At Hewlett-Packard, I worked on the company’s largest and fastest computer system, a product line generating over $1 billion in annual revenue. After engineering one of its key components, the General Manager appointed me “System Champion”—a new role created to coordinate more than 150 engineers across software, hardware, and systems teams. Under my leadership, the project came together successfully and became HP’s top revenue source for years.
At Actel Corporation, I was invited to join the Virtual Socket Interface Alliance, a collaboration among Silicon Valley semiconductor companies—many of them competitors. Within a year, my peers elected me Chairman of the Alliance. I led meetings, built consensus among diverse stakeholders, and made presentations to hundreds of top engineers at industry conferences.
At NeXT Computer Systems (as employee #52 working for Steve Jobs), I was asked to present one of my designs to the entire Executive Staff. Steve was famous for challenging presenters, and he did not hold back. I explained my design’s technical reasoning in front of the group. Afterward, my VP of Engineering said, “Ken, your presentation is now our model for all future presentations in front of Steve.”
At Toshiba, I managed several major projects for U.S. clients, including the company’s largest U.S. development program at the time. My team spanned both the U.S. and Japan. By coordinating design and testing across time zones, we achieved round-the-clock progress and delivered several complex integrated circuits on time and to specification.
In our senior community, I’ve applied the same collaborative, problem-solving approach that guided my career.
When I saw how difficult it was for many residents to hear and see clearly in our clubhouse, I teamed up with resident architect Bill Elder to redesign the lighting and acoustic ceiling. I presented the plan to both the PEERA Board and Haven Management, demonstrating how it would dramatically improve speech intelligibility and visibility. Funding and contracting were approved, and today our clubhouse is one of the best-designed conference rooms anywhere. I even produced before-and-after videos showing the stunning improvement. The room is now so popular it’s often booked solid.
During the COVID-19 pandemic, I introduced Zoom technology to continue our monthly Board meetings. This led to my appointment as Technical Committee Chair. I expanded virtual participation so that any resident could attend, and I uploaded meeting videos to YouTube for those unable to join live. I also created a transcript-to-minutes process, improving transparency and communication for everyone.
Recognizing that we live in a senior, fixed-income community, I developed a program called “Ideas Worth Sharing.” The goal was simple: every attendee should leave with at least one money-saving or money-making idea. My original 20-minute talk evolved into a lively 90-minute session full of resident contributions. Everyone left the meeting richer—financially and in spirit.
I also organized a Southern California investment group with over 200 members, and invited our residents to attend free sessions at our clubhouse. Several participants went on to achieve strong results with their own investments.
Transparency matters deeply to me. When a previous board refused to hold regular meetings—even those required by our bylaws—I advocated for open monthly meetings where all residents could attend, share ideas, and stay informed. I believe in using Robert’s Rules of Order to maintain fairness and decorum so everyone’s voice can be heard respectfully.
I see the role of Board Chair as that of a facilitator, not a ruler. My goal is to encourage participation, leverage the talents of our residents in 372 homes, and build consensus around solutions that strengthen our community.
Together, we can ensure PEERA continues to operate with integrity, transparency, and respect—making our community a place where everyone thrives.