3 780 percent three year revenue

16 |16,069 percent three-year revenue

growth — Sales engagement and automation software maker.FLEXE: Deloitte

3 | 780 percent three-year revenue

growth — Maker of tech solutions to simplify transferring money overseas.Zenoti: Deloitte

27 | 669 percent three-year revenue

growth — Software for salons and spas.Chad Robins, left, is co-founder and CEO of Adaptive Biotechnologies, which heco-founded with his brother, Chief Scientific Officer Harlan Robins, right, atheoretical physicist turned computational biologist. (AdaptiveBiotechnologies Photo)Adaptive Biotechnologies: Deloitte

181 | GeekWire 200 Unranked | 614 percent

three-year revenue growth — Publicly traded biotech company that operates asequencing platform that can read the human immune system.Snap! Raise: Deloitte

24 | 608 percent three-year revenue

growth — Fundraising software for schools, clubs and teams.Zipwhip: Deloitte

26 | 584 percent three-year revenue

growth — Text messaging software for businesses.Icertis: Deloitte

11 | 573 percent three-year revenue

growth — Cloud-based enterprise contract management platform.RiskLens: Deloitte

127 | 470 percent three-year growth —

Cybersecurity risk management software for large enterprises and governmentorganizations.Smartsheet: Deloitte

102 | 377 percent three-year revenue

growth — Mobile customer engagement software.Yapta: Deloitte

85 | 312 percent three-year revenue

growth — Tracks prices of hotel rooms and flights for businesses.iSpot.tv: Deloitte

30 | 273 percent three-year revenue

growth — Television ad measurement and analytics software.Tech companies are hiring, but women aren’t applyingOver the last 13 months, Silicon Slopes has seen explosive growth, eventhroughout the pandemic. More capital than ever before poured into the statein 2020, and 2021 is off to a strong start―the Qualtrics IPO, Divvy raising$200 million, MX raising $300 million, and the Pluralsight acquisition of $3.5billion are just a few of the notable transactions.With the tech sector experiencing strong growth, we’ve seen a lot of jobopenings hit the market. Companies are looking for top notch talent—especiallyfemale talent―to strengthen their teams. Yet the pandemic may have created thefirst female recession, wiping out decades of progress for women in theworkforce.Most women who are working for a stable company aren’t in a position to lookfor a new job right now. They’ve spent the last year figuring out how toconnect virtually with their leadership and teams, move forward on projects,constantly blend home and work life, manage childcare and remote learning, andkeep a paycheck despite the ups and downs the pandemic has created.Amidst this delicate balance, changing jobs can be difficult―and that createsa cyclical problem. More tech companies than ever need new talent and areoffering high-paying jobs that would create upward mobility for many women.Yet with all the added complexity COVID-19 has created, starting a new job isjust too daunting for some. Even if doing so would advance their career pathlong term, taking on these unknowns at such a taxing time adds a level ofcomplexity that’s just too much right now.As the pandemic continues, how can both parties—tech companies and women—moveforward? How can women manage everything on their plates and keep some senseof stability without sacrificing career growth? How can tech companies findthe talent to move their company to the next level?Here’s what I think: Women, find ways to grow where you are. Take advantage ofevery opportunity in your current company to learn additional skills orutilize available training and courses. Help with a project in an area youwant to grow. Connect with a mentor virtually about skills you need to growand how to develop them. As you stay rooted in your current company andposition, sharpen your skills and expertise as much as possible.And tech companies: get better at promoting from within. Most tech companiesalready have quality female employees whose talents are being underutilized,or who would like to take on additional kinds of work to learn new skills.These women are motivated to learn, already versed in your company culture andoperations, require no onboarding or recruiting, and will have a much fasterlearning curve than a new hire. Create pathways and upward mobility for them,let them know about opportunities, and encourage them to apply.Finally, be flexible. Flexibility was important to women before the pandemicbut now it’s even more essential. Women want to work just as hard and for justas many hours as any other employee, but with family responsibilities andCOVID complexitiles, they need the option to adjust their working hours aroundremote learning schedules, lunch, or bedtime.As an experienced tech founder, I know that very few positions require workinga continuous eight-hour work block. Companies that embrace this type offlexibility will get a massive return because their employees—especiallywomen—will be able to put their full effort into their work without feelingthat their job is hurting their family.Silicon Slopes has the perfect opportunity to grow intentionally and get morewomen into its workforce despite the pandemic by intentionally creatingpathways and upward mobility for women, building teams and culture thatembrace all of the complexities women are managing, and finding creative waysto address these very real needs. None of us have faced this set ofcircumstances before, but through understanding and intentionality, we canbuild a stronger and more successful community.Pandemic threatens dominance of ‘superstar’ tech cities, creating newuncertainty for innovation hubsDowntown Seattle and Mount Rainier as viewed from the top observation deck ofthe Space Needle. (GeekWire Photo / Kurt Schlosser)The seemingly unstoppable trend of tech companies and talent concentrating ina few cities hit a brick wall in March. As the first-known U.S. cases of thecoronavirus emerged in Seattle and the San Francisco Bay Area, tech companiespioneered a nationwide shift to remote work.Six months into the pandemic, some of those companies will never go back tothe office in full force.Meanwhile, the cities where tech has driven population spikes and surging homeprices are confronting sudden budget shortfalls and scrambling to adjust.Seattle and San Francisco — home to the largest and most valuable techcompanies in the country — are considering new business and wealth taxes tomake up for the lost revenue.City officials are charging the tech industry with funding recovery efforts,while business advocates sound familiar alarm bells about jobs leaving town.It’s an old story with a new twist: a global experiment in the benefits andshortfalls of remote work. Could the pandemic really decentralize techopportunity away from just a few cities? If so, what does it mean for thefuture of the tech industry in America? City officials and urban experts arewatching the trend closely, but they’re divided over the implications.

Tech follows talent

Tech industry concentration in just a few cities ultimately comes down totalent. The U.S. has a shortage of engineers, data analysts, and otherknowledge workers needed to power the technology industry. Those workers tendto gravitate toward places like Seattle or San Francisco, West Coast citieswith plenty of amenities and like-minded people. Companies tend to clusteraround those talent bases and value the knowledge exchange that occurs whenworkers bounce between startups and large tech firms.The pandemic does not appear to be significantly changing that underlyingtrend — at least not yet.Zillow compared web traffic to for-sale listings in urban, suburban, and ruralareas in April 2019 and April 2020 and saw no significant change.“The data do not provide any early evidence for an overall shift in searchbehavior away from urban cores,” Zillow said in its report.Of course, that was early on in the pandemic, before some companies announcedlong-term plans to keep workers remote.A survey by Blind of 4,400 Bay Area tech workers found about two-thirds wouldconsider moving if they had the option to work remotely, Business Insiderreports. But only 18% said they would consider moving out of California.Some experts predict a slight deconcentration of tech within the municipalboundaries of cities like San Francisco and Seattle but don’t expect thosejobs to travel far from the tech hubs where they were formed. Companies mightshift to towns surrounding those metros, like Bellevue, Wash., where they canstill tap the talent pool that gravitates to premier cities. In SanFrancisco’s case, Stojkovic expects some tech companies and workers to move tothe Seattle area, which offers many similar amenities but a relatively lowercost of living.Richard Florida speaking at the 2018 Cascadia Innovation Cooridor Conferencein Vancouver, B.C. (Cascadia Innovation Corridor Photo / Matt Borck)Richard Florida, a distinguished urbanist and professor at the University ofToronto, told GeekWire that he does not expect U.S. tech hubs to decentralizein any significant way.“San Francisco and Seattle will be just fine,” he said. “I do not see amassive relocation of large corporations or startups anywhere outside of thehandful of superstar metros that have dominated this for the better part oftwo decades. I think that remote work is a different story. I think moreworkers in the tech community and elsewhere will work remotely, not all, but Ithink more will. My bigger point is, if San Francisco, New York, and Seattlewent away you might as well just write off America’s high tech innovationcapacity.”

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