Imagine waking up one day to find the undisputed king of the internet suddenly looking vulnerable. That’s pretty much what happened to Google earlier this year. Shares tumbling, whispers of lost dominance, and a new wave of AI challengers nipping at its heels. But then, quietly, they made a move that changed everything—or at least started to.
It’s one of those stories that doesn’t grab headlines at first, but looking back, it might be the pivot point for one of the biggest tech comebacks we’ve seen. And at the center of it? A guy who’s been grinding away inside the company for over a decade and a half, far from the spotlight.
The Quiet Promotion That Shifted Google’s AI Trajectory
Sometimes the most impactful decisions in tech aren’t the flashy product launches or billion-dollar acquisitions. They’re the internal shuffles that put the right person in the right seat at exactly the right moment. Back in April 2025, that’s precisely what happened when Google tapped Josh Woodward to take the wheel of its flagship Gemini app.
Woodward wasn’t coming from outside with fanfare. He’d been there since 2009, starting as an intern no less. But he’d earned a reputation internally as someone who could cut through the red tape that often bogs down big companies. And boy, did Google need that energy.
The timing couldn’t have been worse—or better, depending on how you look at it. The company’s stock had just taken a serious hit in the first quarter, dropping sharply amid fears that generative AI was about to rewrite the rules of search forever. Competitors were moving fast, users were experimenting elsewhere, and the pressure was on.
From Intern to AI Frontliner: Woodward’s Journey Inside Google
Let’s rewind a bit. Woodward hails from Oklahoma, graduated with an economics degree, spent some time at Oxford studying foreign aid and democracy—fascinating stuff that probably sharpened his thinking about broader impacts. Then he lands at Google through a product management internship. Classic Silicon Valley origin story, but with a Midwestern twist.
Over the years, he bounced around key initiatives. One standout was working on efforts to reach the “next billion users” in emerging markets. Colleagues remember him crafting these insightful weekly newsletters that people actually looked forward to reading. Even today, he puts out a quarterly one sharing books and ideas he’s digging into.
He’s the kind of guy who reads voraciously and isn’t shy about recommending—or assigning—articles to his team. In my experience covering tech, leaders like that often foster the most creative environments because they’re constantly feeding fresh perspectives.
His ability to move fast, break down barriers and execute has landed him right at the center of the most important work at Google.
— Former colleague and ex-Google exec
That quote captures what so many people who’ve worked with him emphasize. He’s not the yelling type; apparently, he’s got this infectious, goofy laugh and a genuinely friendly vibe. Never seen angry, they say. Yet he gets things done.
Google Labs: Where the Magic Started Brewing
Woodward really began shining when he joined Google Labs a few years back. This is the playground for experimental projects, the place where wild ideas get a shot. He was handpicked to help lead it, and quickly became known for spotting potential early.
One breakout hit from that era? NotebookLM. It started as a side project—an AI-powered notebook tool dreamed up by an engineer in her 20% time. Woodward shepherded it through iterations, brought in outside talent like a well-known author to refine concepts, and turned it into something genuinely useful.
People rave about how he backed unconventional moves, like letting the team use Discord for community feedback even when internal tools were pushed. “Let them cook,” was his approach. And cook they did—the Discord server now boasts hundreds of thousands of members.
- Rapid prototyping without endless approvals
- Bringing in non-traditional hires for fresh insight
- Focusing relentlessly on user feedback loops
- Shielding teams from bureaucratic drag
These weren’t just nice-to-haves. In the AI race, they’re survival tactics.
The Gemini App Gamble and Nano Banana Explosion
Fast forward to spring 2025. Woodward gets the nod to run Gemini while keeping his Labs gig. Double duty on the company’s most critical AI consumer product. The goal: evolve it into something people actually choose over alternatives.
Then came late August. They drop this fun feature called Nano Banana—basically an image blender that lets users mash photos into quirky digital figurines. Sounds gimmicky? Maybe. But it caught fire immediately.
So much fire that it literally stressed the infrastructure. Custom chips were pushed to the limit, forcing temporary caps on usage. By September, Gemini had generated billions of images and shot to the top of app charts, overtaking heavy hitters.
Perhaps the most interesting aspect is how this one viral feature fed into broader momentum. Monthly active users doubled in months. AI-powered search summaries reached billions. The stock rebounded dramatically, outperforming peers by a wide margin.
Our TPUs almost melted.
— Google’s head of AI infrastructure
That offhand comment at an internal meeting says it all. Success at scale brings its own headaches.
Balancing Speed with Responsibility in AI Development
Of course, it’s not all smooth sailing. The faster you move in AI, the more you risk stepping into tricky territory. Hallucinations, biased outputs, misinformation— these aren’t abstract concerns anymore.
Woodward seems acutely aware of this. He’s spoken publicly about wanting AI to amplify creativity rather than cause generational harm. And some features have drawn criticism for problematic generations, highlighting how fine the line is.
I’ve found that the best leaders in this space are the ones who obsess over both sides: shipping exciting stuff while building guardrails. It’s a tough juggle, but necessary if you want long-term trust.
- Prioritizing user safety alongside innovation
- Responding directly to community feedback on social platforms
- Implementing processes to fix small friction points quickly
- Encouraging open discussion about societal impact
One clever internal system he helped create? Something called “block”—team members flag obstacles, and a dedicated group clears them. Another is “Papercuts” for nailing minor annoyances. Simple, but effective at keeping momentum.
Internal Culture Shifts and Employee Energy
Beyond products, there’s a cultural angle here that’s worth noting. Big companies can get sluggish. Layers of process pile up. But when someone consistently demonstrates that speed is possible, it energizes everyone.
Stories from inside paint a picture of demo sessions that feel electric—rapid-fire showcases of new tools, employees cheering real-time successes. Even suggesting and pulling off internal events like “Demo Slam” to keep the creative juices flowing.
In a way, Woodward embodies that rare blend: deeply thoughtful yet action-oriented. Colleagues mention how he responds personally to user comments online, then loops feedback straight to engineers. That direct line from user to builder? It’s gold.
Looking Ahead: Can the Momentum Hold into 2026?
As the year wraps up, the vibe around Google feels markedly different from where it started. Massive investments in infrastructure, new model releases generating buzz, user numbers climbing steadily.
But the AI landscape waits for no one. Rivals continue pushing boundaries, new entrants pop up, regulatory scrutiny grows. The question isn’t just whether Woodward can keep delivering hits—it’s whether the broader organization can sustain this pace without burning out or cutting corners.
One thing seems clear: putting someone who truly understands both the tech and the human elements in charge of the consumer-facing AI experience was a smart bet. Whether it fully restores unchallenged dominance remains to be seen, but it’s certainly made the race a lot more interesting.
Personally, I think stories like this remind us why tech stays captivating. It’s not just about the algorithms or the compute power. It’s about people—quietly effective ones—who spot opportunities and rally teams to seize them. And right now, that energy is very much alive at Google.
What do you think—can internal leadership shifts really turn the tide against disruptive outsiders? Or is the AI game now permanently more fragmented? The next few months should give us some clues.
