When I arrived at Stanford in September 2022, I’d just stepped out of a product manager role at a large government contractor. My career had focused on providing policymakers with the best open-source information possible around a myriad of foreign policy issues. Over the preceding years, that work had become increasingly intertwined with artificial intelligence (AI), not just as a subject of analysis but as a critical tool in the analytic process. In enrolling in the Ford Dorsey Master’s in International Policy (MIP) program, situated in the heart of Silicon Valley, I hoped I could better understand AI and how it would reshape geopolitics. 

My timing was serendipitous. Just as I settled in, OpenAI unveiled ChatGPT, and the world changed. It was a whirlwind period of wild speculation, anxiety, and excitement. To cut through the noise, I sat in on an advanced course on machine learning and enrolled in the Computer Science department’s core course, Programming Abstractions, to build my programming skills. Blending my policy framework development in MIP courses with technical study at Stanford’s renowned Computer Science department was exactly what I hoped Stanford would provide. 

What I didn’t expect, however, was how differently I was starting to think about my future after the program.

The Entrepreneurial Leap

The original plan for MIP was to get smart and then apply what I learned within an established organization, like my former employer or the government. I began to wonder if, rather than providing information to decision-makers as I had previously in my career, I could combine my product management experience and burgeoning CS competency in a different way. Could I attack the same problems I’d been working on for years, but from the bottom up? Could I use technology to empower the broader public to become more resilient to misinformation and polarization?

The approaching summer seemed like the opportunity to test my product ideas and the possibility of starting a business around them. MIP’s summer funding made it feasible to take advantage of that opportunity while still paying my rent. It also added helpful structure to my plan, requiring me to record my hours and find a mentor to oversee my progress.

My former colleague, David, with whom I have a strong relationship built on trust and shared vision, agreed to be my mentor. He had recently launched his own company in a related space and was able to share a wealth of experience and insights.

The Summer of Coding and Discover

Summer came, and I dove headfirst into coding, dedicating countless hours at the corner desk of my Hoskins apartment to building something tangible that embodied my vision. I also began immersing myself in the Bay Area’s tech ecosystem - attending AI seminars, venture capital events, and networking with founders.

The results of those first weeks were encouraging. I prduced a working prototype that used AI to identify misleading information online and, by referencing trusted sources, provide missing context and corrective information to the reader. It was real progress toward a world where we no longer rely on ineffective fact-checking after readers are exposed to misleading information and form their opinions. Instead, AI could help every news reader spot deceptive content in real-time - during the opinion formation process.

Despite my progress, I realized that if I were going to keep up with the pace of the hyper-competitive AI startup field, I would need a partner.

Finding a Co-founder 

With a working prototype of my Critical Reader Google Chrome extension, I felt ready to seek out an experienced partner who could help scale my vision. Y Combinator’s co-founder matching platform was my arena. It was a whirlwind of meetings and ideas, but eventually, I connected with the former CTO of a successful startup, who shared my commitment to revolutionizing digital information sharing.

We hit it off and decided to test our partnership with a 30-day trial. We examined my prototype critically and decided to pivot towards a simpler, more marketable product. In a few weeks, we had a minimum viable product ready and began user testing. As expected, the feedback was a mixture of praise and criticism, but it was energizing to have the critical data we needed to iterate and improve.

Beyond coding, we invested considerable effort into refining a mutual vision and business strategy. We began exploring non-profit frameworks and various hybrid business models that could achieve the scalability of a for-profit enterprise while preserving the principles that motivated us.

Renewed Vision 

In a few short months, my curiosity had evolved into a venture with real users and a business model. I had also changed. The experience developing financial forecasts and strategic plans significantly enhanced my professional toolkit and gave me first-hand experience with the reality of starting a business. 

Now, as I enter my penultimate quarter at Stanford, I am able to develop products and explore partnerships with a newfound clarity of purpose. My summer of entrepreneurship added a new dimension to my MIP experience and has set the stage for what comes after the program ends.

My goal of spending the summer of 2023 working in the Global South came to fruition, courtesy of the Environment for Development - Makerere University Centre (EfD - MaK), the  Freeman Spogli Institute for International Studies (FSI), and the Stanford Sustainable Finance Initiative (SFI). Being on the ground in Uganda to work on green finance seemed the right call. I have spent four years in the Global North, primarily in the Netherlands and Luxembourg, working on European Union (EU) international economics issues, which included green finance. One of the biggest challenges I encountered was the conflict of interest between donors and the projects they prioritized and the beneficiaries and the projects they prioritized. In this aspect, disagreements about green financing were especially pronounced.

In my first year at Stanford, I participated in a series of learning, unlearning, and relearning experiences to understand better how to make economic decisions work well for both developed and developing countries. I was excited about a summer fellowship that would allow me to leverage my expertise from the Global North and newly acquired knowledge from Stanford to contribute toward addressing the economic development challenges of the Global South. Fortunately, the EfD - MaK Center in Uganda awarded me a fellowship opportunity, and with the funding of FSI and SFI, I was able to spend 12 weeks working in Uganda. Being in Uganda was not a novel experience for me. I was born and had previously worked there both as a development consultant and as a research assistant on different randomized controlled trial experiments.

Working in Uganda, however, and becoming immersed in the Global South perspective of green finance was new. My duties as a Visiting Fellow at EfD - MaK made the Fellowship an entirely unique and rewarding experience. I conducted policy analysis on green finance, collaborated with stakeholders from the public sector, civil society, private sector, and academia, contributed to high-level policy dialogues, and took part in some of the ongoing projects on energy financing. This work gave me an understanding of the distinctive nature of the energy and climate environment in Uganda. Accomplishing development objectives, such as eliminating poverty and promoting prosperity for all, requires energy sources to be available. Ensuring essential levels of energy supply is also of mutual interest to donors and country beneficiaries.

In Uganda, green finance is particularly important in addressing the energy poverty problem and allowing the country to meet Uganda’s Nationally Determined Contributions (NDCs). UBOS- Uganda Bureau of Statistics’ 2018 National Electrification Survey shows that 66% of Ugandans are multidimensional energy poor, measured by access, cooking solutions, and end-use technology. In its NDCs, Uganda has pledged to reduce its greenhouse gas emissions, most of which are from agriculture, forestry, and other land use (AFOLU), by 24.7% before 2030. These commitments call for green financing approaches that promote access to clean and affordable energy for most Ugandans who are currently either underserved or unserved. Climate finance is essential to help vulnerable communities deal with the prevalent consequences of climate change. Uganda now faces a $28.1 billion climate financing gap and has been able to mobilize only $4 billion. Boosting green financing from all players, local or international, public, private, for-profit or not-for-profit, will help the country build climate resilience and adaptability and meet its broader green growth objectives, as specified under the NDCs.

International donors have helped Uganda make some progress towards meeting the UN Sustainable Development Goal - SDG 7 - Ensure access to affordable, reliable, sustainable, and modern energy for all. The National Planning Authority reports that Uganda’s electricity access has increased from 24% in 2018/2019 to 57% in 2021/2022, and its grid reliability from 90% to 98%. However, a lot still needs to be done. Uganda’s biomass usage, primarily for household cooking, is still at 80% despite efforts to reduce it to 50%. Ugandan household emissions are estimated at 30 tons of carbon per year compared to five tons for the United Kingdom.

There are serious issues related to energy affordability. Uganda’s level of income inequality is high, with a Gini Index of 0.427.¹ The Borgen Project reports that Uganda’s richest 10% receive 35.7% of the national wealth. In comparison, the poorest 20% receive only 5.8%. This indicates that a larger share of the population cannot afford clean energy. Even though policy dialogues sponsored by government officials have resulted in progress in reducing electricity costs, electricity remains unaffordable for many economically disadvantaged individuals.

This summer experience taught me that conditions within Uganda are similar to those of many countries of the Global South, particularly sub-Saharan Africa (SSA), that experience energy poverty. International Energy Centre (IEC) research has shown that the COVID-19 pandemic worsened energy poverty. IEC also projects that about 560 million people from SSA will still have no electricity access in 2030. My experience at EfD-Mak taught me that addressing country technical gaps and prioritizing green projects in planning, programming, and budgetary processes could enable countries to bridge the energy gaps.

There is also a need to leverage the private sector, entrepreneurs, and financiers to invest in and contribute to Uganda’s green growth agenda. However, this necessitates that the government implement an enabling business climate to attract local and international players. Coordinated efforts are also essential to combat dependency on biomass, which increases greenhouse gas emissions and poses health risks to the populace. From the policy dialogues I participated in, ministries, departments, and agency officials emphasized the government’s commitment to reducing biomass usage. All players around the table, including the private sector, civil society, and communities themselves, must participate to accomplish biomass reduction.

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Spending the summer in Uganda met my expectations for an on the ground experience. It gave me a better understanding of the working environment in a developing country and elevated my grasp of several international development issues. I also acknowledge that countries are rarely the same, making it vital to gain direct exposure to the on the ground reality instead of relying on studies and external generalizations.

By and large, I am very thankful to the EfD Director, Professor Edward Bbaale, for allowing me to work on these issues and for his invaluable mentorship. I also enjoyed working with a team of experts, which included Dr. Peter Babyenda, Mr. Fred Kasalirwe, Mr. Gyavira Ssewankambo, and Ms. Jane Anyango, to mention just a few. Above all, I am thankful to FSI and SFI at Stanford University, whose collaboration with EfD-Mak Uganda made my summer fellowship both a priceless experience and a great opportunity to be home again.

Climate Change is the defining issue of our generation, and we are at a defining moment. From shifting weather patterns that threaten food production, to rising sea levels that increase the risk of catastrophic flooding, the impacts of climate change are among the greatest threats to national and global security.

Energy accounts for two-thirds of total greenhouse gas, so the energy sector is the central player in efforts to reduce emissions and combat climate change. Thus, as national treasure Bill Nye put it, energy policy is climate policy. Mitigating the effects of climate change rests on the success of energy diplomacy and our ability to craft unprecedented global collaboration. Accordingly, the State Department's Bureau of Energy Resources work is vital not only to our energy security interests but also to realizing our ambitious goals toward a sustainable, low-emissions future.

The Bureau of Energy Resources (ENR) operates at the critical intersection between energy, climate, and U.S. national security and ensures U.S. leadership on global energy issues. ENR leads the Department of State's efforts to develop and execute international energy policy through diplomatic and programmatic engagement that promotes a low-emissions future, energy security for the United States and our allies and partners, and economic prosperity through sustainable, affordable, and reliable energy access.

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I worked in the Office of Energy Diplomacy for Europe, Western Hemisphere, and Africa (EWA), which specifically works to advance energy security and decarbonization and leads Department engagement on energy related sanction actions in these regions. EWA seeks to increase bilateral and regional energy diplomacy to support U.S. foreign energy policy, namely the green energy transition. In executing energy diplomacy priorities, EWA emphasizes improving energy market access, enhancing energy security, and promoting decarbonization through clean and renewable energy sources and technologies.

During my internship, I undertook a range of responsibilities that helped me develop a comprehensive understanding of energy diplomacy and its role in shaping global energy dynamics and the U.S.'s role in leading the energy transition. As Critical Minerals (CM) play a vital role in clean energy technologies, much of my work centered on securing and promoting resilient supply chains. Notably, there were key bilateral efforts with Argentinian and Brazilian energy stakeholders on critical mineral supply chains, which required coordination and information sharing on new projects to increase their CM output. As part of my responsibilities, I researched geopolitical and economic factors influencing the region's role in global supply chains and opportunities for growth and increased cooperation. As part of this work, I acquired new insights into mining techniques, production, and applications of critical minerals and broadened my grasp of the global supply chain and the pivotal role these resources play in various industries. Additionally, I gained a new understanding of the potential of new technologies like low nickel-cobalt ion batteries and green hydrogen, particularly their transformative role in advancing the energy transition and achieving sustainable development goals.

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I participated in a series of bilateral meetings with foreign counterparts, ranging from embassy officials to cabinet-level ministers. These interactions exposed me to the intricacies of international diplomacy, allowed me to witness the power of dialogue in forging alliances, and deepened my appreciation for the role of energy diplomacy in shaping a more secure and sustainable global energy landscape. Working at a functional bureau, I attended meetings with the Department of Energy, which exposed me to the inner workings of domestic energy policy formulation and implementation. I gained insights into how policy decisions translate into actions and how interagency collaboration contributes to effective energy governance.

My internship experience not only involved drafting important documents but also provided me with a variety of experiences and skills that have significantly contributed to my professional growth. The internship was a rewarding experience that allowed me to contribute to critical projects while deepening my understanding of energy diplomacy and its role on the global stage.

The papers I drafted, the exposure to high-level deliberations, engagement with key stakeholders, and the acquisition of diplomatic and technical skills expand my horizons and equip me to make meaningful contributions that will supplement my studies at Stanford. The knowledge gained during this internship will undoubtedly shape my future endeavors and commitment to advancing global energy security and sustainability.

Despite bureaucracy's (let's be real, sometimes fair) reputation, I was inspired by my department colleagues' bold leadership and tireless efforts. Amid an existential climate crisis and destructive war disrupting energy security, the hard and brilliant work of these public servants has left me optimistic about the future of our world. As global warming worsens, this office continues to shape and execute America's role in leading the global, renewable energy transition.

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While it is easy to become jaded and nihilistic working on such harrowing issues, they boldly continue the work necessary to combat climate change by ensuring sustainable, equitable, and reliable energy access for individuals around the world. I am so excited to join their ranks next year when I officially enter the foreign service and continue to meet and work with some of America's best and brightest.

This past summer, I had the opportunity to live and work in the center of Berlin with the International Security and Development Center (ISDC).  My research focus for the past several years has been at the intersection of food insecurity and civil conflict.  I want to understand which country characteristics leave states vulnerable to civil conflict when food insecurity exists.  In the months leading up to summer, I decided to locate a researcher I have cited repeatedly in my work, Tilman Brück.  I learned that he founded a research institute in Berlin whose vision is to improve lives and livelihoods shaped by conflict and humanitarian emergencies. That vision perfectly aligns with my own research goals and career interests.  I emailed the ISDC and asked to spend the summer with them, and just a few months later, there I was, in a European cultural epicenter, Berlin. 

Not only did I enjoy a beautiful summer steeped in history in Berlin, but I also honed my research skills.  I learned how to conduct collaborative research and present it effectively.  I got to work closely with and under the supervision of the Welfare Program Director, Ghassan Baliki, on a food security project.  The project focused on households in conflict settings.  Ghassan Baliki and I worked on strategies to evaluate the data empirically.  By the end of the internship, I produced substantive research that I presented at an ISDC seminar.

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A food-secure population is a necessary step in achieving sustainable peace.  My long-term goal is to shape food security literature and policy.  My next step towards this goal is to study for a Ph.D. and examine the effects of food insecurity on human populations, factoring in the consequences of climate change on food production.  The growing intensity of severe weather, floods, and droughts that destroy crop yields and cause the death of livestock undermine food security imperatives.  The research and presentation skills I learned at the ISDC will benefit me as I work toward my Ph.D.

Beyond enhancing my research skills, I connected with leaders in the food insecurity field and observed how organizations function.  For example, our team had lunch with and engaged in a seminar discussion with Mike Robson, the Food and Agriculture Organization of the UN’s representative in Syria. I also built out my network of colleagues working towards a peaceful world.  I connected with people engaged in similar research across the globe - Tunisia, Lebanon, Germany, the United Kingdom, and Georgia.  Each colleague is dedicated to improving the lives of people who exist in the most difficult of circumstances throughout the world.  It was incredible to have the opportunity to work with people who are conscious and intensely committed to food security and peace.

I also learned about the difficulties of running an organization that focuses on making an impact.  While the research is essential, funding is crucial.  Stakeholders must make the necessary investments, which requires background research and discussions with partners and potential funders.  I gained insights into the complexities at the decision-making level in any organization.  It takes a team of specialists to run the various functions.  Research needs to be produced to address the needs in the world effectively; however, the research also has to be published and disseminated to policymakers and the public through appropriate channels and social media.  Given the variety of stakeholders that are essential for success when research outcomes are the final product, a network of relevant connections and strong partnerships are prerequisites.

I am fortunate to have spent the summer learning and contributing at the ISDC and being integrated into such a beautiful city.  I am so grateful to have had the opportunity to do so.  It would not have been possible without the support of the MIP program at Stanford and the ISDC.  So, I want to thank both communities for being such fantastic partners in my development.  I also want to thank the entire ISDC community for making me feel like a part of the team.  From the picnic with the fun games and delicious foods to the all-hands-on-deck, paper-in-a-day project, you exemplify how great a work community can be and fill me with hope for a kinder and more just globe.

A day after the end of spring quarter, I hopped on a flight to leave behind beautiful Bay Area weather, destined for the hot, humid wetlands we call our nation’s capital. I was to spend 12 weeks working at the Technology Lab of the Federal Reserve Board of Governors (the Fed), the central bank of the United States. 

My first day was rather routine. I arrived a bit early and a bit overdressed. My supervisor, Bunmi, gave me my work laptop, a first-day tour, and my onboarding checklist. I was being paid to introduce myself repeatedly and fill out forms—quite an easy gig. But this is the nation’s central bank; they are going to get their money’s worth out of me. So, I was sitting in my office after lunch setting up my Federal Reserve gym membership when Bunmi walked in and asked me to come with her, Jill, the TechLab manager, and Jeff, a senior analyst, to a TechLab panel for the Federal Reserve System’s Innovation Office. Of course, let’s go. 

We got to the System Innovation Office’s onsite, and I was doing the introductions routine once again. I met Sunayna, a Stanford alum and, probably more importantly, the Chief System Innovation Officer, who introduced us to her team. After another round of introductions, I headed to the side to sit in the audience. Jill saw this and asked me to join the team on the panel. Why not? Well, I can think of a few reasons. Anyway, three hours into my first day, I was sitting on a panel in front of the entire Federal Reserve System Innovation Office explaining how I think machine learning can be applied to financial supervision and where I see the TechLab in five years. 

That first day set the pace for the next 11 weeks and four days.

But first, a quick detour to some American history for context.

The Federal Reserve System is the central bank of the United States. It was created by the Federal Reserve Act of 1913 after a series of financial crises led to the desire for stable monetary policy. The System is similar to our broader federalist system of governance, with power distributed among multiple layers. The Board of Governors of the Federal Reserve System—where I worked—is a federal government agency led by seven president-nominated and Senate-confirmed governors. Under the Board, 12 Federal Reserve Banks serve as the operational arms of the System. Each Reserve Bank is an independent private corporation, but all work closely with the Board to execute their policies. To promote the effective operation of the U.S. economy, the Federal Reserve is afforded autonomy and independence from the more political branches of government. While the Fed certainly coordinates and receives guidance from the executive, legislative, and judicial branches, it is generally empowered to make independent monetary and regulatory policies.

Fast forward 110 years. The Federal Reserve’s mission has expanded since its inception and now covers (1) setting monetary policy, (2) ensuring financial stability, (3) supervision and regulation of banks, (4) fostering a safe payments ecosystem, and (5) consumer protection. As part of this mission, the Federal Reserve has a large group of economists who produce research to inform policymakers as they steer the world’s largest economy. However, the economy and the financial system that supports it are being transformed by technological advancement. And while the Fed has a breadth and depth of economics expertise, it does not have the same technical expertise. So, to ensure that the governors receive informed, impartial technical research before making decisions, the Fed has set up multiple teams to focus on emerging technology. Three years ago, the Board created the Technology Lab to conduct research and experimentation with emerging technologies relevant to the financial system.

The Technology Lab changes its research agenda every year. It began by researching distributed ledger technology, central bank digital currencies, and has a new set of projects this year. The core team is five members strong, with over a dozen rotators from across the System who join the TechLab to lend their subject matter expertise on a specific project. 

I was assigned to work on two projects, and while I cannot discuss the specifics of my work, it comprised 60% writing and 40% software development and data analysis. Because the TechLab is relatively small and new, I effectively worked as a core team analyst leading sub-parts of the two projects. Hopefully, in the coming months, the Fed will publish the work, and I will be able to share more then. Beyond the core research and experimentation work, I also helped moderate the TechLab’s weekly series, where we invited subject matter experts from academia, the private sector, and the government.

Other highlights during my time at the Fed included representing the Board of Governors at a nationwide Federal Reserve System showcase in front of 250 people. I also got to sit next to Chairman Jerome Powell, ask him questions at an intern event, and meet now-Vice Chair Philip Jefferson at another event.

The summer also included several highlights outside the workplace. I celebrated the Fourth of July at the White House. I attended a piano and violin concert at the French Embassy. I went on an exclusive Fed-only tour of the dollar printing facility of the Bureau of Engraving and Printing. I got to see the dollar printing machines up close, smudge a few in-production hundred-dollar bills, and hold 40 pounds of cash in one hand.

Working at the Fed this summer was an absolute pleasure and incredibly fulfilling—it made me genuinely excited about public service. I want to thank Amber, Bunmi, Cy, Jeff, Jill, Jochen, Laila, Lucas, Megan, and Monique from the TechLab team. I also want to thank Karley and Laura from the Talent Acquisition team, who guided me through the recruitment process and supported me throughout the internship. And lastly, I want to thank Sonja, Sunayna, and Susan at the officer level, who met with me to chat about the Fed, financial innovation, and career options. There are many more people who I cannot list here because of a word count limit, but I appreciate all of you. It was a genuinely wonderful summer.

A year ago, as I left the historic surroundings of Pennsylvania Avenue in Washington, D.C. to join the Ford Dorsey Master's in International Policy (MIP) at Stanford, one of my many objectives was to diversify my professional toolkit and improve my leadership skills. I have come to understand that the nature of many challenges today, particularly in the field of technology amid growing rates of global interconnection, innovation, and digitalization, requires much richer, diverse, and coordinated approaches. The leaders of today must strive to find fortitude in diversity and cooperation. 

In pursuing this objective, over the summer I interned for the Security and Intelligence Team at Duco Experts, a technology start-up headquartered in San Francisco. After five years of public service work, this represented a unique opportunity to learn the intricacies of entrepreneurship from the inside. 

Led by its inspiring CEO, Sidney Olinyk, and an elite team of young professionals, Duco works across the topics of artificial intelligence (AI), trust and safety, cybersecurity, elections, and geopolitical risk. Through its innovative advisory services, Duco supports a considerable pool of Fortune 100 companies, including some of the largest U.S. technology companies. 

The breadth of activities I carried out during my internship gave me exposure to the intersection of security and technology policy, as well as a deeper understanding of the complex decisions faced by corporate executives at major U.S. technology companies. 

In retrospect, there are three main lessons I learned during my time at Duco:

Finding Fortitude in Diversity and Cooperation

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One of the first experiences I had at Duco was supporting an event with different allies and stakeholders from the technology community in San Francisco and D.C. to showcase the launch of the report, Scaling Trust on the Web. Duco Experts contributed to the Atlantic Council's Digital Forensic Research Lab (DFRLab) Task Force for a Trustworthy Future Web and this event allowed me to interact with experts in the field of Trust and Safety, connect with former MIP students now working in industry, and experience first-hand how coordinated and collaborative approaches can result in innovative solutions to issues as complex as the ones faced in the cyber domain. 

The report summarizes the task force's recommendations for specific, actionable interventions that could catalyze safer, more trustworthy online spaces. And most importantly, the report reinvigorates the rationale of cooperation in cyberspace, as it highlights, for example, the role of academia, media, and civil society to help build better online spaces. I am convinced that these recommendations will have a long-lasting effect and will serve as a guide for many actors globally. 

Mapping Technological Risk Worldwide

In my role supporting the Manager for Security and Intelligence at Duco, I had the opportunity to conduct research and produce alerts relevant to major U.S. technology companies. I analyzed the implications for such companies of China's revised Counter Espionage Law, mapped the data and privacy risks posed by fake web browser extensions and the shortcomings of automatic vetting processes, detailed the risks of internet censorship and restrictions in Russia, and investigated how marketing scammers target children online. Furthermore, I gained valuable insights into timely debates in the field of generative AI technologies and challenges faced by content moderation teams when tackling CSAM online. 

During my time on the Security and Intelligence Team, I had the opportunity to work in their cybersecurity portfolio, understand the logic of business development and vertical markets, and support the delivery of high quality projects for clients, a novel experience for me. The last project I supported allowed me to widen my knowledge of cybersecurity research centers worldwide and interact with consultants, academics, and former industry experts to address clients' needs. 

Thinking Like a CEO

One of the biggest lessons I learned during my internship, a mantra I will carry with me wherever I go, came from Duco's CEO herself, Sidney Olinyk, who constantly reminded us during team meetings to: "be adaptable, be comfortable with rejection, and always think like a CEO."

My time at Duco Experts showed me the importance of flexibility and adaptability, particularly when attempting to tackle challenges related to emerging technologies. From generative AI to developments in quantum computing, the ever-evolving innovation landscape requires professionals who can lead with flexibility, humanity, and who are not afraid to redirect efforts when necessary. 

As I seek to make my way into the field of technology policy and I continue my efforts to bring unrepresented voices to the forefront of technology-related debates across the Americas, my summer experience at Duco Experts has equipped me with a valuable understanding of the start-up ecosystem in San Francisco, as well as some of the most pressing areas of opportunity in the field of cybersecurity and emerging technologies. 

My sincere gratitude to Sidney Olinyk, Neema Basri, Lauren LaBrique, Sofia Arimany and all the members of the Duco Experts team for sharing their knowledge and for leading with such humane and passionate effectiveness. 

For over ten years, I have changed broken systems to make them work for the common good. And that's what makes me feel alive. I was born during a civil war and grew up in a country with a damaged economy. Learning about and harnessing policy opened my eyes to new ways to deliver change and fight for what I believe are the most pressing issues in our generation.

In 2017 I began working with Stanford alum Tom Steyer on building an effective climate justice policy plan that was community participatory. In 2018, I traveled through 48 US states and met with hundreds of investors, innovators, civic leaders, and climate activists. What I saw was scary. Rising sea levels depleted drinking water in southern Florida, displacing thousands. Fires scorched the West. Floods across the Midwest drowned crops, making farming harder and food scarcer. Increased maritime access to previously frozen Alaskan waters heightened foreign tensions and undermined our national security. This experience shifted my focus to climate justice. Along with other climate leaders, we built an investment platform that has been providing the expertise and capital necessary to scale vital and urgent climate solutions.

Climate change is more than a national, unilateral issue. It requires a collaborative international approach. In 2018, I started working with El Salvador's Vice President Felix Ulloa on a 35-year plan to tackle forced migration caused by climate change. That same year, along with the Minister of Labor, Rolando Castro, we began a pilot project to train Salvadorans in green and sustainable infrastructure. We drafted a plan to invest billions of dollars in renewable energy and create thousands of high-paying jobs. Even with the pandemic hitting our economy, El Salvador remains committed to our goal. It is set to become the second country in Central America, after Costa Rica, to achieve decarbonization and reach net-zero emissions by 2055. For so many years, El Salvador has been stigmatized in the region for the increasing number of gang-related violence. Still, I'm more than confident that we are set to become regional leaders in renewable energy and the transition to net zero.

Over the summer, I worked in the Executive Office of the President Nayib Bukele and Vice President Felix Ulloa of El Salvador. I advised principals on issues related to Central American integration, political communications, clean tech, and climate change, among others. I worked with the legislative branch to successfully pass a law allowing the introduction of electric vehicles and charging stations free of taxes. This law is one early step in the process of preparing the infrastructure for the next generation of transportation. The passage of this law proved to me that the government is ready and committed to joining the green revolution. My time in El Salvador helped demonstrate the impact that one Stanford graduate student can effect through policy.

This experience was possible with the support of the MIP team, funding through the MIP Summer Internship Stipend program, the Stanford family, and the Executive Office of the President and Vice President of El Salvador. I'm confident that this is just the beginning of a fundamental transformation that is urgent. The task of combatting global warming is monumental and complex. I am committed to climate justice and have joined the fight.

My summer internship experience at the Asia Society Policy Institute (ASPI) was remote due to the pandemic. It was nonetheless a memorable experience as I got to explore cybersecurity issues around Southeast Asia. ASPI is a think-tank under the umbrella of the Asia Society family, which aims to explain the diversity of Asia to the United States and the complexity of the United States to Asia. It heightens understanding between the two regions and tackles major policy challenges confronting the Asia-Pacific in security, prosperity, and sustainability by providing solution-oriented recommendations and ideas for such challenges.

At Asia Society Policy Institute (ASPI), I delved into policies and developments around the data privacy issue in Malaysia, Indonesia, Vietnam, Thailand, and Singapore. I learned how these countries bring up policies and collaborate bilaterally, regionally, and globally to tackle problems around cybersecurity. My summer internship experience also enriched my knowledge and understanding of the world.

Working at ASPI

The internship started in June 2021, around the end of the spring quarter, and continued through the end of summer. There were a total of four interns in the Washington D.C. office. I mainly worked with a small team of three - Elina, my supervisor, Chris, my co-intern, and I - which focused on cybersecurity issues.

My supervisor, Elina Noor, an inspiring expert in cyberspace, especially in the Southeast Asia region, led the team with great insights and leadership. Along with my co-intern, Chris, we spent the entire three months working on a project that studies Ethical Artificial Intelligence (AI) and Data for Inclusive Development in Southeast Asia. The project itself is expected to continue for a year, and we were in the early stages of the project. 

As a security research intern, I collected data and assisted the research. Additionally, I focused on building-up fundamental understanding of the project - determining the stages of development each country is in, how they respond to the global trend and issues, and what criteria need to be included in analyzing the different characteristics of each country, considering both the local context and the global trend. In the next nine months, the project will survey countries’ positions on these issues, assess the importance and impact of the topic, and highlight the significance of engaging in international developments. I am excited for the final product to come forth, a collaborative work of all people involved in this project.

Other responsibilities also came along the way. I had the opportunity to find the correlation between the South China Sea dispute and cyber incidents between the countries claiming sovereignty over the region. These incidents are ambiguous to identify, and the attribution is not always clear. It was also challenging to make a data set from scratch as it was a whole new experience. However, I managed to conclude that cyber incidents spiked around the time of the major disputes around the South China Sea. No secret that the Global Economy class taught by Professor Aturupane from Fall 2020-21 helped me make sense of the data set and read graphs!

The interns in the New York and Washington D.C. office took turns doing daily press scans, following up with news from the Northeast to the Middle East. It was amazing to learn how Asia, as one big continent, held such a diverse set of news and events occurring each day. I also accumulated lists of people in congress, embassies, and the government to share the op-eds from ASPI. Most of these administrative works were done as a team effort, and I met a larger ASPI family through the experience.

Ending My Internship

Working at ASPI was a rewarding way to spend my summer. I owe special thanks to Elina and Chris, who were incredibly supportive and made me feel like I was making a significant contribution to the institution. I was also rewarded with knowledge and insights into new topics in Asia and its relations with the world, mainly focusing on the U.S. It provided great insight into the developments of cybersecurity issues and data privacy around Southeast Asian countries. It was a fantastic opportunity to apply what I learned at Stanford to real-world policy problems. I thoroughly enjoyed my internship this summer and feel ready to embark on new challenges that will come forth in my career path.

Education is widely considered one of the greatest investments a government can make into its citizens and economic prosperity. At the United States Agency for International Development (USAID), government officials are working with partner countries to improve the quality and reach of their education systems. The agency recently stood up the Center for Education, charged with achieving sustained, measurable improvements in students’ learning outcomes and skills development. In addition, education teams are embedded within regional bureaus and are responsible for assisting with country-level education programming. 

Over the summer, I had the opportunity to intern with USAID’s Africa Bureau, where I learned how the U.S. Government (USG) foreign assistance is programmed to support children and youth’s educational development. During my internship, I participated in numerous working groups that deepened my understanding of what education has the power to do for children and youth, particularly the most vulnerable and marginalized.

One of my most meaningful assignments was helping to lead the USG’s Working Group on Education in Crisis and Conflict Settings. Through this experience, I learned that schooling is important for a myriad of reasons beyond learning outcomes and job placement. In conflict and crises zones, for instance, schools can provide children with physical and emotional protection as well as a greater sense of normalcy. 

For this group, I was responsible for encouraging participant engagement and organizing monthly meetings. I secured additional members, solicited member feedback, and crafted agendas based on participant input and events on the ground. Through this group, I was able to see first-hand how the USG is ensuring the continuity of education programming in some of the most difficult humanitarian crises zones—from Haiti to Afghanistan.

I was also able to take part in several joint research projects that USAID funded in collaboration with external partners. These research projects included: 1) a review of social and emotional learning outcomes for students in Africa, 2) an analysis of how education contributes to resiliency in Africa (and vice-versa), and 3) an examination of how violence against children is perpetrated within school systems and recommendations for prevention. I coordinated workflow between USAID and external partners for these research projects, compiled feedback, participated in working sessions on key findings, and observed field interviews. 

Most significantly, I distilled each of the final research papers into three two-page summary sheets for ease of reference for our team and future collaborators. Of the three research topics, I found the insight into social and emotional learning outcomes to be the most interesting. While I had conceptualized learning outcomes solely in terms of curriculum content, schooling is also paramount for developing students’ social and emotional competencies – from peer-to-peer dynamics to emotional self-regulation. These competencies, which schools, directly and indirectly, teach their students, are critical for helping individuals to manage shocks and stressors into adulthood.

Lastly, I helped to roll out two new initiatives within my team for USAID writ large. First, I helped launch a new USAID working group on promoting resiliency within the education system in Africa.  I worked with the lead organizer to finalize the participant list, develop the kickoff meeting agenda, and review the group’s statement of work and overall mission. Second, I assisted with developing an online training module designed to assist officers with safeguarding and protecting children’s rights within education programs. I coordinated with external partners to organize a two-week pilot testing of the training module – securing expert USAID officers to help pilot, creating and reviewing feedback forms, and taking the training myself.

From this training, I learned that schools are not always safe spaces that positively impact the lives of children.  At times, schools are the site of violence and abuse, particularly in crisis and conflict-affected areas and among the most marginalized. The training taught me how to identify signs of abuse and respond to and report situations of abuse. 

At the conclusion of my internship, I not only gained greater insight into education programming but also into my future career trajectory. I applied to the Ford Dorsey Master’s in International Program (MIP) at the the Freeman Spogli Institute with the intention to focus on international security from a humanitarian, development, and human rights perspective. I envision my next job within USAID, the U.S. Department of State, or the United States Institute of Peace. Now that I have interned with USAID, I am certain that this is still the path I see for myself. Following my internship, I plan to apply to the Presidential Management Fellows Program, as well as directly to USG hiring agencies. I am confident that my time spent at USAID has prepared me well for this new chapter.