[ONLINE MEDIA] Google ("Frenemy") Not a Threat / David Eun / Google's Asian Team
- Google an ally, not a threat, media exec says
David Eun calls the Web ad broker a strategic partner that won't
compete in content.
By Chris Gaither, Times Staff Writer
Profile: David Eun
VP of Content Partnerships, Google
Education: Harvard, B.A., J.D.
Employment: Bain & Co.: management consultant; NBC: VP, business
affairs, NBC Entertainment; VP, NBC Enterprises; Arts Alliance:
partner; Time Warner: chief of staff, Media & Communications Group;
current position since February
Personal: Married, two sons
MOUNTAIN VIEW, CALIF. When some of the world's biggest media and
advertising companies talk about Google Inc., they borrow a term from
the teen flick "Mean Girls."
Google, as they see it, is a "frenemy" an enemy who acts like a
friend, or part friend, part enemy. Martin Sorrell, chairman and
chief executive of advertising giant WPP Group, recently used the
term. He is among the media executives who can't decide whether
Google is trying to help their business or kill it.
That's where David Eun comes in. As vice president of content
partnerships, the former NBC and Time Warner Inc. executive is
Google's ambassador to the television, movie, publishing and local-
With its digital distribution power in high demand, Google has
developed some goodwill in the media business. Whereas Yahoo Inc.,
Microsoft Corp. and AOL are developing original video programming,
Google says it won't create content to compete with traditional
media. Eun and his colleagues have struck deals to distribute MTV
Networks clips on websites that run Google-brokered ads and with CBS,
Universal Music Group and others to distribute video on YouTube,
which Google bought in November for $1.65 billion.
Still, many media and advertising executives are wary of Google's
expanding role in connecting audiences to digital content. The
Internet company is defending against lawsuits brought by publishers
and foreign news organizations alleging improper copying of their
material. Record labels and TV networks are also upset about the
unlicensed posting of their copyrighted works on YouTube.
In an interview at the company's campus in Mountain View, Calif., Eun
reflected on a turbulent year for the media business and made his
case for Google as friend, not foe.
Question: This fall, for the first time in the history of television,
just about every prime-time show was available, legally, the next
day, either for purchase on iTunes or free on the networks' websites.
Is that a promising sign?
Answer: It is a good sign. I think it's just that, though it's a
sign, not necessarily a conclusion of a large strategic shift in the
industry. What it signals to me is that, to their credit, content
owners are willing to experiment.
No one knows exactly how it's going to shake out. But we believe that
if you stay focused on the user and you respect the copyright of the
content owners, then you can work together to try things to learn
and gather information. We think there will be a business one day,
but you need everyone being very thoughtful about it and working
together. It's not like you're going to flip on a switch and all of a
sudden it's as large as the DVD business or the network television
Q: In the evolution of the media, what do you think 2006 is going to
be remembered for?
A: One is the fact that a lot of traditional media companies were
very publicly aggressive about making their programming available on
The second would be the amount of change in the organizations, which
signals that these companies are trying to figure out how to
structure themselves to really understand and benefit from the
Internet, how to create a real business from it.
Third is, you can't ignore YouTube.
Q: What are you learning from YouTube?
A: What we're finding is that there are huge similarities. They're
very dedicated to the user experience. They're really focused
on "What's the best thing we can do for our users?" They really are
committed to working with content owners, as are we. They understand
and respect copyrights, they truly do.
YouTube was doubling down on what we were doing before. They don't
own the content, they're a platform. They're offering tools to
people to upload their stuff.
Q: One of your jobs is to be the guy who says, "We're not the enemy"
to media companies. What do you think when you hear people like
Martin Sorrell call you a "frenemy"?
A: At the end of the day, I just point to actual data. [In the third
quarter], we paid $780 million out to partners in our AdSense
program. Clearly, we do best when our partners do well. Our whole
business model is structured around partnering. As we think about our
mission of connecting users with information beyond Web pages, into
what's printed on newspapers, magazines or a book, or what's on
video we think about it in a partner-centric way.
When people say we're to be feared, I never quite know what to make
of that. You can always opt out: We never force you to work with us.
We typically don't do exclusive deals, so you're never stuck working
with us. And it's public that in most cases we still give the
majority of every dollar we create from a partnership to the
partners, so you still get the lion's share of the money. What about
that sounds so unfriendly?
You have a company that's 8 years old, that's growing very quickly,
that's created a new business approach. And meanwhile, you know,
there are challenges to your current business. So there's a lot of
questions, sometimes a lot of anxiety. Sometimes I think that it's
displaced on us.
We represent the new way of doing things the unknown. A lot of that
is placed on us. We must have an agenda, we must be aspiring to be a
media company, when in fact we have no such aspirations. We kind of
like the way our business runs as it is. If anything, we have an
incentive to make sure our media companies are as successful as
possible so they continue to make great content because we don't do
that, we don't know how to do it.
Q: These media companies see their business threatened, then see
Google making so much money and think they're getting a raw deal. Is
that part of it?
A: Of course. I don't know that it's warranted. No one is forcing
anyone to do anything. I think the benefits flow in both directions.
That's the only way a partnership works. What I hear a lot of times
is people say, "Look what the record labels did for MTV. They gave
[MTV] their content but the record labels didn't get a share of MTV."
But when you think about it, the record labels got a huge benefit.
They were getting promoted and selling their CDs, and at the time
they couldn't get enough of their content on MTV.
It's not as if one is doing another a favor, that it's a charity or
something. If we work with content partners going forward, the only
way it's going to work is if there's mutual benefit.
Q: You're trying hard to convince them that you're a good partner.
Then you acquire YouTube, a company that many media companies have to
spend time trolling for pirated copies of their work. Did the
acquisition hurt your outreach efforts?
A: It's not black or white. If content owners have concerns about
what happens to their business or their content, they're also really
impressed and attracted to the distribution and promotion YouTube can
We know for a fact that there were some companies that were very
vocal about the legal concerns, whose own marketing departments were
uploading content to YouTube. It's a complicated thing. We think
there's huge benefit, and we think there are ways that you can
absolutely respect copyright.
Q: Do you have a professional New Year's resolution?
A: It's an extension of the whole we're-a-friend-not-a-foe line I've
been out there publicly with. I'd like to get to a point where we're
working with media companies and are gathering more information,
where we can point to a larger body of information and success.
2007 is going to be the year of how, hopefully, we really work
closely with a few content owners and absolutely prove how we are a
fantastic technology partner for them.
Our approach to content
Posted by David Eun, VP, Content Partnerships
The Internet has broken down many of the barriers that exist between
people and information - effectively democratizing access to human
knowledge. By typing just a few keywords into a computer you can
learn about almost any subject. Google is one of many organizations
that work to make this possible.
But today only a fraction of the world's information is available
online. Our aim to help organize the world's information and make it
universally accessible and useful means working with a lot of
information newspaper articles (many written over a century ago),
books (of which there are millions), images, videos (including all of
the new footage users are creating), websites, important financial
information and much, much more.
Because we don't own this content, over the years we've come up with
three primary principles to ensure that we respect content owners and
protect their rights:
** we respect copyright;
** we let owners choose whether we index their content in our
** we try to bring benefit back to content owners by partnering with
There are many legal rights that help protect content. Among the most
important is copyright. Content creators deserve to be rewarded for
their creative work -- and copyright law is fundamental to ensuring
that as well as fostering future creativity. While protecting the
rights of owners, those laws also encourage others to make use of
content in limited ways. That's why newspapers are allowed to include
short quotations from in-copyright books in their reviews. That's
also why search engines can show snippets (small excerpts) of text in
their results. Copyright owners benefit from these types of usage
because they help to publicize their works.
Google News is a good example of how Google protects copyright in
practice. We index the content of thousands of news sources online.
When users go to Google News, they see only headlines, snippets and
image thumbnails from the relevant news articles. If people want to
read the story, they must click through links in our results to the
Google Book Search is another example. We're digitizing and indexing
millions of books as part of our effort to make these works as easily
found as web sites are today. Some of these books are in the public
domain. For those, we will show the full text of the book. Other
books are in copyright. For these we show only bibliographic
information and a few snippets of text, unless we have the owners'
prior permission to show more.
There are also times when, in addition to securing permission, we pay
for greater use of content. For example, we've agreed to pay the
Associated Press (AP) for the right to make new uses of its news
content uses that go beyond the limited uses permitted by copyright
laws. This use of AP's content will make our services even more
valuable. We also license content from third parties for several
other Google services such as Google Earth Google Finance and Google
Letting content owners choose
Even if use of their work would be perfectly legal, we respect the
wishes of content owners. For example, if a content owner asks us to
remove his or her content from our web search results, we do. If a
newspaper does not want to be part of Google News, we take the
paper's stories out. And if publishers would prefer not to have their
books included in Google Book Search, we honor their request. It's
simple: we always allow content owners to opt out quickly and
Of course, some people argue that we should be asking content owners
to opt in, not requiring them to opt out. Google aims to provide
comprehensive search results. This would be impossible in a world
where permission simply to index (which is entirely legal) was
necessary. But we also believe that opt-out rather than opt-in
benefits not just Google users, but also content owners. If content
isn't indexed it can't be searched. And if it can't be searched, how
can it be found? Imagine a library with no index of titles or
subjects of the books on its shelves, or no catalogue of the authors
who wrote them.
Benefitting content owners
There are around one billion people online today -- all of them
wanting access to information. We partner with publishers, news
organizations and others to help them to reach a wider global
audience. By enabling people to discover information, Google drives
web traffic, customer queries, advertising revenues and sales to our
partners, both online and offline.
Take our AdSense advertising program. We display ads on thousands of
partners' websites and we let them keep the majority of the revenue
generated. The same is true for our Book Search publisher partners
they keep the lion's share of the advertising on the books they
include in our program. And Google Video helps media companies
generate revenues in a number of different ways. They can upload
their videos and share them freely with millions of users globally,
generating awareness for their content and some may sell their
videos through our online store. We also place ads within videos on
Google Video and throughout our AdSense network through a new product
called Adsense for Video -- and as with AdSense and Book Search, we
share the money with the content owner.
And we have other initiatives to help our partners sell their
content. In Google News, we work with some companies whose content is
only available via subscription. We index their content and then when
people click on their story we link them to the site where they can
purchase the individual story, login if they are a subscriber, or
subscribe to the paper. And we recently added a feature to Google
News which enables searchers to find historical articles, many of
which are only available from the owner for a fee.
Protecting content owners' rights, respecting their wishes, helping
to reward them for their creative endeavors these are the primary
principles that guide Google's approach. We believe it's the best way
to make the world's information universally accessible and useful.
Vice President, Content Partnerships
David oversees Google's partnerships and alliances with leading
providers of content and information. In this capacity, he directs
the business development and operational execution of deals with
Google's print, multimedia, and local content partners. He also works
closely with Google's product management and engineering
organizations to develop new products and services with this content.
Prior to joining Google, David was at Time Warner as the Chief of
Staff for the Media & Communications Group. There, he worked on
strategy, operations, and new business formation, particularly in
digital distribution and services. Before joining Time Warner, he was
a partner at Arts Alliance, a trans-Atlantic venture capital firm
focusing on digital media, information technology and business
David started his career in media at NBC, where he led some of NBC's
first cross-media partnerships involving television programming, on-
air promotion, direct response marketing, third party websites, and
retail entertainment products. He is a former management consultant
with Bain & Co.
David is a graduate of Harvard Law School and Harvard College, where
he graduated Magna Cum Laude in Government.
Google Video distribution, MTV deal
As previously reported, Google announced a new program allowing users
to distribute ad-sponsored video streaming on websites and blogs.
Google kicks-off its trial later this month in a partnership with
MTV. I spoke with David Eun, VP of Google Content Partnerships, to
get more detail.
Google plans to use the trial period as experimental research to
determine the final layout of ad types and the pricing systems. For
the trial, MTV will sell and serve its own ads. The ads will be video
spliced into the content, for the trial and forward.
Google has not yet revealed other partnership negotiations in the
wing, but an established deal with Viacom's MTV begs speculation
about future deals on Viacom's full array of content subsidiaries.
The biggest challenge Eun foresees is ramping up business development
to the expectations of their partners.
Google says publishers, advertisers and content owners are relying
more on Google as a network supporting media distribution--first for
hosting, then serving, and now monetizing.
With a stress on scale, Eun said that the technology and publisher
network already exists in the AdSense network.
“We already have thousands of advertisers and content owners in
our network. And now we can work together to make more money for
everyone involved,” he todl me. Eun muses that this “will
hopefully turn into a virtuous circle.”
Eun did not detail if ads would continue to be sold algorithmically,
or directly by Google's ad sales team.
Google Sees Content Deals
As Key to Long-Term Growth
By KEVIN J. DELANEY
Google Inc. drew the ire of media and entertainment companies last
year with audacious moves to search new information such as video and
books. Now, in a reversal of those missteps, the Internet giant is
bringing some of the biggest traditional content owners into its camp
and sharing revenue with them.
Last Monday, the Mountain View, Calif., company announced a deal to
distribute video from Viacom Inc.'s MTV Networks on the Web and a
separate agreement with News Corp.'s Fox Interactive Media division
to provide it with search technology and broker advertising. Google
has pledged $900 million in minimum payments to Fox under the tie-up.
Google also recently said it would license content from the
Associated Press news agency as part of a new, unspecified service.
And Google has said there are likely more such deals to come.
Google's improved relationships with media and entertainment
companies reflects the confidence those companies have gained in
online distribution in the past year, amid rapid growth in Americans'
consumption of Web video and other Internet content.
But just as importantly, it illustrates a coming of age in Google's
approach to the owners of content it wants to search. One key
development: Google has recruited executives from the media and
entertainment industries in the past year to negotiate with those
companies. Led by David Eun, a Time Warner Inc. and NBC alum who
joined Google in February, these teams are prowling for deals and
courting potential content partners with visits to Google's Silicon
Now "we can approach them (the media and entertainment firms) in a
way that we can actually do business together and not screw things
up," said Google Chief Executive Eric Schmidt at a press conference
Making such tie-ups work is crucial to Google's long-term advertising
revenue growth, providing the company with additional places to
display lucrative ads, such as alongside video clips. It's also key
to Google's mission of letting consumers search the world's
information. For years, individuals could access billions of Web
pages through Google, which the company indexed without their owners'
explicit permission. Now the company is trying to extend that search
to diverse sets of commercial information, including movies and books.
Google alienated some content owners as it intensified such efforts
in 2005, and those concerns haven't totally subsided. Separate
lawsuits filed last year by five major book publishers, an authors'
trade association and the Agence France Presse news service alleging
that Google is abusing their copyrights are still pending. Some
content owners, wary of Google's power, are lining up with smaller
advertising and distribution networks.
"The biggest challenge is explaining to them we're friend and not
foe," says Mr. Eun, 39 years old, Google's vice president of content
In one miscue, Google in late 2004 recorded TV programs on its
computers with the intention of letting consumers do some limited
searches of them. It did so without TV companies' permission, and
only notified some of them days before the service's January 2005
launch. Executives at CBS and Warner Bros. television, a unit of Time
Warner Inc., were among those who asked Google to back off, citing
possible copyright violations.
Google "didn't show proper respect for us as potential partners,"
said Larry Kramer, president of digital media at CBS, last year. (CBS
in January announced a deal to distribute episodes of several shows,
including "CSI" and "Survivor," through Google Video. "We're quite
happy with them," Mr. Kramer says now. "They have more people who
have taken more time to understand the business of their partners.")
Google's program to digitize millions of books in university and
public libraries, launched in late 2004, also triggered the lawsuits
last year from publishers and authors. Those groups objected to
Google's scanning of copyrighted works without permission. Google
was "freeloading on the talent and property of authors and
publishers," the Association of American Publishers trade group said
in an October statement.
Google executives say they never intended to own content themselves
or steamroll the owners of information.
Despite these missteps, partnerships with Google remained attractive
to media and entertainment firms because of its reach to consumers
and the numerous advertisers buying online ads through its system.
Google has far outpaced Yahoo Inc. and other rivals in maximizing the
revenue it generates each time it displays a search ad, partly by
showing ads more likely to appeal to users based on how the ads
performed in the past. That efficiency and its broad reach on the Web
allow it to promise more money to content owners, with whom it shares
the majority of revenue from ads its brokers. In December, Google
beat out Microsoft Corp. for a search advertising and technology pact
with Time Warner's AOL unit that included Google's paying $1 billion
for a stake in AOL.
Importantly, Google has worked on offering commercial content free to
consumers online financed by advertising, a model with high usage and
remuneration potential. In one experiment, it provided free ad-
supported access to full-length commercial videos consumers usually
need to pay for, ranging from old cartoons to the Charlie Rose Show.
Major content owners are growing more comfortable with such ad-
supported distribution online.
Now Mr. Eun, a Harvard law school graduate who worked on Internet
deals at NBC in the 1990s and more recently helped oversee Time
Warner's Media and Communications Group, has launched a partnership
offensive. He says his team is signing hundreds of content deals each
quarter in the areas of video, books and other print publications,
and local content such as maps and guides.
Mr. Eun uses his Old Media pedigree to reassure traditional media and
entertainment companies. Specialized deal teams identify potential
partners and bring them to Google's headquarters to meet with staff
who explain how the company's business works.
In MTV's case, discussions leading to last week's deal got started
after Michael Wolf, President and Chief Operating Officer of MTV
Networks, contacted Mr. Schmidt earlier this year. Mr. Schmidt handed
off the negotiations to Mr. Eun's group, which brought MTV's team to
Google's headquarters for a daylong meeting. "Throughout the
discussions we've had with Google they've been respectful of our
brand, respectful of our content," says Mr.Wolf.
While Mr. Eun declines to specify his team's size, Google earlier
this year hired executive recruiters Spencer Stuart to find two
additional executives to report to him, says a person familiar with
the matter. One executive is to focus on working with premium content
providers such as TV networks and movie studios, and the other with
owners of archival TV, radio and training film footage, this person
says. Google recently filled the spots with Yahoo and NBC Universal
alums, the person says.
In the books area, Google says it has recently recruited individuals
from publishers Random House Inc., Reed Elsevier and Farrar, Straus
and Giroux to cut deals and work with the publishers. Google last
year also set up an advisory council of about a dozen senior
publishing industry executives, with whom it meets roughly once a
quarter. The company previews upcoming changes to its book search
service with the group, and solicits their concerns.
"We see that they've listened and they've done what we've been
talking about," says Gordon Tibbitts, U.S. President at scholarly
publisher Blackwell Publishing Ltd. of Oxford.
Still, critics haven't gone away. "Everybody needs to be careful when
dealing with somebody who has a different point of view from the
mainstream" on copyright, says Joshua Kaufman, a lawyer representing
the AFP in its suit against Google. Scott Bailey, a general manager
for business operations at Time Warner's Turner Sports New Media
unit, for one, says he wonders whether Google services will undermine
some content owners' own. "There's a fine line between competitors
and partners," Mr. Bailey says.
Google's Eun Plays Matchmaker
By Joel Topcik -- Broadcasting & Cable
When media companies bristle at the increasing prominence of Google
in their industry, David Eun feels their pain. As a former executive
at NBC and Time Warner, he knows that world well. But he has a
message for those who are anxious about Google's ever-growing
capacity to index and distribute their content: We come in peace.
"We are not the enemy," says Eun, Google's VP of content
partnerships. "We're not looking to be a media company. We provide
technology and the tools and services to help content owners reach
their objectives in the digital space."
Since joining Google in February, Eun has been the company's
ambassador to media companies and providers of print, multimedia and
local content (such as maps and satellite images). And as the search
engine evolves into one of the leading aggregators of online video
particularly with this month's agreement to acquire video-sharing
site YouTubehe is drawing on his background to partner with TV
STRADDLING THE OLD AND NEW WORLDS
In truth, Eun has straddled the worlds of old and new media since he
left his job consulting on technology issues for Bain & Co. in San
Francisco to work for NBC Entertainment in 1995.
As VP of business affairs, he worked on the nascent NBC.com,
exploring new-media possibilities for NBC shows, including an online
extension for Homicide: Life on the Street that used images of the
series' actors and sets to illustrate text-based stories.
In 1997, Warren Littlefield, then president of NBC Entertainment,
picked Eun to join an internal working group of "young guns" to help
lead the network into the "future of TV." Eun started NBC
Enterprises' Strategic Ventures Group, charged with creating new
businesses and promotional opportunities for the network's programs.
The group started a publishing imprint as well as a music label,
which released a Billboard-charting soundtrack to NBC's 1999
miniseries The Sixties with Polygram. Even though Polygram's studio
co-produced the program, getting it to approve use of the show's
artwork on the CD cover was an early lesson for Eun in the hazards of
sharing content. "You'd think that would've been easy," he says.
Littlefield was immediately impressed with Eun's strategic
acumen. "If you were to sit in a large, executive power meeting," he
says, "David would be the quiet guy in the corner who, at the end of
the meeting, everyone would agree, 'We better listen to that guy
because he has all the answers."
After moving on to be a partner at venture-capital firm Arts
Alliance, where he targeted tech startups (including the digital
video site Atom Films), Eun joined Time Warner as chief of staff to
Don Logan, who headed the Media & Communications Group.
Logan praises Eun's ability to "cut across division lines," a skill
he says serves Eun well at Google "in terms of having to go out and
talk to different content companies and different people inside his
own organization and build bridges between all of those groups."
REASSURING CONTENT PROVIDERS
When Eun joined Google, the company was still smarting over charges
that its indexing of published content, including newspapers and
books, violated copyright laws. In video-based deals leading up to
the YouTube agreement (including an August deal with Viacom to
distribute and share ad revenue on clips from MTV Networks), Eun has
worked to reassure content providers that Google is committed to
protecting their copyrights.
He cites Google's and YouTube's recent deals with Sony-BMG, Universal
Music Group and CBS as evidence that their partnership will "respect
the rights of content owners," not trample over them.
"It isn't about 'either/or' thinking," Eun says. "This is an 'and'
For Littlefield, the fact that "the most exciting company on the map
today" has asked Eun to play so crucial a strategic role "is one more
indication to me of just how smart they are at Google."
ASIAN MEMBERS OF GOOGLE
Vice President, Engineering, Product, and Public Affairs & President,
Kai-Fu joined Google in 2005 to develop the company's operations in
China. He is responsible for all engineering, product development and
public affairs activities there.
From 1998 to 2005, Kai-Fu was at Microsoft as a corporate vice
president responsible for advanced natural language and user
interface technologies. He also founded Microsoft Research Asia,
which has since become one of the best research centers in the world.
From 1996 to 1998, Kai-Fu was president of Cosmo Software, a
subsidiary of Silicon Graphics, Inc. (SGI). There he was responsible
for several product lines and the company's web strategy. Before
joining SGI, Lee spent 6 years at Apple Computer, most recently as
vice president of the company's interactive media group, which
developed QuickTime, QuickDraw 3D, QuickTime VR and PlainTalk speech
In addition, from 1988 to 1990 Kai-Fu was assistant professor at
Carnegie Mellon University, where he developed the world's first
speaker-independent continuous speech-recognition system. This system
was selected as the "Most Important Innovation of 1988" by
BusinessWeek. While at Carnegie Mellon, Kai-Fu also developed the
computer program that plays the game "Othello," which defeated the
human world champion in 1988.
Kai-Fu holds a Ph.D. in Computer Science from Carnegie Mellon
University and a B.S. in Computer Science with highest honors from
Columbia University. He is a Fellow of the IEEE.
Sukhinder Singh Cassidy
Vice President, Asia-Pacific & Latin America Operations
Sukhinder Singh Cassidy is Google's Vice President for Asia-Pacific &
Latin America Operations. In this role, she is responsible for all of
Google's sales operations in these regions. Sukhinder also oversees
the company's local search and channel initiatives globally.
Prior to joining Google, Sukhinder was Co-founder and Senior Vice
President of Business Development for Yodlee.com Inc., a leading
solutions provider to the global financial services industry. From
1999 to 2003, she was responsible for building Yodlee's client base
and revenues, signing agreements with companies such as Citigroup, JP
Morgan Chase, Merrill Lynch, Morgan Stanley Dean Witter, Bank of
America, Wachovia, Yahoo!, Microsoft, and AOL. For her work at Yodlee
and in the industry, Sukhinder has been profiled in publications
including Business Week Online, Canada Post, and Innovation Nation, a
book profiling Canadian business leaders (Jossey-Bass, 2002).
Prior to joining Yodlee, Sukhinder worked in strategy and business
development in Silicon Valley for leading e-commerce providers
Amazon.com, and Junglee Corporation, and in New York and London with
investment bank Merrill Lynch as well as pay television provider
British Sky Broadcasting.
Sukhinder is a graduate of the Ivey School of Business Administration
at the University of Western Ontario, Canada.
Vice President, Sales and Business Development & President, Greater
Johnny joined the Google team in China in October 2005, where he is
responsible for building Google's sales and channel businesses, and
expanding the company's strategic partnerships in the region.
Johnny came to Google from UT Starcom, where he was president of the
company's China operations for 9 years. Before that, he was director
for wireless systems and software at Lucent Technologies (formerly
AT&T) Microelectronics IC group. From 1993 to 1995, as Technical
Manager of AT&T's Global Wireless product group, he led multiple
development teams for handset and wireless personal base station
products. Earlier, he led the team for advanced digital communication
research at Bell Labs.
Born in Ningbo, China, Johnny holds an M.S. in Engineering from
Princeton University, a M.B.A. from Rutgers University, and a B.S. in
Electrical Engineering from City College of New York. He also studied
computer science in Fudan University in Shanghai.
Vice President, Product Management
Salar oversees Google's advertising and monetization products,
including the AdWords program. He joined Google in 1999. During his
first year, he created the company's first business plan and was
responsible for its legal and finance functions. From there, Salar
became a founding member of Google's product team, where he worked on
consumer projects including the acquisition of DejaNews and the
subsequent launch of Google Groups. In 2001, Salar led a small
engineering team to define and launch the AdWords product in order to
monetize the company's growing search traffic. Later, AdWords served
as the foundation for Google's syndication on partner sites,
including AOL, and today serves as the engine that drives Google's
Salar earned his B.S. in Biological Sciences with Honors from
Vice President &General Manager, Google Japan
Norio Murakami joined Google Japan in April 2003. In his role as Vice
President & General Manager, he is responsible for all aspects of
Google's business in Japan.
Before joining Google, Norio was President of Docent Japan, where he
established the Japanese subsidiary in November 2001. He built a
solid foundation of leadership for Docent in Japan and in the e-
learning industry generally through many partnerships including
those with Accenture, NEC, and Works Applications.
From 1997 to 1999, Norio was President & CEO of Northern Telecom
Japan. In this capacity, he successfully merged and integrated the
company with Bay Networks Japan, whose parent company had been
acquired by Northern Telecom, and was later re-named Nortel Networks
Japan. With the transformation of the business from circuit switching
to IP, Norio increased the company's revenue and profitability to a
historic high in 2000. Through mid-2001, he served as President & CEO
of Nortel Networks Japan.
Norio started his career as an engineer for minicomputer systems at
Hitachi Electronics K.K. In addition to his service at Northern
Telecom, he has held a number of management roles such as the CEO-
Japan & VP-Corporate for Informix, and as a member of the Board of
Directors for Marketing at Digital Equipment Corporation (DEC) Japan.
This affiliation also included a five-year assignment at DEC
headquarters in Massachusetts.
Norio graduated from Kyoto University with a B.S. in Engineering.
Vice President, Marketing
As vice president, Marketing, David Lawee has global responsibility
for all Google marketing activities. His worldwide mandate
encompasses product marketing, field marketing, customer analytics,
creative and advertising, as well as directing all of Google's
regional marketing groups in Europe, the Middle East, Africa, Asia-
Pacific and Latin America.
Initially hired to expand Corporate Development at Google, David
brings significant entrepreneurial and general management experience
to his role. David co-founded Xfire, a leading online gaming
community, where he led product development, marketing and
international business development. Within 2 years of launch, Xfire
became the fastest growing Internet gaming site with over 5 million
registered users. Xfire was sold to Viacom in early 2006.
David's prior experience includes co-founding 3 other startups
including Mosaic Venture Partners, a leading Toronto-based venture
capital firm. He also worked as a management consultant at McKinsey &
Company where he served a wide variety of multi-national clients.
David holds degrees in Law and Philosophy from McGill University and
the University of Western Ontario respectively, as well as an MBA
from University of Chicago.
Senior Vice President, Global Sales & Business Development
Omid Kordestani is the Senior Vice President of Global Sales and
Business Development. He is directly responsible for Google's
worldwide revenue generation efforts as well as the day-to-day
operations of the company's sales organization. He joined in May 1999
as Google's "business founder," leading the development and
implementation of the company's initial business model. Since then he
has brought Google to profitability in record time, generating more
than $6 billion in revenue in 2005.
Omid has more than 20 years of high technology consumer and
enterprise experience, holding key positions at several startups,
including Internet pioneer Netscape Communications. As vice president
of Business Development and Sales, he grew Netscape's online revenue
from an annual run-rate of $88 million to more than $200 million in
Prior to Netscape, he held positions in marketing, product
management, and business development at The 3DO Company, Go
Corporation, and Hewlett-Packard.
Omid received an MBA from the Stanford Graduate School of Business in
1991 and a Bachelor of Science degree in electrical engineering from
San Jose State University in 1984.