This Week in Jobs: Take these 24 tech career opportunities for a spin
The celebration was originated by Professor Leszek Sibilski, a Polish-American social scientist and cyclist whose academic project on bicycles and sustainability became a global initiative in the 2010s. It was declared by the United Nations in April 2018.
Bicycles, invented in Germany more than 200 years ago, have stood the test of time as a simple, affordable and reliable means of transportation that is good for environmental sustainability and health.
Since 2020, the popularity of bicycles, including electric bikes, has exploded. During the COVID lockdowns, when people were seeking safe outdoor activities for fitness and mental health, many cities saw record-breaking purchases and rentals — notably, the Citi Bike system in New York City saw a 67% increase during the early part of the pandemic.
The popularity of bike-sharing programs didn't end with the lockdowns. In fact, their popularity continues to rise: Between March 2024 and March 2025, docked bike-share trips in major U.S. cities experienced a 17.5% increase.
Riding a bike is kind of like a job search: balance, momentum and the occasional hill climb are part of the ride.
The News
Check out this roundup of South Philly small business entrepreneurs, including artists, chefs, activists, app developers and more.
Track Pittsburgh aerospace startup Astrobotic's rise from CMU spinout to NASA moon partner.
Philly's Fore Biotherapeutics raises another $38M for cancer drug trial.
Developers aren't discounting the tech industry — but say companies must value humans over AI.
What does Pennsylvania stand to lose if federal research dollars dry up? More than just the funding itself.
Client Spotlight
'What's great about being at Comcast is that we can turn an idea into a product,' said software development engineer Jaylen Sanders.
'I brought an idea to my manager, we demoed it across the organization, and a year later, we were able to create, ship and launch the product.'
The Jobs
Greater Philly
Penn Medicine is seeking a Senior Manager Data Engineering and a Cybersecurity Identity Management Senior Engineer.
Law firm Morgan, Lewis & Bockius is looking for an IT Product Manager.
CubeSmart is hiring a Database Engineer and a Technical SEO Analyst.
Vanguard has several listings open:
Machine Learning Engineer
Public Relations Consultant, Senior Specialist
Senior Product Manager
The CIGNA Group needs a hybrid Workday Talent Solutions Analyst.
DC + Baltimore
Kite Pharma in Frederick is seeking a Senior IT Engineering Specialist
Microsoft is hiring for hybrid Technical Support Engineering in DC.
Maryland Department of Information Technology is hiring an IT Accessibility Specialist.
Siemens in Chantilly is looking for a Building Automation Service Specialist.
Software company Navigator in Frederick needs a Client Software Specialist.
Pittsburgh
Ford Office Technologies is hiring an IT Technical Account Manager.
The City of Pittsburgh has a listing for a Technology Implementation Specialist.
Meta is searching for a Technical Program Manager, XR Tech.
Biotech company Softwriters needs a hybrid Technical Support Specialist.
Remote
Brooksource is looking for a remote Salesforce Helpdesk Technician.
Bath & Body Works is looking for a remote Lead UX Designer.
MrBeast is in need of a remote
Netflix has a listing for a remote Full Stack Engineer (L5), N-Tech Software Engineering.
The End
In the words of Professor Sibliski: 'Have passion, perseverance, and be relentless!'
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Technical.ly
an hour ago
- Technical.ly
Exit Interview: Baltimore economic development leader dives into challenges, accomplishments
Colin Tarbert has spent almost his entire two-decade career in Baltimore's public sector. Now, he's going south to Florida. Tarbert announced his departure from the Baltimore Development Corporation (BDC) this summer after a six-year stint as president and CEO. During that time, he oversaw the disruption of Covid, strategic changes to the BDC venture Emerging Technology Centers and redevelopment projects across the city. The new president and CEO of the BDC, Otis Rolley, began work at the end of June. He most recently served as a social impact advisor at investment company Kingdom Capital in Missouri and has held different roles in Baltimore's city government. Rolley is the first Black man to lead the BDC. Tarbert's stint in that top spot wasn't his first with the city's public-private economic development agency — he held a couple of roles between 2006 and 2010, and, like Rolley, worked directly for the city. He studied architecture at the University of Maryland and didn't plan to have a career in the public sector. But he's proud of a lot of the work he's done in Baltimore — like providing grants to businesses during Covid and collecting comprehensive data about economic development in the city. 'I was never setting out to have this career in city government,' Tarbert said, 'but [that's] the way it played out.' spoke with Tarbert about his time at the BDC and what he's looking forward to in his next role at the DownTown Investment Authority in Jacksonville. This conversation has been edited for length and clarity. Thinking about your most recent stint and your tenure at the BDC, is there anything specific that you're proud of accomplishing? There was so much, and a lot of it was continuation of work that had been going on in the city for a long time. This type of work, it takes a very long time to make progress. When I came to BDC, I had the opportunity to focus more on the economic development piece of it. There were a number of accomplishments that I'm really proud of — nothing that happens is singular; this all takes a lot of teamwork, both within BDC and the partners outside of BDC. One initiative that I started with, I think will continue, is the Baltimore Together initiative. That was really resetting the comprehensive economic development strategy for the city, and putting forth a vision that was new and very intentional about reaching residents and businesses and stakeholders who traditionally felt excluded from economic development — or at least perceived that they were excluded. The other big piece that happened was Covid. We were then on the front lines of the crisis, helping get businesses the grants and funding that they needed to survive. While that was certainly mentally and physically taxing, it was also rewarding, because businesses that would come up and be like, 'If we hadn't got that grant from BDC, we would have been out of business,' or, 'We would have lost [the] house,' or what have you. Let's talk more about Covid. How did it shape or change BDC's strategy? What was interesting was we started the Baltimore Together strategic plan a few months before Covid hit. We just finished a very intense round of stakeholder engagement at the end of 2019. That had already started to take form. It was focused on minorities, small businesses, businesses and disinvested neighbors, etc. So when Covid hit, we already had that lens to look through. Which was super helpful, because we, as a collective team at BDC, were able to have enough of a pause when Covid hit to think through how we were going to distribute the grants. Virtually [all] other cities, jurisdictions, the state, did all of their grants — for the most part — on a first-come, first-served basis. We did not. We did it on a need basis, which was 10 times the amount of work, I can tell you, because we went through and evaluated each application. But what it did was, it allowed us to distribute the dollars to the businesses who did not receive a lot of the other funding that was first-come, first-served. What it showed was the vast majority of our grantees had not received other funding. So those people and those businesses would've been out of business, or much more disproportionately impacted by Covid, if we hadn't taken that approach. How did specific challenges change how you led the BDC? There were two big challenges as a CEO during that time. Part of it was Covid, and trying to hold together a team virtually. Because it was a prolonged public health crisis, we were hiring people that I had never met in person, right? That was kind of an odd situation. I was in the office most of the time, because I was hands-on, and I like working in the office, but it's hard to build those rapport relationships with people that you've never met online. The other piece of it that was a big challenge, from a leadership standpoint, that was compounded by Covid, was the George Floyd situation and the racial, national discussion that was happening at the same time. Especially for a white male leader at an organization that's very diverse, in a city that's majority African American, it was just a very intense time. To try to have those conversations virtually was not easy, I would say. I'd say leaving BDC, I think I left it much better than it was. Certainly, during the Covid period, because we were able to come together and work in person, which I think had a lot of benefits to it. Emerging Technology Centers, or ETC, went through several changes under your leadership. Looking back, how did you manage the transitions? I'm really excited about the direction that ETC is headed under Dr. Arti Santhanam. I think she definitely understands the opportunity, and she's done a great job laying the foundation for the new ETC, maybe 4.0, at this point. It was a 10-year lease [at ETC's Haven Street offices, its third locale ] that was coming to an end. And at the same time, the executive director was retiring, and there were some folks that had left ETC, during the pandemic and working remotely. [ Note: Tarbert's version of events was disputed in prior reporting by Deb Tillet, ETC's then-outgoing executive director, who said at the time that she was asked to retire.] We made the decision to engage with the consulting firm HR&A Advisors. We did a really extensive strategic plan, because also during that whole period of time, UpSurge had come on the scene, and so they were doing a lot of work that ETC had traditionally done. We didn't want to duplicate efforts. We wanted to be additive to the — I'll use the word 'ecosystem.' We did a whole strategic plan, and the decision was made that we should really step back. We don't need to do [a] coworking space, because nobody needed any more office space. While ETC always had business coaches and accountants and lawyers who would do pro bono services, it didn't have a much higher level of that. So now, it's bringing in funding, and the idea is for Arti to build an investment fund that would also invest in the company and give ETC a more hands-on approach to management, which we hadn't done in the past — and which TEDCO is set up not to do purposefully. The idea here is for ETC to focus on just a handful of companies within the life science spaces, to try to get them to the next level. We're going to go very narrow and deep, as opposed to the previous ETC, which was much wider, but not as used in terms of services. I see UpSurge doing that work already. That's the vision for ETC. I think it's working. What do you think BDC is better at now than when you started? There's a lot of talent at BDC, and building that team was [an] accomplishment. It's harder to see it from the outside, but inside, I think we built a lot of skills and leadership beyond just the C-suite. The blessing and the curse of being CEO is you get the recognition or the blame for things that you might not have anything to do with. In this case, it was very, very positive. The team had been working for a long time on commercial corridors, and that was actually through Covid, and through a lot of the GIS testing that we were doing for grants. From that, come up with different strategies for each commercial corridor on what struggles they might be having, whether it's a certain type of retail that they're missing, or a certain building type that seems to be problematic. That was an example of how the teams came up with their own ideas and solutions and implemented them without a top-down approach. I think a lot of that came from my leadership style. What are you looking forward to most with your new job in Jacksonville? For about the last decade, they've been working and have had some great success redeveloping their downtown, revitalizing it, making it an attractive place to live, work, play. I was drawn to the position because, one, I really enjoy the planning and the real estate development aspect, and the opportunity to build what I hope will be a great, thriving city. I think they're already on their way to doing that without a lot of recent successes. In a lot of ways, it reminded me of Baltimore and what we've accomplished here along the waterfront development. For me, I just saw the opportunity, and they were really interested in having an outside perspective, which isn't always the case. I think it was a perfect match, in a lot of ways, for the work that I've done here, with their interest in where they want to take the city, and especially their downtown. I think there's going to be a lot happening in Jacksonville, and just excited to play a part of it.
Technical.ly
an hour ago
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As Trump admin promotes AI plan, experts consider next steps for regulation
As the debate over artificial intelligence regulation intensifies, the divide over how and whether to rein in the technology is becoming increasingly stark. That dilemma was on display yesterday at Broadband Breakfast's latest weekly live virtual session, where a panel of experts debated competing visions for the future of AI. The panel aired the same day the Trump administration announced its AI action plan, a series of policy recommendations that pushed scaling back regulations and eliminating what a statement called 'ideological bias' in AI. The plan outlines priorities including expanding data center infrastructure and promoting American AI technology in both government and private sectors. The online discussion was moderated by Drew Clark, CEO of Breakfast Media and a longtime advocate for broadband expansion. As part of the organization's work to cover tech developments and broadband issues, Clark regularly hosts the weekly panels, which cover a wide range of topics related to internet policy. The most recent discussion touched on issues such as federal versus state AI regulations and the potential impact of AI on jobs. Here are a few key takeaways from the discussion. Best regulator remains unclear Since the president's reconciliation bill dropped a proposed AI moratorium, which would have barred states from regulating AI for 10 years, experts differ on how to best approach AI regulation. Sarah Oh Lam, senior fellow at the Technology Policy Institute, emphasized the need to strike a balance between protecting state interests and fostering AI innovation. She noted that while many existing state laws are narrow and sector-specific, targeting areas like employment or judicial proceedings, recent legislation in states like Colorado and California takes a much broader approach. 'I think it's more art than science … coming to the right balance of being able to set a floor to protect innovation and advancement of frontier models, but also letting states have some local jurisdiction,' Lam said. Chris Chambers Goodman, a professor at Pepperdine Caruso School of Law in Los Angeles, also acknowledged the downsides of a patchwork of state laws, warning that inconsistencies in definitions and regulatory scope could lead to compliance challenges and legal uncertainty. At the same time, she argued that states should serve as laboratories for experimenting with new regulations. The scholar, whose work focuses on equal protection issues including algorithmic bias, is concerned about the shift from the Biden administration's focus on safety and privacy to the Trump administration's push for rapid AI acceleration. 'We're supposed to let the states try things out, come up with rules and regulations, and then after studying if these have been effective, Congress could decide on legislation that was actually based on best practices,' Goodman said. How Trump's plan influences competition with China The experts also debated the role of China in shaping US AI policy, offering sharply contrasting views on whether the United States should treat artificial intelligence as a geopolitical race. While some panelists called for urgency and limited regulation to stay ahead, others warned that framing AI development as a race with China could lead to risky, short-sighted decisions. Adam Thierer, senior fellow at the free market-focused R Street Institute, argued that the US is locked in a 'stiff competition with China,' where leadership in AI has national security and ideological implications. He supported the Trump administration's new plan as a step toward fostering innovation and asserting American leadership in emerging technologies. 'It's not just about money and commerce,' Thierer said. 'It's also about values.' Professor Yonathan Arbel of the University of Alabama School of Law took a more cautious view. While he agreed that the US should remain competitive, he pushed back against the 'race' narrative, questioning what winning actually means in a fast-evolving field where breakthroughs are quickly matched. Arbel warned that racing ahead without proper safeguards could create harms that are difficult to undo, especially as AI systems become less transparent. 'I don't love the race metaphor, and I think it leads us down a very dark road where we have to win no matter what the price is,' Arbel said. The people's role in responsible AI use Goodman warned that AI use in government services can impact due process. She cited Covid-era welfare benefits systems that used algorithms to flag people as fraudulent based on frequent address changes, which were common due to the instability of the pandemic. 'The government owes its citizens and residents the right to due process,' she said. 'And when decisions are made by AI technologies that are infringing on those rights, then we really do have a big issue.' Lam also pointed out how humans still play a role in deploying and interpreting AI tools and how that can affect liability moving forward. 'Officials have choices between different models,' Lam said. 'So one pushback is: How is AI different from just software liability?' Maria Eberhart is a 2025-2026 corps member for Report for America, an initiative of The Groundtruth Project that pairs emerging journalists with local newsrooms. This position is supported in part by the Robert W. Deutsch Foundation and the Abell Foundation. Learn more about supporting our free and independent journalism.
Libya Observer
2 days ago
- Libya Observer
Boulos reveals upcoming signing of 2 new deals by Libya's NOC and US energy firms
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