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Moving to a new neighborhood can be hard. You have to learn the layout of the local grocery store, find a pharmacy and your go-to pizza place — not to mention adapting to a new community culture and way of doing things.

When nearly 200 Cornell Tech students moved to the Roosevelt Island in August, they faced all these same challenges. A handful of them dived into the Roosevelt Island community head first in a pilot of a new service-learning course entitled “Remaking the City” taught by Associate Professor Tapan Parikh.

Over the course of the semester, student teams were paired with Roosevelt Island organizations like the Senior Center or the Roosevelt Island Operating Corporation (RIOC) to complete two projects: (1) a service learning project; (2) a design thinking challenge. Groups worked with the organizations to understand their needs and challenges and develop technological and design solutions for them.

“In our class, the organizations we work with are small (often very small, including being completely volunteer-driven), but deliver essential social, cultural, environmental and economic services to the community,” Parikh said in a blog post at the beginning of the semester. Traditionally, technological solutions are often difficult to adopt for these organizations.

“The goal of this course was to explore technological challenges relevant to small voluntary and civic organizations, as well as to help students build relationships with Roosevelt Island’s diverse people, places and organizations,” Parikh said.

Students worked on six service learning projects:

  1. RIOC: User survey for sportspark, mapping project, creating an events page
  2. Roosevelt Island Senior Center: designed a poster to teach Google Chrome and YouTube pause/play of videos for basic computer access at the senior center
  3. Roosevelt Island Historical Society: designed a logo
  4. Gallery RIVAA: redesigning their website
  5. Main Street Theatre & Dance Alliance: revamping their email system
  6. Roosevelt Island Garden Club: building a web app identifying green spaces on the island

Next, students worked on their design thinking challenge projects which culminated in presentations to community members, press and the Cornell Tech community. Awards of $1000 and $500 to continue working on their project were up for grabs for the ten teams.

The judges charged with giving out the awards included Cornell Tech Community and Construction Task Force member Jonathan Kalkin, Roosevelt Island Operating Corporation board members Margie Smith and Howard Polivy and Cornell Tech’s Senior Director of K-12 Education Diane Levitt.

Projects included a dock-free bike sharing program, an app to help users organize community building events, a local currency, and a co-working space on Main Street.

Ultimately, the grand prize went to Flourish, a mobile-optimized website to help Island visitors and residents discover and take advantage of the many green spaces throughout Roosevelt Island. The team was made up of Arpit Sheth, Master of Computer Science ‘18, Rainie Sun, Technion-Cornell Dual Master’s Degrees in Connective Media ‘19, and Shanshan Zhang, Connective Media ‘18.

After exploring the Island green spaces, the team began working on a custom Google Map.

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A mockup of the Flourish app.

“Our green map project evolved into something much bigger as we set our sights on fulfilling the core of our vision: promoting and celebrating green spaces and sustainable living,” Sheth said. “The Flourish project’s goals expand on our work from the green map project to include more awe-inspiring visual photography, curation, and interaction.”

Let’s Eat RI!, a local food festival, and Intergenerational Moth, a live storytelling collective, tied for the second place prize of $500.

Students relished the opportunity to engage with the local community.

“What made Remaking the City especially unique was that it challenged us to take off our ‘entrepreneurial lab coat’ and be vulnerable in forming new relationships within a community,” Sheth said. “By integrating ourselves within a community and being immersed in the same environment as our users, gathering user feedback and validation felt less like a routine process and more like fluid collaboration.“

As Cornell Tech continues to settle in to our new home on Roosevelt Island, this course was a practice in community building as well as a way to create sustainable partnerships with many island organizations.

“Roosevelt Islanders have so much to offer Cornell Tech and Cornell Tech has much to offer the Roosevelt Island community,” said Jane Swanson, Assistant Director of Community & Government Relations at Cornell Tech. “Our faculty, staff and students are eager to engage with the Roosevelt Island community whenever they can. And this semester the students in the service learning class jumped right in. The students and organization leaders were a real team, working to address important island needs.”


At Cornell Tech we are united by a shared vision of progress. We aim to push technology as far as we can while making it usable and accessible for all.


Cornell Tech is built on an ethos of forging dynamic links between technology and society. This is seen in action each year in Product Studio, an intensive process during in which masters students from all seven programs collaborate to develop products in response to real-life challenges set by high-profile organizations.

Here are just two projects aiming to make real-life impact from Product Studio:

Turning People into ATMs

This year, the Bill & Melinda Gates Foundation posed a challenge: look at how we might ensure that low-income people who live in rural areas in emerging markets have an easy, affordable and trusted way to transform their money from physical to digital and back.

Graduate student Spriha Bhandari, Master of Laws ’18, explains that her team focused on a marketplace of 885 million people living in rural India who, due to a lack of easily accessible ATMs, cannot get money in and out of their bank accounts. Originally from India, Bhandari was able to bring invaluable insight and connections to the team.

“The people we were trying to target in the first place were people in villages, people who don’t have access to the banking infrastructure that we have access to in the cities or in countries like the US,” she says.

Tackling the challenge alongside Bhandari were fellow team members Zachary Silverstein, MBA ’18, Jonathan Cutler, CS Masters ’18, Arpit Sheth, CS Masters ’18, and Jamie Yu, Connective Media ’19.

For many rural Indians, exclusion from the digital economy extends beyond depositing and withdrawing money, says Silverstein. “They can’t have savings, they can’t build credit, they can’t borrow money, so how do you build incentives for these people?”

The team found that while their target market was disadvantaged in terms of banking infrastructure, they did have access to mobile phones and cash. The team capitalized on this while developing their product, Pocket Change — a chatbot application accessed via messaging platforms such as Skype and Facebook Messenger.

“The idea was to match people who wanted to deposit money with people who wanted to withdraw money, to make this Uber-like transaction between people in a community that didn’t actually have an ATM infrastructure,” explains Cutler.

Users scan banknotes into their phones, and the amount and serial number are verified using Google Vision. The chatbot then connects a user who wants to deposit cash with one who wants to withdraw, based on the amount requested, proximity, and trust rating. Users then meet in a safe, public space to carry out the real-life transaction.

Development challenges included security and legal issues, which the team addressed by implementing a user rating system. “We tried to focus on aspects of security, reliability, reputation, and rating to make the idea feasible for real people,” says Cutler.

After considering a range of options, the team opted for the chatbot model because it offered a cost-effective solution that would appeal to users who may not be accustomed to using digital products, “Someone who’s technologically illiterate and wants to feel safe and secure, would feel better talking to someone,” explains Cutler. Using tools such as voice and text recognition, a bot can be “fully conversational”, he says.

Connecting Data Scientists with Non-profits

Using tech to establish real-life connections also formed the basis of the challenge posed by Domino Data Lab, who asked: How might we create a marketplace that matches data scientists looking to solve a meaningful challenge with non-profit organizations in need of data-science help?

This question struck a chord with team members Joseph Gelber, MBA ’18, Kripa Agarwal, CS Masters ’18, Eyvind Niklasson, CS Masters ’18, and Daniel Kim, MBA ’18, several of whom had firsthand experience of the difficulties involved in finding volunteer work to match their skills.

“When I was working in Singapore, I wanted to volunteer for a non-profit, but I really didn’t know where to go or where to search,” explains Agarwal. “I wanted to use my technical skills for a social cause and this [challenge] was doing that; it was connecting volunteers to non-profits.”

So, why might non-profits want to connect to data scientists? Gelber cites the example of Thorn, a non-profit that works to stop child sex abuse. By analyzing data “to find out where this stuff is happening,” data scientists help Thorn take preventative rather than reactive action, he says.

The team found that a key issue faced by non-profits is that while they may have large amounts of data, it tends to be disorganized, says Kim. “They did not have the resources, money or talent to tackle what they want to solve; I think that was a challenge but at the same time that validated what we’re trying to do.”

The team established connections with the two user groups to build their solution, a web-based collaborative platform called Data for Everyone, explains Agarwal, “We shortlisted data scientists who have some work experience and non-profits who could afford to hire data scientists, so our project was creating a platform that could establish a good link between them.”

Gelber adds that their solution stands out from current competitors because it both creates an online marketplace and solves the problem of location, “Right now, if you connected a data scientist with non-profits, you have to actually physically be in the same location to collaborate.” This product solves that problem by both connecting the two groups and allowing work and discussion to take place online. This means that users can be anywhere in the world and collaborate.

Both teams impressed company representatives with their products, and conversations are ongoing as to how they might be implemented on the ground.


By Erica Cirino

Following major surgery, the aftercare instructions that patients need to follow can be complex. They must remember to stay hydrated, take their medications and change their bandages, among other requirements. If they don’t follow these guidelines closely they risk serious complications prompting hospital readmission—which, unfortunately, is relatively common. “Monitoring patients’ recovery period is critical,” says Dr. Heather Yeo, the Nanette Laitman Clinical Scholar in Healthcare Policy and Research/Clinical Evaluation, an assistant professor of surgery at Weill Cornell Medicine and a surgical oncologist at NewYork-Presbyterian/Weill Cornell Medical Center specializing in colon and rectal surgery. “We have been able to do so successfully inside the hospital, but traditionally, it’s been harder and more resource-intense to keep track of patients when they go home.”

Dr. Yeo wanted to change that. So she worked with Cornell Tech to develop an iPhone app, dubbed mHEALS (for mobile app Helping Engage Adults after Surgery), that allows patients to input information about their health and habits, then sends it to doctors; it also generates reminders to help patients stick to their aftercare regimens. Well aware of the need to protect patient privacy and security in the digital world, she tapped the expertise of Dr. Deborah Estrin—a professor of computer science at Cornell Tech and of healthcare policy and research at Weill Cornell Medicine who is a pioneer in mobile healthcare technology—who offered advice on available software frameworks that use state-of-the-art techniques and encrypt data while remaining user-friendly.

Continue reading in Weill Cornell Medicine.

This story originally appeared in Weill Cornell Medicine, Vol. 16. No. 4.


Brick by brick or steel beam by steel beam, an architectural blueprint becomes a reality. Dozens or hundreds of workers trade paths, reinforcing the structure. With all these workers and large machinery needed to erect a building, it comes as no surprise that safety is at the forefront of a everyone’s mind on a construction site.

And that’s what Ardalan Khosrowpour hopes to assist with. Khosrowpour is the founder of OnSiteIQ and a startup in the Runway Startup Postdoc Program at the Jacobs Technion-Cornell Institute at Cornell Tech. OnSiteIQ visually documents work conditions on construction sites by taking a multitude of video data and using an algorithm to map it to the site’s floor plans.

According to the American Federation of Labor, 937 construction workers were killed on a jobsite in 2015—more than two deaths a day. Furthermore, studies show that there are strong correlations between safety and quality of work—delays and costs from unexpected injuries slow down the project as a whole.

“There’s always something wrong on a job site, no matter how careful you are—but superintendents might be hesitant to report issues because they’re afraid of delaying the project and becoming responsible for fixing it,” said Khosrowpour.

Despite having been around for decades, construction industry has been slow to enter the digital age. OnSiteIQ wants to bring tech-driven solutions to construction and help prevent injuries.

Before coming to Cornell Tech, Khosrowpour earned a PhD in civil engineering from Virginia Tech, where his research was focused on applications of artificial intelligence and computer vision in the built environment and construction industry.

“When I arrived at Cornell Tech, I knew I wanted to do something to digitize construction,” said Khosrowpour. “I deeply questioned what the main issues were within construction, then I talked to many stakeholders in the industry as part of the Runway program curriculum. In most cases, you can’t put cameras on a building construction job site because of the dynamic nature of the site and privacy concerns. But what are alternative ways that you can capture building data? How do you keep track of everything?”

The solution was to build OnSiteIQ, a platform that’s of similar character to Google Street View, but intended for frequent and rapid data collection on construction sites. OnSiteIQ takes 360-degree cameras and walks the entire construction site, automatically mapping out the walkthrough paths on the floor plan. They perfected the automatic geo-localization process.

OnSiteIQ CTO and Cornell Department of Computer Science alumnus John Mollis ’04 calls the resulting image a 3D panograph, or a large digital image created from these 3D-photos and video strung together. From any device, a construction manager can view the panograph to monitor the building’s current progress and give and receive feedback from employees. Job site comments can be annotated, tracked, and shared via a chat box next to the view of the construction site.

“OnsiteIQ is meant to be the forefront of the intersection between reality capture and visualization, site documentation and AI based analytics. Simply put, it’s an industry ripe for digital innovations and one where making a difference on the safety side can save lives and cut costs,” said Mollis.

OnSiteIQ currently collects this visual data twice monthly, though as the team continues to collect data and build a more robust tool, this might change and become more frequent. In total, OnSiteIQ has collected more than 3.5 million square feet of data.

But even with this innovative platform, Khosrowpour realized that a lot of construction management companies might shy away from having their work documented. Eventually, OnSiteIQ made headway with one of the biggest construction management firms in New York, New Line Structures.

“New Line Structures was very forward thinking and decided to give us a chance,” said Khosrowpour. “Now, we’re piloting OnSiteIQ on a 430,000-square foot landmark project in New York, and they’ve been using our platform for their progress monitoring and very helpful with feedback.”

In this case of an industry that’s slow to change, word-of-mouth is a very powerful boon, said Khosrowpour. “Working at Cornell Tech has been an excellent choice to help further develop OnSiteIQ. Within the Runway program, we were accepted to MetaProp NYC, a large real estate startup accelerator.”

Concurrently, Mollis is pushing OnSiteIQ’s technology to new territory in terms of displaying and navigating data captured from real environments with 360-degree cameras. Eventually he hopes construction managers, safety managers, insurance underwriters, lenders and bankers, and others can use the tool to conduct an efficient remote site inspection.

“We’re blessed to be a part of a forward-thinking community that is willing to hear us out,” said Khosrowpour. “We can’t wait to find more champions for our tool.”


Cornell Tech is building a diverse environment of academics and practitioners who excel at imagining, researching and building digitally-enabled products and services to directly address societal and commercial needs, particularly in areas that both draw on and contribute to the vibrancy of New York City.


This piece was originally published on October 17, 2018.

Alumni startup Trigger Finance was acquired by Circle Pay, a money sharing app, making it the first acquisition of a Cornell Tech startup.

The company made the announcement in a blog post Monday morning:

Today we welcome the Trigger Finance team as they merge efforts with Circle to help deliver new investment products for crypto assets. The Trigger team will also anchor our new office location in New York City, as the Big Apple joins our growing list of talent centers in Boston, San Francisco, Dublin, London and Beijing.

Trigger was a mobile investing platform that removed emotion from the investing process through simple “If This, Then That” investment rules. Trigger served thousands of retail investors who used it to track a variety of asset classes such as US equities, crypto currencies, commodities, and various currency pairs. “Triggers” used for tracking events and making investments in crypto assets comprised the fastest growing part of their customer base.

Trigger’s team includes former technologists from Google and traders from Wall Street who have a passion for building products for everyday consumers and investors. Trigger’s founders were graduates of Cornell Tech’s engineering graduate school and Trigger was a recent participant in the Morgan Stanley Multicultural Innovation Lab.

Read the full announcement.

Read Trigger’s farewell blog post.


If you’re reading this now, you probably have what is called “linguistic agency.” That means, among other things, that you have the skills and tools to understand and decode written English language. You understand how syntax and punctuation give meaning to a sentence. When faced with an unfamiliar word or phrase, you know how to use phonics and context clues to figure it out or look it up in the dictionary.

The goal of the K-12 Education initiative at Cornell Tech is to give students “computational agency” through learning computer science. Like linguistic agency, this means foundational skills, but doesn’t mean students need to know every coding language or how to fix their code. What they do have are basic skills that help them build digital solutions, and attack abilities to solve problems that arise.

This computational agency prepares students for a future in the digital age — though it isn’t necessarily about jobs.

“We don’t expect every student to be a software engineer or a technical product manager,” said Sr. Director of K-12 Education at Cornell Tech Diane Levitt. “We don’t have to decide in middle schools what our students will do with any of the intellectual tools we give them. What we must do, though, is to prepare every student to understand the world around them, which we know will be increasingly digital.”

As more cities and school districts recognize the need for computer science education, they face a common problem: A shortage of teachers familiar with CS education. Many teachers are already strapped for time and resources, making it all the more difficult to integrate a new subject into the school day.

“Teachers now have to know computer science content, know the pedagogy around teaching it, and bring in instructional strategies from other subject areas,” said Meg Ray, a computer science teacher for kindergarten through grade 12 students. “They are also doing this in increasingly diverse classrooms where they serve students with many different abilities, cultural contexts, primary languages, and interests.”

Ray is the first Teacher-in-Residence (TIR), a pilot computer science literacy program developed by Cornell Tech as a part of the university’s commitment to New York City’s CS4All initiative and the national CS for All Consortium.

Though Ray had no formal training in computer science, she played video games as a hobby, and initially taught herself to code as part of that interest before discovering a passion for CS. She found a position where she could teach computer programming and video game design to high school students. Since starting with TIR in fall 2016, she has helped teachers at eight schools within the New York City public school system incorporate computer science in their classrooms.

Ray worked with more than 60 teachers across eight schools, helping them develop strategies for teaching computer science. She coaches teachers through a cycle of co-planning, model teaching, observing, and reflection to equip them to take ownership of the CS content and learning experiences.

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In her coaching of teachers, Ray emphasizes Universal Design for Learning (UDL) which, according to the National Center for Universal Design for Learning, is a “set of principles for curriculum development that give all individuals equal opportunities to learn.” This framework emphasizes giving students choices in three key areas: how they take in information, how they express what they learn, and how they engage throughout a lesson.

In a UDL classroom, instruction is designed to offer all students options. Students are able to decide for themselves what they need, regardless of their talent or disability. For example, a classroom may have a pair of traditional scissors and a pair with a special grip. UDL principles would dictate that rather than give the special grip scissors directly to the student with a known disability or need for them, the teacher would provide the choice between the two types of scissors to the whole classroom. The scissors with a special grip may be helpful to others students in addition to the one with the known need.

In the context of CS and other subjects, this framework plays out more subtly by allowing students to choose their project, using assistive technologies, and selecting coding apps that allow students to adjust settings like font size and contrast. UDL also encourages teachers to use multiple teaching strategies to reach all learners.

“It’s not just about putting CS in every school, it has to be made accessible to every student in that school,” Ray said. “That’s an integral part of our coaching, equipping teachers to reach every student in a meaningful way.”

So far, Ray’s coaching has proven to be successful with students and their parents. “It’s been exciting to think of our school as a place at the forefront of computer science education,” says Erin Olavesen, president of the Parent Teacher Association at PS/IS 2017 on Roosevelt Island, one of the partner schools where Cornell Tech has committed to improve the curriculum around computer science. “My kindergartener was able to speak about debugging code and algorithms by learning how plants grow,” said Olavesen. “That’s impressive, for such a young student to grasp the basics of computer science.”

This method is what Ray explained as Concrete Representational Abstract (CRA) teaching, a three-step approach used to teach math concepts. Students use solid objects (concrete) to model the problem, then they might draw out the problem (representational) so that it makes sense as a 2-D version of the physical model. Finally, students write the problem in mathematical terms (abstract) so that they understand the full correlation between real-world application and an equation.

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CRA Teaching goes from three dimension blocks, to lines representing blocks, to numbers in an equation.

“We teach coding in the same way,” said Ray. “We start with unplugged lessons, for instance students may start by “programming” each other—at first they might use gestures or words or simple drawings like arrows to tell each other what to do, like steps and turns to walk in a square. That would be the concrete part. Then, we have them use representations such as holding up images of coding blocks or creating an algorithm for a square using graph paper. Then we move them onto the computer.”

So far, it is a hit with the students, and Ray has plans to coach teachers on integrating computer science thinking within other subjects.

Cornell Tech’s Levitt is optimistic about the program’s impact, and looks forward to growing the program to learn more. Though it’s a new program, she emphasizes that Ray’s coaching model can be shared with schools and teaching organizations around the country.

“In five years, I’d love us to have more teachers in residence,” said Levitt. “We’re conducting research on the work now, and look forward to sharing what we’ve learned about K-12 CS content coaching with our colleagues in NYC and across the country. We see content coaching as a great way to support computer science integration on a larger scale. I see us as really playing playing a role in disseminating that knowledge.”

The ultimate goal of Cornell Tech’s K-12 Education initiative is to catalyze computer science education so that every student in New York City will have the skills, tools and strategies to build something digital that has meaning to them.

As the first TIR at Cornell Tech, Ray is excited to work with teachers to educate more students for the future while also strengthening community ties. “As a coach it’s not just where you can go, but you’re managing and building relationships with stakeholders at each school,” said Ray. “Teachers, parents, students, the principal: We want our approach to include everyone.”


The mission of the Women in Technology and Entrepreneurship in New York initiative is to facilitate, encourage and enable a significant increase in the participation of women in both higher education and entrepreneurship in fields related to technology in the New York market.

Learn More about the WiTNY program.


In a recent article in The New Yorker, Julia Powles, postdoctoral researcher in technology law and policy at Cornell Tech, writes about legislation passed in December by the New York City Council establishing a task force to examine the city’s “automated decision systems.”

Powles writes:

The end of a politician’s time in office often inspires a turn toward the existential, but few causes are as quixotic as the one chosen by James Vacca, who this month hits his three-term limit as a New York City Council member, representing the East Bronx. Vacca’s nearly four decades in local government could well be defined by a bill that he introduced in August, and that passed last Monday by a unanimous vote. Once signed into law by Mayor Bill de Blasio, the legislation will establish a task force to examine the city’s “automated decision systems”—the computerized algorithms that guide the allocation of everything from police officers and firehouses to public housing and food stamps—with an eye toward making them fairer and more open to scrutiny.

In mid-October, I and some of my colleagues from a group at Cornell Tech that works on algorithmic accountability attended a hearing of the Council’s technology committee to offer testimony on the bill. As Vacca, who chairs the committee, declared at the time, “If we’re going to be governed by machines and algorithms and data, well, they better be transparent.” Many of his constituents, he said, felt that “some inhuman computer is spitting them out and telling them where to go, and, if you don’t like it, lump it.”

Continue reading on The New Yorker website.