David Murray

27 August

David Murray describes a framework for finding and maintaining happiness in your work life and career.

16 April

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.”

16 April

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.

16 April

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.

16 April

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.

16 April

David identified and quickly remedied a few situations in which a new employee unintentionally facilitated the creation of a toxic environment.

16 April

David mediated many internal conflicts between executives and other team members at his organization using proven counseling techniques.

16 April

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.

16 April

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.

16 April

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.

16 April

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.

16 April

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.

16 April

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.

16 April

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.

16 April

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.