remotely for some time, the go-to-market team could face more serious hurdles as they try to engage with customers.

“The go-to-market and sales side is going to be the challenge because we don’t know how our customers will come out of this. Everybody’s going to have different strategies on how they’re coming out of this, and that will drive a lot,” he said.

This week was Cormier’s first Red Hat Summit as CEO, one that like so many conferences had to pivot from a live event to virtual fairly quickly. Customers have been nervous, and this was the first chance to really reconnect with them since things have shut down. He says that he was pleasantly surprised how well it worked, even allowing more people to attend than might pay to travel to a live event.

Conferences are a place for the sales team to really shine and lay the groundwork for future sales. Not being there in person had to be a big change for them, but he says this week went better than he expected, and they learned a ton about running virtual events that they will carry forth into the future.

“We all miss the face-to-face for sure, but I think we’ve learned new things, and I think our team did an amazing job in pulling this off,” he said.

No favorites for IBM

As he navigates his role inside the IBM family, he says that new CEO Arvind Krishna has effectively become his board of directors, now that the company has gone private. When IBM paid $34 billion for Red Hat in 2018, it was looking for a way to modernize the company and to become a real player in the hybrid cloud market.

Hybrid involves finding a way to manage infrastructure that lives on premises as well as in the cloud without having to use two sets of tools. While IBM is all-in on Red Hat, Cormier says it’s absolutely essential to their relationship with customers that they don’t show them any favoritism, and that includes no special pricing deals.

Not only that, he says that he has the freedom to run the company the way he sees fit. “IBM doesn’t set our product strategy. They don’t set our priorities. They know that over time our open-source products could eat into what they are doing with their proprietary products, and they are okay with that. They understand that,” he said.

He says that doing it any other way could begin to erode the reason that IBM spent all that money in the first place, and it’s up to Cormier to make sure that they continue to do what they were doing and keep customers comfortable with that. So far, the company seems to be heading in the same upward trajectory it was on as a public company.

In the most recent earnings report in January, IBM reported Red Hat income of $1.07 billion, up from $863 million the previous year when it was still a private company. That’s a run rate of over $4 billion, putting it well within reach of the $5 billion goal Whitehurst set a few years ago.

Now it’s Cormier’s job to get them there and beyond. The pandemic certainly makes it more challenging, but he’s ready to lead the company to that next level, all while walking the line as the CEO of a company that lives under the IBM family umbrella and all that entails.

Apr
10
2020
--

Incoming IBM CEO Arvind Krishna faces monumental challenges on multiple fronts

Arvind Krishna is not the only CEO to step into a new job this week, but he is the only one charged with helping turn around one of the world’s most iconic companies. Adding to the degree of difficulty, he took the role in the midst of a global pandemic and economic crisis. No pressure or anything.

IBM has struggled in recent years to find its identity as technology has evolved rapidly. While Krishna’s predecessor Ginni Rometty left a complex legacy as she worked to bring IBM into the modern age, she presided over a dreadful string of 22 straight quarters of declining revenue, a record Krishna surely hopes to avoid.

Strong headwinds

To her credit, under Rometty the company tried hard to pivot to more modern customer requirements, like cloud, artificial intelligence, blockchain and security. While the results weren’t always there, Krishna acknowledged in an email employees received on his first day that she left something to build on.

“IBM has already built enduring platforms in mainframe, services and middleware. All three continue to serve our clients. I believe now is the time to build a fourth platform in hybrid cloud. An essential, ubiquitous hybrid cloud platform our clients will rely on to do their most critical work in this century. A platform that can last even longer than the others,” he wrote.

But Ray Wang, founder and principal analyst at Constellation Research, says the market headwinds the company faces are real, and it’s going to take some strong leadership to get customers to choose IBM over its primary cloud infrastructure competitors.

“His top challenge is to restore the trust of clients that IBM has the latest technology and solutions and is reinvesting enough in innovation that clients want to see. He has to show that IBM has the same level of innovation and engineering talent as the hyper scalers Google, Microsoft and Amazon,” Wang explained.

Cultural transformation

Apr
06
2020
--

Paul Cormier takes over as Red Hat CEO, as Jim Whitehurst moves to IBM

When Ginni Rometty indicated that she was stepping down as IBM CEO at the end of January, the company announced that Arvind Krishna would be taking over, while Red Hat CEO Jim Whitehurst would become president. To fill his role, Red Hat announced today that long-time executive Paul Cormier has been named president and CEO.

Cormier would seem to be a logical choice to run Red Hat, having been with the company since 2001. He joined as its VP of engineering and has seen the company grow from a small startup to a multi-billion dollar company.

Cormier spoke about the historical arc he has witnessed in his years at Red Hat. “Looking back to when I joined, we were in a different position and facing different issues, but the spirit was the same. We were on a mission to convince the world that open source was real, safe and enterprise-grade,” Cormier said in an email to employees about his promotion.

Former CEO Whitehurst certainly sees this as a sensible transition. “After working with him closely for more than a decade, I can confidently say that Paul was the natural choice to lead Red Hat. Having been the driving force behind Red Hat’s product strategy for nearly two decades, he’s been intimately involved in setting the company’s direction and uniquely understands how to help customers and partners make the most out of their cloud strategy,” he said in a statement.

In a Q&A with Cormier on the company website, he talked about the kind of changes he expects to see under his leadership in the next five years of the company. “There’s a term that we use today, ‘applications run the business.’ In five years, I see it becoming the case for the majority of enterprises. And with that, the infrastructure underpinning these applications will be even more critical. Management and security are paramount — and this isn’t just one environment. It’s bare metal and hypervisors to public and private clouds. It’s Linux, VMs, containers, microservices and more,” he said.

When IBM bought Red Hat in 2018 for $34 billion, there was widespread speculation that Whitehurst would eventually take over in an executive position there. Now that that has happened, Cormier will step into run Red Hat.

While Red Hat is under the IBM umbrella, it continues to operate as a separate company with its own executive structure, but that vision that Cormier outlined is in line with how it will fit within the IBM family as it tries to make its mark on the shifting cloud and enterprise open source markets.

Mar
20
2020
--

AWS, IBM launch programs to encourage developers solving COVID-19 problems

As society comes to grips with the growing worldwide crisis related to the COVID-19 virus, many companies are stepping up in different ways. Today, two major tech companies — Amazon and IBM — each announced programs to encourage developers to find solutions to a variety of problems related to the pandemic.

For starters, AWS, Amazon’s cloud arm, announced the AWS Diagnostic Development Initiative. It has set aside $20 million, which it will distribute in the form of AWS credits and technical support. The program is designed to assist and encourage teams working on COVID-19 diagnostic issues with the goal of developing better diagnostic tooling.

“In our Amazon Web Services (AWS) business, one area where we have heard an urgent need is in the research and development of diagnostics, which consist of rapid, accurate detection and testing of COVID-19. Better diagnostics will help accelerate treatment and containment, and in time, shorten the course of this epidemic,” Teresa Carlson wrote in the company’s Day One blog today.

The program aims to help customers who are working on building diagnostics solutions to bring products to market more quickly, and also encourage teams working on related problems to work together.

The company also announced it was forming an advisory group made up of scientists and health policy experts to assist companies involved with initiative.

Meanwhile, IBM is refocusing its 2020 Call for Code Global Challenge developer contest on not only solving problems related to global climate change, which was this year’s original charter, but also solving issues around the growing virus crisis by building open-source tooling.

“In a very short period of time, COVID-19 has revealed the limits of the systems we take for granted. The 2020 Call for Code Global Challenge will arm you with resources […] to build open source technology solutions that address three main COVID-19 areas: crisis communication during an emergency, ways to improve remote learning, and how to inspire cooperative local communities,” the company wrote in a blog post.

All of these areas are being taxed as more people are forced to stay indoors as we to try to contain the virus. The company hopes to incentivize developers working on these issues to help solve some of these problems.

During a time of extreme social and economic upheaval when all aspects of society are being affected, businesses, academia and governments need to work together to solve the myriad problems related to the virus. These are just a couple of examples of that.

Mar
08
2020
--

How the information system industry became enterprise software

If you were a software company employee or venture capitalist in Silicon Valley before 1993, chances are you were talking about “Information Systems Software” and not “Enterprise Software.” How and why did the industry change its name?

The obvious, but perplexing answer is simple — “Star Trek: The Next Generation.”

As befuddling and mind-numbingly satisfying as it is to your local office Trekkie, the industry rebranded itself thanks to a marketing campaign from the original venture-backed system software company, Boole & Babbage (now BMC software).

While the term “Enterprise” was used to describe complex systems for years before 1993, everything changed when Boole & Babbage signed a two-year licensing agreement with the then-highest-rated show in syndication history to produce an infomercial.

Star Trek fans have been talking about this crazy marketing agreement for years, and you can read the full details about how it was executed in TrekCore. But even Trekkies don’t appreciate its long-term impacts on our industry. In this license agreement with Paramount, Boole & Babbage had unlimited rights to create and distribute as much Star Trek content as they could. They physically mailed VHS cassettes to customers, ran magazine ads and even dressed their employees as members of Starfleet at trade shows. Boole & Babbage used this push to market itself as the “Enterprise Automation Company.”

Commander Riker says in the infomercial, “just as the bridge centralizes the functions necessary to control the USS Enterprise, Boole’s products centralize data processing information to allow centralized control of today’s complex information systems.” This seemed to scratch an itch that other systems companies didn’t realize needed scratching.

Not to be outdone, IBM in 1994 rebranded their OS/2 operating system “OS/2 Warp,” referring to Star Trek’s “warp drive.” They also tried to replicate Babbage’s licensing agreement with Paramount by hiring the Enterprise’s Captain Picard (played by actor Patrick Stewart) to emcee the product launch. Unfortunately, Paramount wouldn’t play ball, and IBM hired Captain Janeway (played by actress Kate Mulgrew) from Star Trek: Voyager instead. The licensing issues didn’t stop IBM from also hiring Star Trek’s Mr. Spock (played by actor Leonard Nimoy) to tape a five-minute intro to the event:

Outside of OS/2, IBM’s 1994 announcement list included 13 other “enterprise” initiatives. Soon, leading software companies began to rebrand themselves and release products using the term “enterprise software” as a valuable identifier. MRP software makers like SAP and Baan began embracing the new “Enterprise” moniker after 1993 and in 1995, Lotus rebranded itself as an “Enterprise Software Company.”

“Enterprise” was officially the coolest new vernacular and after industry behemoth IBM bought Lotus in 1996, they incorporated “Enterprise” across all of their products. And while Gartner’s 1990 paper “ERP: A Vision of the Next-Generation MRP II” by Wylie is the technical birth of ERP software, no one cared until Commander Riker told Harold to “monitor your entire Enterprise from a single point of control.” The ngram numbers don’t lie:

Almost 30 years later, we live in a world in which business is run on enterprise software and the use of the term is ubiquitous. Whenever I see a software business plan come across my desk or read an article on enterprise software, I can’t help but give Commander Riker a little due credit.

Mar
03
2020
--

Honeywell says it will soon launch the world’s most powerful quantum computer

“The best-kept secret in quantum computing.” That’s what Cambridge Quantum Computing (CQC) CEO Ilyas Khan called Honeywell‘s efforts in building the world’s most powerful quantum computer. In a race where most of the major players are vying for attention, Honeywell has quietly worked on its efforts for the last few years (and under strict NDA’s, it seems). But today, the company announced a major breakthrough that it claims will allow it to launch the world’s most powerful quantum computer within the next three months.

In addition, Honeywell also today announced that it has made strategic investments in CQC and Zapata Computing, both of which focus on the software side of quantum computing. The company has also partnered with JPMorgan Chase to develop quantum algorithms using Honeywell’s quantum computer. The company also recently announced a partnership with Microsoft.

Honeywell has long built the kind of complex control systems that power many of the world’s largest industrial sites. It’s that kind of experience that has now allowed it to build an advanced ion trap that is at the core of its efforts.

This ion trap, the company claims in a paper that accompanies today’s announcement, has allowed the team to achieve decoherence times that are significantly longer than those of its competitors.

“It starts really with the heritage that Honeywell had to work from,” Tony Uttley, the president of Honeywell Quantum Solutions, told me. “And we, because of our businesses within aerospace and defense and our business in oil and gas — with solutions that have to do with the integration of complex control systems because of our chemicals and materials businesses — we had all of the underlying pieces for quantum computing, which are just fabulously different from classical computing. You need to have ultra-high vacuum system capabilities. You need to have cryogenic capabilities. You need to have precision control. You need to have lasers and photonic capabilities. You have to have magnetic and vibrational stability capabilities. And for us, we had our own foundry and so we are able to literally design our architecture from the trap up.”

The result of this is a quantum computer that promises to achieve a quantum Volume of 64. Quantum Volume (QV), it’s worth mentioning, is a metric that takes into account both the number of qubits in a system as well as decoherence times. IBM and others have championed this metric as a way to, at least for now, compare the power of various quantum computers.

So far, IBM’s own machines have achieved QV 32, which would make Honeywell’s machine significantly more powerful.

Khan, whose company provides software tools for quantum computing and was one of the first to work with Honeywell on this project, also noted that the focus on the ion trap is giving Honeywell a bit of an advantage. “I think that the choice of the ion trap approach by Honeywell is a reflection of a very deliberate focus on the quality of qubit rather than the number of qubits, which I think is fairly sophisticated,” he said. “Until recently, the headline was always growth, the number of qubits running.”

The Honeywell team noted that many of its current customers are also likely users of its quantum solutions. These customers, after all, are working on exactly the kind of problems in chemistry or material science that quantum computing, at least in its earliest forms, is uniquely suited for.

Currently, Honeywell has about 100 scientists, engineers and developers dedicated to its quantum project.

Feb
01
2020
--

Ginni Rometty leaves complex legacy as she steps away as IBM CEO

When Ginni Rometty steps down as CEO at IBM in April and her replacement Arvind Krishna takes the helm, more than eight years will have passed since she took the reins at Big Blue. The executive helped lead a massive transformation, but IBM has had a bumpy financial ride throughout her tenure — at one time recording an astonishing 22 straight quarters of declining revenue.

To be fair, Rometty took over at a tumultuous time when technology was shifting from on-prem software stacks to the cloud. She saw what was coming and used the company’s considerable cash position to buy what she needed to make that switch while taking advantage of IBM’s extensive R&D to build other pieces in-house. But the transition took time, which resulted in some financial missteps.

She deserves credit for trying to move the battleship in a new direction — culminating with the $34 billion purchase of Red Hat — even if the results were ultimately mixed.

Leading the way

Rometty was the first woman to lead IBM in an industry where female CEOs are scarce. When she came on board in 2012, there were just 21 women running Fortune 500 companies; last year, that number had risen to 33, still a paltry 6.6%. Along with Safra Catz at Oracle and Lisa Su of Advanced Micro Devices, Rometty has been part of a small group of female CEOs at large technology companies.

Powered by WordPress | Theme: Aeros 2.0 by TheBuckmaker.com