Since Mr Musk took the helm, Ms Irwin has helped him break conventions in how Twitter manages user account policy. Read more at straitstimes.com.
SAN FRANCISCO – On a day hundreds of Twitter employees were debating whether to resign, Ms Ella Irwin showed up with a pep talk. Mr Elon Musk had offered her a battlefield promotion to manage trust and safety, the division in charge of limiting harmful posts on the network.
Already, Mr Musk’s antics had spooked major advertisers and led to online harassment for former Twitter executives. Much of the remaining trust and safety staff hoped primarily to change his mind or protect Twitter from him, according to people familiar with the matter – but not Ms Irwin. “Nearly all the people who know how to build safety systems at Twitter have left the company, and those who are still there appear to be unwilling or unable to tell their boss that the things he is asking them to do are dangerous or violate Twitter’s legal commitments,” said Ms Laura Edelson, a computer scientist at New York University who studies online political communication.
Twitter’s decisions are often later probed by politicians and regulators, and so they are typically made with careful documentation pointing to specific policy justifications for the action, the current and former employees say. On Dec 15, when Twitter suspended prominent journalists covering Twitter and Mr Musk, the action was accompanied by an internal note: “Direction of Ella”.
Twitter’s moderation research consortium, introduced in late 2021, is now effectively defunct, with no programme managers left to oversee the work. Dozens of as-yet unpublished – but completed – reports detailing information operations on the platform will likely never become public, according to four former staffers who worked on the studies. In an email, Ms Irwin said she did not know of the reports and could not comment on them.
But within days, it became clear to Mr Roth that Mr Musk would be making decisions unilaterally about Twitter’s rules and whose accounts would get reinstated and banned. He resigned, saying later in a New York Times op-ed that “a Twitter whose policies are defined by edict has little need for a trust and safety function dedicated to its principled development”.
Mr Yusupha Jow, an engineering manager who worked for Ms Irwin at Twilio, said that she was highly organised and relentless at work, traits she picked up during her time at Amazon. “Everything she did required a certain standard of excellence,” he said. But he acknowledged her management style wouldn’t suit everyone. “If you are overly sensitive you probably want to recalibrate.”
Ms Irwin and Mr Roth also directly butted heads in the months before he left the company, according to people familiar with the matter. As part of the review of unnecessary projects, she ordered a pause of work Mr Roth oversaw that scanned the social network for spammy actors or people who wished to inject disinformation into the platform, such as those who spread falsehoods favourable to the Chinese Communist Party, according to four former employees.
On Dec 8, the writer Bari Weiss posted a Twitter thread that purported to show that company employees had covertly blacklisted accounts and tweets; in reality, the documents she shared showed workers earnestly debating the spirit of their content moderation policies. Ms Weiss posted images that only select employees have access to, and can be used to see private details of a user’s profile.
There used to be an entire information security team dedicated to following processes, auditing what staffers were using the tool for, and looking proactively for unusual access patterns, said a former high-level Twitter employee – a team that no longer exists because members either quit or were fired.
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