North America: The Northern drift of America's sweet Heart

Blue dress, fresh and lovely look, Catherine is the standard "American Sweetheart" Catherine-Mingxiu: With the information giant McKinsey work experience, the first venture to lose all savings, only two months on the road to create a women's workplace community Platform website The Daily Muse, Accidental access to legendary incubator Y-combinator favored. Advice to the following: Let go of Adventure, choose to have. Failure tends to grow faster. The author of the Science and Technology Enterprise incubation Organization in midtown Manhattan generalassembly met Catherine Mingxiu (Kathryn mishew). The blue dress, the gentle manners, makes one think of a word--"American sweetheart." If it weren't for the workplace that the Apple Computer and BlackBerry had revealed, she was more like the adorable girl next door. 1985, Catherine was born in the southern United States Texas Dallas. At age 11, she followed her parents to the capital of Washington. The apparent north-south difference made her feel a distinct cultural difference at a young age, and her classmates even thought she rode to school in a cowboy hat in Texas. Contrasting two places gives her a critical attitude toward ' group Awareness ': even things that everyone believes in are not necessarily true. Consultants Sprout Entrepreneurship in 2008, Catherine graduated from Duke University, a well-known American institution. With a degree in international relations and politics (plus a second professional French), she logically entered the New York office of McKinsey, one of the top consulting firms. First into the workplace she really experienced a what is called "ideal is full, the reality is very bone." "Her vision of Dubai, Berlin, and Los Angeles, which she had heard at the school job fair, was overtaken by obscure villages in the states of Missouri, Michigan and Ohio. What makes her feel uncomfortable is the difference between the staff of different genders. Catherine once thought that gender inequality in the workplace had long been a history, but McKinsey's working experience made her realize she was wrong, "the stereotype of women in the workplace still exists." But she slowly discovered that such stereotypes were not simply caused by male staff or boss bosses, and that women, especially women who were first in the workforce, were sometimes unconsciously affected by that impression. What surprises her more is that when she chooses to turn to the Internet, there is no platform to provide professional guidance and help on such issues. Catherine later recalled that the experience and observation of McKinsey had bought the seeds for her subsequent entrepreneurial direction. After two years at McKinsey, she has come to the crossroads of choice in the workplace tradition-to move to another company or to pursue a MBA. To my surprise, Catherine, after careful consideration, did not use either of the two options, but followed the Clinton Health Initiative (Hillary Tiyatien Access Initiative) to Africa, and it lasted half a year. Entrepreneurship to address women's career issues from school at United Nations Headquarters in Geneva and beautyInternship at the embassy in Cyprus, after graduating into the consulting giant McKinsey, and then to Africa to become a member of the NGO. Catherine's greatest gain is that by working in different mechanisms, she will gradually become aware of what she does not fit. If the McKinsey experience had made Catherine aware of the paucity of resources for women's advice on job-seeking advice, leaving McKinsey for the next employer's job experience gave her a hands-on experience of female job search. She describes, sometimes you do keyword search on the job site, the results come out of countless work choices; sometimes you go through the interview process. But when you enter the company to interview the site, you know the wrong place. This is not where I want to work at all. Why not allow job seekers to get a real and transparent understanding of their units and save time before an interview? Why isn't there a platform to help support women who are disadvantaged in the "male-dominated" workplace? The obvious problems were left to the end, which led Catherine to lock in her entrepreneurial direction after returning from Africa to New York in 2010. "It's a huge market vacancy and I'm sure there's something to do," says Catherine. First venture to lose all savings Catherine's first start-up company, called Pyp Media, focused on solving women's workplace problems. She invested all her savings for the company. PYP's 4 partners share equity, so everyone has equal rights to speak. Catherine slowly discovered that, although she was the chief executive (CEO), she had no "chief" or "executive" power when confronted with problems. Later, she was even afraid to take on the pressure behind the CEO's title, saying: "This title didn't give me the power to move forward." "In just a year, the company's partners in various matters of disagreement so that Catherine spared no effort to lose all investment savings, the overall exit PYP media." You know, the savings came from a little bit of her salary at McKinsey's job. "Looking back, the first time I lost money, I was on the road to pay tuition," Catherine joked. The first venture failed, but Catherine knew very well that the failure of the problem is not in the entrepreneurial philosophy, but in finance, personnel, the team itself: all are young and intelligent women, learning excellent, ideas unique, but to the decision-making table has become unwilling to compromise, preoccupied people, which makes Catherine quite helpless. The three co-founder of The Daily Muse (left to right) website chief Operating Officer COO Alexandra Cavoulacos, CEO Kathryn Minshew, website content editor Melissa McCreery