A legacy of leadership
Outgoing head of advocacy group discusses triumphs, challenges and what lies ahead
Carl Guardino has helped to resculpt the South Bay’s economic landscape since taking over in 1997 as president of the Silicon Valley Leadership Group, emphasized by the opening of Santa Clara County’s first two BART stations. To deliver on the promise of the first-ever arrivals and departures of BART trains in San Jose and Milpitas, along with other accomplishments, Guardino has had to rely on his motto, “Life is a marathon, not a sprint.”
With the end of his tenure at the Silicon Valley Leadership Group in view — a new CEO, Ahmad Thomas, was named on Thursday — along with an upcoming top post at green company Bloom Energy, this news organization talked with Guardino about his more than two decades at the helm of one of the Bay Area’s most influential institutions.
The interview has been edited for length and clarity.
Q What is the biggest change in Silicon Valley since you took over as president of the Silicon Valley Leadership Group?
A The biggest changes are threefold. Innovation companies today are global by nature from their launch. The unaffordability of housing was a challenge then and is a crisis now. The commitment of companies and CEOS to a stronger community is also stronger now than it was then.
Q Can the housing crisis be solved?
A Absolutely. Our destiny has always been in our own hands regarding the region’s greatest challenges. What we at the Leadership Group call The Issues — traffic, housing, homelessness, education, energy and the environment — are each immensely solvable. It takes political will and skill for public and private sector leaders to tackle them together.
Q Which Bay Area cities are the leaders in solving the housing crisis?
A Cities lead by example, and when it comes to addressing our housing challenge, among big cities, it historically it has been San Jose, which currently remains a positive force for home production, both for sale and rentals. It takes tremendous courage by Mayor Sam Liccardo and the City Council to press the green button for housing rather than the red button.
Q What role has the Leadership Group taken for affordable housing?
A During my tenure as CEO, the Leadership Group has endorsed more than 300 affordable housing developments and been a voice for the voiceless at public hearings, often against fierce opposition by those who have their own home and don’t ever want to see new homes built.
Q What was your reaction when you heard about Google’s plans to develop a transit-oriented neighborhood in downtown San Jose near the Diridon train station? A Google has been a member company of the Leadership Group since its employee population totaled 20. When they notified us in advance of their public plans to invest in downtown San Jose with high-skill, high-wage tech jobs with a corporate culture that would be integrated into the community rather than walled off from it, we were doing handstands at the Leadership Group. That was a game-changer not only for San Jose but for the entire region.
Q What do you see as a major new initiative for the Leadership Group?
A I am so motivated by the moment we are in to be part of a movement around racial justice and equity. Caring CEOS and companies have a chance to make a significant positive difference under the core Leadership Group belief that we must listen, learn and then lead.
Q How significant will be the Leadership Group effort regarding racial justice and equity?
A Racial justice and equity will not just be something we will enhance. They will be a new pillar of our efforts at the local, state and federal levels of government, and how we challenge ourselves as employers around the issues of race and equity.
Q Whose autograph do you wish you had that you never got?
A It breaks my heart when I think of all of my interactions with our legendary founder David Packard that I never thought to ask him for his autograph. I worked at Hewlett Packard when David Packard passed. Mr. Packard never sought the limelight for himself but he was always willing to be recognized for his leadership if it could serve as a role model for others.
Q What was your track record for ballot measures?
A I had the pleasure of leading 15 county ballot measures, and we won 14 out of 15.
Q What was the defeat?
A June 2006, we lost a general-purpose sales tax during a gubernatorial primary campaign. I often hear people say that in Silicon Valley we celebrate defeat. I could not disagree more. I hate defeat but I am willing to learn from defeat.
Q
What was your biggest disappointment as head of the Leadership Group?
A There was a shared passion that Mayor Susan Hammer and I had about teachers and STEM education. We worked for two years to try to secure enabling state legislation to allow us to take to our voters an increase in pay for special education, math and science teachers. But the Legislature didn’t allow our local voters to make that decision. What a difference that could have made in the lives of Silicon Valley teachers.
Q What was your greatest success?
A First, in 2002, I created the Silicon Valley Leadership Group Foundation as the home for the Silicon Valley Turkey Trot, Santa Run Silicon Valley and Salad Bars for Schools. Second, we created Housing Trust Silicon Valley, which has led in 20 years to more than $300 million in voluntary contributions that leveraged $3 billion in private development, helping more than 30,000 families afford homes in high-cost Silicon Valley. Third, we passed county and regional transportation ballot measures that have brought BART to Silicon Valley, electrified Caltrain and numerous road improvements.
Q Why did you decide to take an executive post at Bloom Energy?
A Energy is in the DNA of the Leadership Group. David Packard created the Leadership Group as a response in the summer of 1977 and the rolling blackouts that plagued California. In the year 2000, Gov. Gray Davis appointed me as one of seven members of the California Independent System Operator to oversee 75% of the state’s electricity grid during the Enron-influenced energy crisis. This time, I wanted to join Bloom, a mission-driven company. Bloom’s goal “to make clean, reliable, affordable energy for everyone in the world” is inspiring and is also essential.