
What New York City's Rules On Automated Hiring Tools Require
The city regulates the use of automated tools in hiring decisions. If you screen candidates with software, this applies to you.

The city regulates the use of automated tools in hiring decisions. If you screen candidates with software, this applies to you.

Six questions that separate a working system from a demonstration, none of which require you to understand the model.

The question is not whether a tool was used but whether a reader is misled. That reframing settles most cases.

The simplicity is real and so is the dilution. Founders routinely discover the second at the priced round.

The default is a default for reasons. They apply to some companies and not to others.

Vesting protects the founders who stay, which is exactly why the founders at the start resist it.

Valuation is the term founders negotiate and the one that matters least in a bad outcome.

Management fees and carried interest pull in different directions, and the fund's structure explains behavior founders often find baffling.

Deals rarely die on the business. They die on the corporate record nobody kept.

The state requires manufacturers to make some repair materials available. The scope is narrower than the headlines suggested.

Four sections carry nearly all the meaning. The rest is architecture.

The purchase decision includes a support commitment you are rarely told about.

Notification duties attach to any business holding data on New York residents, wherever the business is.

Turning it on is the easy part. The attacks that work now target the recovery paths around it.

The most costly attacks involve no technical compromise at all. They involve an email and a change of bank details.

Federal grants, philanthropy and institutional support each come with different strings. The mix shapes what gets studied.

Five questions, answerable from the abstract, that separate a finding from a headline.

Each phase answers a different question. Knowing which one a result comes from tells you how much it is worth.

The role is defined by the executive it serves, which is why it succeeds and fails so unpredictably.

The mechanism is benchmarking, and benchmarking has a well-documented ratchet built into it.

The board's job is not to manage the incident. Confusing the two makes both worse.

The conversation is uncomfortable now and considerably worse in eighteen months.

The question is not competence. It is whether the job the company now has is the job you want.

Deadlock is a structural condition, not an emotional one. It has structural solutions.