In 2019, I was one of a few coworkers who came together after Google retaliated against workers for speaking out about its CBP contracts. All we had was a shared idea for a union. Today, we're a real organization with over 1,000 members and over 100 active organizers, and our campaigns like Googlers for Job Security have reached thousands of Google workers and won important victories. I'm proud of what we've accomplished together and honored to have served as president through that growth. But we're still at the beginning. Our union isn't yet the factor in Google's decision making that we want it to be, and I'm running again because I believe that together we can make it one.

Our power comes from people standing together. That's why my top priority is to grow AWU by thousands of members over the next three years. Many Googlers share our vision and want a voice at work, but most have never been asked to join. Our union has laid a strong foundation to change that by building organizing committees, chapters and national campaigns. That work is paying off: FTE membership and member retention are both at all-time highs. We have never been in a better position to build our union.

But history shows movements like ours grow most explosively in big moments, when it becomes crystal clear that change is necessary and collective action is the way to get there. That was the 2018 Walkout. That was the 2023 layoffs, when hundreds of coworkers joined almost overnight. I believe more moments like these are on the horizon.

AI is rapidly changing our work and our society. Our immigrant rights, labor rights and civil rights are under attack, and the same executives eroding our job security are backing the politicians carrying out this right-wing agenda. They're shaping the technology we build around their vision for the world. Our union can and must be the vehicle that gives us a voice in shaping our workplace and the world we live in.

Being ready for the next moment means putting the union in front of every Googler. We'll strengthen chapters and organizing committees, build new ones where we don't have them, bring on more staff to support members, and expand our comms so the union is impossible to ignore.

A union of thousands needs more organizers and leaders, so we'll make it easier for every member to take action. In 2024, I spearheaded our Leadership Summits, which helped develop the organizers driving our chapters today. We plan to build on this with more trainings and events that deepen skills, political education, relationships and trust we need to move as one organization when it matters most.

The next moment is coming. I'm running alongside Alan for Organizing Chair and Olivia for Vice President as GROW: Grow our Ranks, Organize to Win. We share a vision of our union meeting that moment bigger and better organized than ever, and that's why we're asking for your vote.

I want to be honest about why I'm running. It isn't because I've done the most organizing in this union. I haven't. I'm a software developer in Seattle, I've been at Google about five years, and I joined AWU for a simple reason: we should have a say in the direction of our work and in how it gets used, and that shouldn't be a privilege reserved for the people at the top.

Here's the thing I keep coming back to.

This year I co-wrote the Googlers Against ICE resolution. When it went to a vote, nearly 500 members voted on it. Fewer than 300 voted in last year's board election. I remember how that result felt: like people had been waiting to be asked.

Most of the time, members are treated as an audience instead of as the people who run the place. By the union's records, 121 members logged their first organizing conversation in 2024, 76 in 2025, and 31 so far this year. 36 people log nearly 80% of conversations we have.

I'm not saying that to run anybody down. The people who started this union built it from nothing, and they won real things, like the VEPs that thousands of people relied on. I'm grateful for that. But starting a union and growing one are different jobs, and we've only finished one of them.

Google isn't worried about whether we look unified. Google is only counting our numbers. Thirteen hundred of us, or thirteen thousand. On AI, on ICE, on the Department of War, the number is the argument. And the number only grows when more of us know how to bring in the next person.

So here's what I'll do, plainly, and what I'll take to a vote where one is required.

Ask everyone. A listening campaign in my first ninety days, run by members, with anyone who wants to help trained to do it. Results published, and the next campaigns built from what you say.

Training on a schedule, in every office, with every new organizer paired with an experienced one. My job isn't to be the one person you see. It's to make a hundred of them.  

A way to start something. Any five members with a written plan get a recognized working group, a board contact, and a small monthly budget.

Meetings you can plan around. Our bylaws let members set the meeting schedule by vote. I'll put a quarterly schedule to that vote, with written reports sent beforehand so the time goes to your proposals.

And the TVC chair we were promised goes into the bylaws, by your vote.

I'm running with Justin Falcone for Organizing Chair. Justin understands how important it is to build an actual community of empowered local leaders. And together, we’ll do exactly that.

You deserve a union that asks you what you want and then helps you go do it. We'll ask, we'll listen, and we’ll all grow this union together.

I'm Olivia Asemota, a software engineer on Google Maps. I’m running for Vice President of AWU alongside Parul for President and Alan for Organizing Chair under a name that captures our vision: GROW (Grow our Ranks, Organize to Win).

I joined AWU in 2023 after watching coworkers and friends lose their jobs in the mass layoffs that year. That event solidified a burgeoning belief for me: Google is not what it used to be, but I know we can make it better. Coming out of that experience, I knew I wanted to be part of something that could lead that change. That is why I joined AWU and became an active organizer.

I began my journey in the Bay Area, helping to build a strong organizing committee in the San Francisco office and supporting AWU’s work throughout the Bay Area. In late 2025, I relocated to New York City and am now a proud member of the NY organizing committee. Having organized in AWU chapters on both coasts, I've shared lessons and built connections between chapters across the country.

I'm running for Vice President of AWU because the tech industry and society are nearing an inflection point. AWU has been at the forefront of organizing Big Tech, and I'm extremely proud of what our union has achieved this far. But we need to urgently expand our work to meet the political moment of our time. Artificial intelligence is being talked about everywhere today – making sure workers have a clear say in how it is implemented and used will be integral to preventing abuse of this technology. Over the last three years, Parul, Alan, and I have built a shared vision for where our union needs to go, and I believe we're a strong, experienced team that can lead us there.

In my three years as VP, my priority has been growing our union by working closely with members across AWU to build deeper connections and a shared direction. I helped host our first leadership summits, and I've represented AWU at Labor Notes and CWA conventions to build our reputation in the wider labor movement. Together, we've brought the union into a new phase. New organizing committees at several key Google sites showed us we're capable of leading a major campaign at Google. The Googlers for Job Security campaign sharpened our skills as organizers and grew our reach across the company. Just as importantly, it built a base of members who can act together toward a shared goal. That foundation is what will carry us into new campaigns and let us capture the political energy building in the tech industry.

AWU has the massive potential to meet the uncertain moments of AI. It’s the work of the leaders across AWU that will be able to get us there. I’m proud to stand by each and every AWU member to make the goal of a unionized tech industry a reality, and I would be honored to serve as your Vice President again.

Let me take you to November 2024, a week after Trump’s election. I attend an AWU chapter meeting. I'm afraid for my neighbors, my coworkers, and my country. I know that our employer will align with the administration -- as they had with many other authoritarian regimes -- and our work will have some part in the terror to come. But I believe that collective labor action is the most powerful tool we have to resist, and who better to organize this than AWU?

Then union leadership tells us that we are going to focus 100% of our organizing efforts on the job security campaign.

In the following year, every AWU member I talk to is worried about the same things I am. AWU shows up in force for pickets and marches. When ICE is running their terror campaign in Minnesota, our union members are protesting in the streets. Yet in our workplace -- in how we talk to our fellow workers, in how we talk to management -- none of this figures in at all.

Instead it is No Tech for Apartheid that organizes the Googlers Against ICE petition: we want to protect our coworkers from ICE raids, and we want to know how our products are being used by DHS. These seem like obvious things for a union to care about, but our current leadership was unwilling to endorse this.

NOTA is not equipped to be, nor is it meant to be, a labor union. They can have a narrow political focus; we at AWU are trying to build something that represents the whole worker, and every worker, in a way that they are not. It is our responsibility to care about job security for every worker, regardless of their politics. Class solidarity is the foundation of organized labor.

But we must also have principles. What good is job security if the product is cloud computing for the secret police? What good is job security if we let our immigrant coworkers be brutalized and deported, if we let our trans coworkers be driven out of public life? And, frankly, what kind of negotiating position do we put ourselves in when we tell management our top priority is the terms of our severance package?

Job security is not enough. We're not going to build power by finding the one thing everybody agrees on. We're going to build power by finding lots of different things that get different people fired up, and then bringing all those different groups together.

That's how I see the Organizing Chair's job: whatever brings someone to AWU, whether it's layoffs, AI, or ICE, they should find training, an experienced organizer to learn from, and other members who care about the same thing. Right now, 146 members who used to organize have stopped, and most of them were never asked why.  

I'm running with Shane Sonderly because we want to build the same thing: a union that grows by making more organizers, and keeping them.

Seven years ago, Google retaliated against my coworkers for speaking up about a CBP contract. I've been organizing ever since. I watched the 2023 and 2024 mass layoffs, helped build a strong chapter in my office, and was elected Organizing Chair on our Executive Board.

When I started, our national Organizing Committee was small and disconnected from day-to-day organizing. Working with our staff, I formed it into a structure that brought our union's site-based organizing committees and chapters together to coordinate our first national actions and build our first national campaign, leading to VEPs, our biggest wins yet! Next, I want to support our chapters' growing leadership, bring new organizing committees into what is now the International Organizing Committee (IOC), and strengthen it as a space for sharing lessons and tactics. I also want to facilitate cross-chapter connections through discussion and meeting spaces beyond IOC meetings. The relationships and trust built there let us move together as one union.

I'm proud of what our union has achieved, and I'm running again because we've only scratched the surface of what we can do. In April, I helped lead us in shifting our growth strategy. This idea draws on a core lesson from the labor movement: roughly a quarter of workers start out already positive toward our union. At a workplace our size, that's a huge swath of people, many of whom have never been asked to join. Instead of focusing only on people we knew personally or on a single issue, we set out to have at least one good one-on-one conversation with as many coworkers as possible, share our union's vision, and make a compelling ask to join. To get better at these conversations quickly, newer organizers paired with staff organizers. I started with my home office, Cambridge, where we could experiment quickly. It's already working: over 7% of the more than 2,200 people in our Cambridge office are now AWU members.

Cambridge was only the start. As Organizing Chair, my job is to think beyond my own chapter to our entire union, especially our biggest offices. We quickly expanded the approach to MTV and NYC, kicking off some of our fastest growth yet. It's helping us grow everywhere we bring it, and I know we can keep expanding and refining it.

This organizing strategy isn't happening in a vacuum. AI is rapidly changing our jobs. We don't know what the last two years of Trump 2.0 will involve, but we know Sundar won't make the same choices that we as workers would. I look forward to helping us improve at reacting nimbly, like the H-1B visa press conference, without compromising our ability to drive issues over extended periods. We have enormous opportunities ahead and together we can rise to meet them. If you believe in this vision, I'm asking you to vote for me, Parul for President and Olivia for Vice President as the GROW slate, which captures our vision: Grow our Ranks, Organize to Win.

I joined AWU because I believe in democracy, and that includes a democratic workplace with a say for all our coworkers. 

To that end, we need better strategy, better internal communication, good staff management, and an urgency that gives us a chance to win a real voice at work within the next couple of years. I intend to make these changes as Organizing Chair, and I have the track record and experience to back it up. 

Strategy. 

AWU needs a strategy: a credible plan to win. Even among our most effective and dedicated organizers, I don't see that conversation happening at the level it needs to. 

I’ve been leading from the ground and experimenting with strategies for two years: Rallying people to respond to and organize around smaller layoffs. Bringing Share My Salary, the longest-running collective action campaign at Google, into our union. Monitoring Google’s compliance with labor law and publicly asking the City and State to hold Google accountable when Google breaks the law. I didn't do these alone, or write a doc and walkaway: These came together by drawing in smart organizers and newly-energized members and coworkers and harnessing our collective intelligence and energy. I want to empower members to organize by providing clear process, structure, and norms that give new initiatives a pipeline: from experiment to repeatable playbook. 

Urgency. 

We need to grow to a point where we have strategic leverage, and soon. 

Either AI will live up to its hype, or it won’t. Both extremes are bad for Google workers, and investor pressure is growing. 

Many of our coworkers are understandably skeptical that our union is the right solution to the problems we face at Google today. If the vision is “one day far in the future this effort will solve these problems,” we are not going to make progress. I want to align our organizers on a credible plan to win in the next 2-4 years. 

Focus on Growth Sites. 

The SF Bay represents ~40% of US/Canada FTEs and thousands of TVCs. This is a unique location that needs investment to make AWU successful. Not having a nearby board member has limited our access to information and decisions, while understaffing limits our ability to execute. Additionally, we've acutely felt a need for good management of staff - over half of AWU's staff have turned over in the last year. 

Communication and Participation. 

Communication structures and systems need to be a top priority of the board. Currently, important news about changes in our workplace and our union does not travel. 

Despite their best intentions, I think our board has been too opaque, even to committed organizers. That has negatively impacted leadership development and the ability for us to act quickly. Even complex topics should be passed down to membership via organizing structures. 

I am deeply involved in union-wide organizing. I’ve worked to build bridges across AWU, between TVCs and FTEs, and between sites - I have organized in-person in Cambridge, Chicago, Seattle, and New York.  

My name is Yurie Murayama, and I’m running to be your TVC Chair this year. I’m a vendor with Highspring, and have been with Highspring (and Google) for seven years, AWU for four, and the TVC Committee for our entire first year together. In those years, I’ve learned some things: one, Google treats its Extended Workforce as expendable, squeezed now while it’s useful and bricked later when it’s not. Two, AWU is in a constant cycle of putting the big picture together now and leaving the little things to be fixed later. Three, we need an Executive Board that communicates proactively and responsibly, sooner rather than later.

But later can be now. Already, Google retaliates against TVC organizing. Already, we forget that on-campus meetings are easy for FTEs and hard for staff and TVCs to get into. Already, members express frustration with each other’s reliability, reachability, and accountability. These are the extra miles that we all want to expect, but have had to leave for later in favor of what’s needed now.

Later can be now. We can defend the future of TVC organizing by doing research quietly, growing our network across companies, and building a system that can last beyond any individual. We can make our events and actions accessible by reminding ourselves to define exactly who we need to reach, what we want them to do, and how they will or won’t be able to do it. We can prevent misunderstandings by reliably repeating all messaging in every medium, proactively reaching out with our own announcements, and holding each other accountable to do the same.

Later can be now because we already know how to. Already in these years that I have spent in our Committee, in our union, in our workplace, I have been a communicator. I already have been writing the Budget Committee’s member-facing documents, already have been clarifying our yearly plans in charts and chats and calls, already have been posting about recent and upcoming events on corp and off. I already have been advising FTEs about the limitations of TVC organizing, already have been guarding the history of TVC organizing, already have been carving space for the next TVC organizers.

I want to serve you in our union – I always have. I want to be the builder of a machine that will protect our most vulnerable workers. I want to be the voice that reminds us who’s being left out. I want to be the herald that we trust to keep us all informed about what’s happening now, sooner, for later. TVC Chair is a unique position that needs to be aware of our research projects, be approachable to prospective and current members, be articulate about what we have learned and what we need next. I believe I am what we need. I want to be your TVC Chair.

My name is Kirn Gill II and I am a Search Quality Rater with TELUS Digital. I joined TELUS in August of 2024 and joined Alphabet Workers Union the very next month. I’ve also been a part of the TVC Organizing Committee for the past year since its inception. I’m great at paying attention to those fine details others may miss or overlook, and I’d like to bring this to the Executive Board – in addition to a strong, can-do attitude and a positive outlook.

As TVC Chair, I hope to be a strong representative of the TVC cause, fostering TVC-FTE interaction and ensuring visibility for all TVCs, from those working on-site all the way out to the most distant Rater while preserving and fostering the momentum of the TVC OC.