David Murray is an entrepreneur, computer scientist, and product designer based in Silicon Valley. He is currently CTO of Doctor.com. Originally a product manager at Google from 2006-2008, he received the Google Founders Award and EMG Award for his work on Gmail. After Google, David held several senior product and engineering management positions at start-ups in Silicon Valley and helped run the FFL Accelerator in Palo Alto. He joined Doctor.com through the sale of his company ReferBright in 2014, and he holds a B.S. in CS and HCI from Carnegie Mellon as well as an M.S. in CS (HCI focus) from Stanford. David also writes articles for Forbes on topics like navigating conflict and politics at the workplace which you can find here: https://www.forbes.com/sites/forbestechcouncil/people/davidmurray1/
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At two separate organizations, David started a team in a new city, growing it from just himself to several team members while maintaining the core culture of the main office, and keeping the city connected to the “mother ship.”
David uses strategies of empathy, active listening, and regular communication to ensure that the other executives on his team trusted him and maintained a solid relationship with him.
David worked with a small engineering organization to grow and scale the Quality Assurance team from nothing to a team of 8 QA members doing significant automation.
David has used tactics from his many years of performing professionally, including his college degree in Voice Performance, to often speak and present to his company in an engaging, entertaining way that ensured his messages got across.
David identified and quickly remedied a few situations in which a new employee unintentionally facilitated the creation of a toxic environment.
David mediated many internal conflicts between executives and other team members at his organization using proven counseling techniques.
David has worked with many employees who did not perform their duties at the level needed by the organization, finding ways to manage these employees out in ways that minimize damage to the organization that sometimes can occur.
David worked with several individual contributors to help them grow into the managers they wished to become. In addition, he works with managers to help them understand how to grow and mentor managers of their own.
David has been at many organizations that lost opportunities with candidates who felt a lack of diversity at the organization. As such, he implemented strategies to ensure his current company maintains a pro-diversity culture.
David needed a way to communicate with the rest of the company about how well the engineering team was doing using objective, measurable metrics like other teams. He developed a monthly report to facilitate this purpose with both qualitative and quantitative sections.
David inherited a team with significant technical debt, accrued over years fighting fires for the CEO of the company. Through significant post-morteming and process changes, the team significantly reduced this debt and changed from a reactive culture to a proactive one.
David has used proven research on employee productivity to implement positive changes that resulted in a happier, more productive team that has been incredibly loyal over several years.
David inherited a remote team used to fighting fires for the CEO. He tells us how he stabilized, scaled, and gained the trust of this team from afar.
David iterated with his team over several “agile” approaches as his company grew and evolved. He explains which strategies worked, for how long, and why.
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