When was david packard born

Born September 7, , in Pueblo, Colo. Their friendship led to founding one of America's most successful companies. From its beginning in , Hewlett-Packard has been a solid partnership, with both men sharing technical and organizational responsibilities.

The company was incubated in a garage behind Packard's Palo Alto home. David Packard was born September 7, , in Pueblo, Colorado, the son of a lawyer. He avidly read library books on science and electricity as a boy and built his first radio while he was in elementary school.

After graduating from his local public high school, Packard enrolled as an electrical engineering student at Stanford University in California.

There he met William Hewlett, a fellow student who shared his interest in electronics and the out-of-doors. In college he was a varsity athlete and president of his fraternity; he received a BA with honors in After a few months of further work at Stanford, Packard went to Schenectady, New York, to work in the vacuum tube engineering department of General Electric Company.

He returned to Stanford in to study the theory of the vacuum tube. In Packard finished his electrical engineering degree under Stanford professor Frederick Terman.

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And neither was it building the 'new currency' as admitted by Peter Thiel, An optimist finds an opportunity in every failure. Flip-flops are an integral part of life. But, few men stand out of the crowd to Brief Shyam Swaraj - August 30, 2. Seldom are people like Warren Buffett born.

A and being worth a whopping Brief Shyam Swaraj - August 28, 0. For the woman who has built the task force and established teams of two billion-dollar companies, Google Inc. Packard stayed with the company he founded the rest of his life, except for two years when he served as Deputy Secretary of Defense. He remained remarkably forward-looking throughout his business career; it was Packard who decided in to register the domain name HP.

That is unfortunate, not least because of the scale of his giving. Moreover, during their lifetimes, the Packards were notable philanthropists. Environmental conservation in general, and marine conservation in particular, was a lifelong concern for Packard. At the opening, Packard credited two of his daughters who studied marine biology—Nancy and Julie who remains executive director of the aquarium —with fanning his interest in the project. Packard invested himself in the aquarium.

Before beginning, he studied other successful models. The aquarium has spectacular exhibits, including a live California kelp forest, made possible by pumps that circulate 2, gallons-per-minute of ocean water from Monterey Bay.

Naturally, Packard designed the wave machine that keeps the kelp undulating. Packard ran the company alone, as Hewlett was in the U. Business declined sharply at the end of the war, and Hewlett-Packard was forced to lay off employees for the only time in Packard's career. Demand rebounded by ; in the company's stock began to trade on the open market.

Hewlett-Packard's product line grew to include not only thousands of electronic measuring devices for a wide range of frequencies but, beginning in , hand-held scientific calculators. The company had done custom work in computer manufacture as early as the s, but did not begin to market its own computers until the late s.

Experienced in supplying engineers and scientists, Hewlett-Packard had some difficulty with wider business and consumer markets. Nonetheless, it developed a wide range of programmable calculators, minicomputers, and microcomputers. Hewlett-Packard was one of the first and largest electronics companies in the region of California now called Silicon Valley. It gradually expanded its sales force from a handful of representatives into a national and then an international network.

At the same time, staff trained at Hewlett-Packard came to have important posts at other electronics firms. With Packard as manager and Hewlett as technical expert, Hewlett-Packard followed conservative but unconventional business practices. Profits were reinvested in the company so that debt was low. Following General Electric's example, the company preferred to hire employees directly out of school.

Staff received generous benefits, were entrusted with considerable responsibility, and rarely were fired.