David Packard

David Packard (September 7, 1912 - March 26, 1996) was an American electrical engineer, entrepreneur, government official, and philanthropist who co-founded the Hewlett-Packard Company (HP) with his Stanford University classmate and close friend Bill Hewlett in 1939. Often working in tandem with Hewlett but bringing his own distinctive strengths to their partnership, Packard was the organizational and operational genius behind HP's transformation from a two-person garage operation into one of the largest and most admired technology companies in the world. His career extended beyond business to include distinguished service in the United States government, where he served as Deputy Secretary of Defense during the Nixon administration and later chaired a landmark commission on defense procurement reform.

The company that Packard and Hewlett built - beginning in a small garage at 367 Addison Avenue in Palo Alto, California, now designated as the "Birthplace of Silicon Valley" - grew to become a diversified technology giant with annual revenues approaching $50 billion and employees in more than 120 countries. Packard served as HP's first president after its 1947 incorporation, and he later served as chief executive officer and chairman of the board, guiding the company through decades of growth and technological change. Throughout his tenure, he was the primary architect and spokesman for the distinctive corporate culture known as "The HP Way," which emphasized respect for employees, decentralized management, continuous innovation, and corporate citizenship.

Beyond his achievements in business, Packard made significant contributions to American national security policy and defense management. As Deputy Secretary of Defense from 1969 to 1971, he brought private-sector management principles to the Pentagon, oversaw the implementation of President Nixon's Vietnamization policy, and initiated reforms to defense acquisition practices. Fifteen years later, he returned to public service as chairman of the Packard Commission, a blue-ribbon panel appointed by President Ronald Reagan to study defense management and procurement. The commission's recommendations led to sweeping reforms that shaped defense acquisition policy for decades.

Packard's philanthropic activities, conducted primarily through the David and Lucile Packard Foundation, reflected his commitment to using wealth for the public good. The foundation, which he established with his wife in 1964, grew to become one of the largest private foundations in the United States, with assets exceeding $8 billion by the 2020s. Among the foundation's signature achievements were the creation of the Monterey Bay Aquarium, the establishment of the Lucile Packard Children's Hospital at Stanford, and the founding of the Monterey Bay Aquarium Research Institute (MBARI), a world-leading center for ocean science and technology. Packard's philanthropic legacy continues through his children and grandchildren, who remain active in the foundation's work.

At the time of his death in 1996, Packard was one of the wealthiest Americans, with a fortune estimated at approximately $4 billion. He bequeathed the bulk of his estate to the foundation that bore his and Lucile's names, dramatically expanding its capacity to address critical challenges in conservation, science, population, and children's health. His legacy includes not only his business and governmental achievements but also his role as a pioneer of Silicon Valley's culture of entrepreneurship, innovation, and philanthropy - a culture that continues to shape the global technology industry.

Early life and family background

Ancestry and parents

David Packard was born on September 7, 1912, in Pueblo, Colorado, a city in the south-central part of the state that had developed as an industrial and commercial center serving the surrounding mining and agricultural regions. His parents were Sperry Sidney Packard and Ella Graber Packard, who provided their son with a stable, middle-class upbringing that emphasized education, hard work, and civic responsibility.

Sperry Sidney Packard, David's father, was a practicing attorney in Pueblo whose legal career gave the family financial security and social standing in the community. The elder Packard instilled in his son values of integrity, professionalism, and service that would characterize David's entire career. While the Packards were not wealthy by the standards of the era's industrial magnates, they lived comfortably and ensured that their children had access to educational opportunities and experiences that would prepare them for success.

Ella Graber Packard, David's mother, provided the domestic stability that allowed her husband to focus on his legal practice while ensuring that their children received proper care and moral guidance. She came from a family of German heritage and brought to her marriage traditions of thrift, hard work, and family cohesion. The values she instilled in young David would later manifest in his unpretentious personal style and his belief in treating all people with dignity and respect regardless of their position.

David grew up in the relatively small but bustling city of Pueblo, which at the time was experiencing growth driven by the Colorado Fuel and Iron Company and other industries. The industrial character of the region may have contributed to young David's early interest in how things worked and how they were made - interests that would eventually draw him toward engineering as a profession. The wide-open landscapes of Colorado also fostered in him an appreciation for the outdoors and for conservation that would later find expression in his philanthropic priorities.

Childhood and early interests

From an early age, David Packard displayed the curiosity about science and technology that would define his career. Growing up in an era when radio, automobiles, and aviation were transforming daily life, he was fascinated by the new technologies that seemed to be reshaping the world. He built radio sets and experimented with electrical devices, developing hands-on skills that complemented his natural aptitude for understanding how systems worked.

Packard also showed early leadership abilities and a competitive spirit, particularly in athletics. Unlike the more introverted Bill Hewlett, who would become his lifelong partner, Packard was outgoing and comfortable in social situations. He participated actively in sports and other activities that required teamwork and organization, developing the interpersonal skills that would later make him an effective manager and leader.

His intellectual development was nurtured by his family's emphasis on education and by teachers who recognized his potential. While not necessarily the top academic performer in every subject, Packard demonstrated the practical intelligence and problem-solving ability that would serve him well as an engineer and entrepreneur. He was particularly strong in mathematics and science, subjects that would form the foundation for his later engineering studies.

Centennial High School

David Packard attended Centennial High School in Pueblo, where he emerged as both an academic achiever and a student leader. At Centennial, he demonstrated the combination of intellectual ability, athletic prowess, and personal charisma that would characterize his entire career. He excelled in his studies, particularly in the sciences, while also participating actively in athletics and extracurricular activities.

During his high school years, Packard developed a clear interest in engineering as a potential career path. The growing importance of radio and electronics in the 1920s captured his imagination, and he began to envision a future in which he might contribute to technological progress. His academic performance was strong enough to give him realistic hopes of attending a top university, and he set his sights on Stanford, which was developing a reputation for excellence in engineering.

Packard's high school experience also shaped his understanding of leadership and teamwork. Through sports and other group activities, he learned how to work with others toward common goals - lessons that would later inform his approach to managing people and organizations. His popularity among his peers suggested an ability to connect with and motivate others that would prove essential to his success as a business leader.

Education

Stanford University: Undergraduate years

David Packard enrolled at Stanford University in 1930, beginning an association with the institution that would shape his entire life. Stanford in 1930 was already a prestigious university, but it had not yet achieved the global prominence it would later enjoy. Located on the former estate of railroad magnate Leland Stanford in the Santa Clara Valley south of San Francisco, the university offered a combination of academic rigor, practical orientation, and California optimism that appealed to the young Coloradan.

Packard chose to major in electrical engineering, a field that was undergoing rapid development as radio, telecommunications, and other electronic technologies advanced. The electrical engineering program at Stanford, while not yet as prominent as some East Coast programs, was growing in quality and reputation, largely due to the efforts of faculty members who were pushing the boundaries of their discipline.

At Stanford, Packard quickly established himself as an outstanding student-athlete. He earned letters in both football and basketball, demonstrating the athletic ability and competitive drive that had characterized his high school years. More significantly from an academic standpoint, he was elected to Phi Beta Kappa, the nation's most prestigious academic honor society, recognizing his intellectual achievements alongside his athletic accomplishments.

Packard also became a member of the Alpha Delta Phi literary fraternity, where he developed friendships and social connections that enriched his college experience. The fraternity brought together students with intellectual interests and provided a community in which Packard could develop his social skills and leadership abilities outside the classroom.

Meeting Bill Hewlett and Lucile Salter

Two of the most important relationships of David Packard's life began during his Stanford years. In classes taught by Professor Frederick Terman, he met William "Bill" Hewlett, a fellow electrical engineering student who would become his lifelong business partner. The two young men discovered shared interests not only in electronics but also in the outdoors, and they developed a friendship that would endure for more than six decades.

Bill Hewlett was two years behind Packard at Stanford, so they overlapped for only part of Packard's undergraduate career. Nevertheless, the connection they made through Terman's classes and their common interests was strong enough to survive the years of separation that followed graduation. Terman, who recognized complementary talents in the two students, encouraged their friendship and would later play a crucial role in bringing them back together.

Equally momentous was Packard's meeting with Lucile Salter, who would become his wife. The circumstances of their meeting have become part of HP lore: Packard encountered Lucile while he was working as a dishwasher at the Delta Gamma sorority house, a job that helped him pay his way through college. Despite the humble setting, a romance blossomed between the engineering student from Colorado and the young woman from San Francisco.

Lucile Salter came from a cultured San Francisco family and brought to the relationship social graces and cultural refinement that complemented Packard's more practical orientation. She would prove to be not merely a supportive spouse but a genuine partner in Packard's philanthropic endeavors, sharing his commitment to using their wealth for the benefit of others. The couple's relationship began in these college years and would endure until Lucile's death in 1987.

Frederick Terman and the Stanford influence

The most important academic influence on David Packard during his Stanford years was Frederick Emmons Terman, a young electrical engineering professor who would later become known as the "father of Silicon Valley." Terman, who had earned his doctorate from MIT under Vannevar Bush, was developing Stanford's radio engineering program and training the students who would create the Bay Area's electronics industry.

Terman's teaching went beyond the transmission of technical knowledge to include practical guidance on how engineering skills could be applied in the real world. Unlike many professors of his era, who prepared students primarily for careers in established companies, Terman encouraged his best students to consider starting their own businesses. He believed that the Bay Area could become a center for electronics manufacturing if talented engineers could be convinced to stay in California rather than departing for established firms on the East Coast.

Packard was one of the students in whom Terman recognized exceptional potential. The professor admired Packard's combination of technical ability, organizational skills, and personal leadership qualities, and he identified the young man as someone who might contribute to realizing his vision of a technology industry centered in the Bay Area. Terman would maintain contact with Packard even after the latter left Stanford, eventually playing a crucial role in bringing Packard and Hewlett together to start their company.

Packard graduated from Stanford in 1934 with a bachelor's degree in electrical engineering. His academic record had been outstanding, earning him Phi Beta Kappa recognition, and he had developed the technical knowledge and personal relationships that would shape his future. However, the depths of the Great Depression made finding employment challenging, and his path forward would involve several additional steps before he returned to California to start Hewlett-Packard.

University of Colorado and General Electric

After graduating from Stanford, Packard briefly attended the University of Colorado at Boulder before taking a position with the General Electric Company in Schenectady, New York. GE was one of the largest and most prestigious industrial companies in America, and employment there offered Packard the opportunity to gain experience in a major engineering organization while earning a living during difficult economic times.

At General Electric, Packard was exposed to the management practices and organizational structures of a large industrial corporation. This experience would prove valuable when he later built Hewlett-Packard, giving him perspective on both the strengths and limitations of traditional corporate structures. He learned about production processes, quality control, and the challenges of managing complex engineering projects - knowledge that would inform his later decisions as an executive.

However, Packard never fully embraced the East Coast industrial environment. He missed California, missed Stanford, and missed the entrepreneurial spirit that Terman had instilled in him. During his time at GE, he maintained contact with Terman and with Bill Hewlett, keeping alive the connections that would eventually bring him back to the Bay Area.

Return to Stanford: Master's degree

In 1938, Frederick Terman arranged for Packard to return to Stanford on a fellowship, providing the young engineer with an opportunity to pursue graduate study while reconnecting with the institution and region he loved. Packard enrolled in the master's program in electrical engineering, working under Terman's supervision and renewing his collaboration with Bill Hewlett, who was completing his own advanced studies.

Packard's return to Stanford coincided with his marriage to Lucile Salter. The couple married in 1938, establishing a partnership that would last nearly fifty years. Lucile supported her husband's academic pursuits and later his business ventures, providing the stable home life that allowed him to focus his energies on building Hewlett-Packard.

During his graduate studies, Packard worked closely with Hewlett on various projects, and the two friends began discussing the possibility of starting a company together. Terman actively encouraged these discussions, seeing in Hewlett and Packard the complementary talents needed to build a successful electronics business. The professor provided advice on business planning and helped identify potential products that the young entrepreneurs might develop.

Packard earned his master's degree in electrical engineering from Stanford in 1938, completing his formal education. However, his education in business and entrepreneurship was only beginning. The following year, he and Hewlett would take the leap into starting their own company, beginning an adventure that would transform both their lives and the American technology industry.

Hewlett-Packard

The garage and the founding

In the summer of 1938, David and Lucile Packard rented a small first-floor apartment at 367 Addison Avenue in Palo Alto, California. The modest property included a one-car garage that would become the birthplace of both Hewlett-Packard and Silicon Valley. Bill Hewlett, still a bachelor, took up residence in a small shed on the same property, allowing the two friends to work together closely on their nascent business venture.

On January 1, 1939, David Packard and Bill Hewlett formally established their partnership, with initial capital of just $538. The ordering of names was decided by a coin flip, yielding "Hewlett-Packard" rather than "Packard-Hewlett." This seemingly trivial decision established an important precedent: from the very beginning, the partnership would be one of equals, with neither man seeking dominance over the other.

The garage at 367 Addison Avenue became the partners' first workshop and manufacturing facility. Working with limited resources but unlimited enthusiasm, they began developing electronic test equipment that they hoped to sell to engineers and researchers. The informal, improvised character of these early operations would later influence the unpretentious culture they built at HP - a reminder that great companies could emerge from humble origins.

Early products and the Disney connection

Hewlett-Packard's first commercially successful product was the HP 200A audio oscillator, based on a design that Bill Hewlett had developed for his Stanford engineering degree. The device generated stable, precise audio frequencies and was useful for testing audio equipment. The partners priced it at $54.40 - choosing this unusual price point reportedly as a nod to the "54-40 or fight" slogan from American territorial disputes - dramatically undercutting the competition.

The young company's breakthrough came when Walt Disney Studios purchased eight HP 200B oscillators (a refined version of the 200A) for use in developing the sound system for Fantasia, Disney's ambitious animated film featuring classical music. Fantasia was one of the first films to use stereophonic sound, and the HP oscillators were used to test and calibrate the sophisticated audio equipment needed to produce the desired effects. This order provided crucial revenue and credibility for the fledgling company.

From this beginning, Hewlett-Packard expanded its product line to include a variety of electronic measuring instruments. Under Packard's operational guidance, the company developed oscilloscopes, signal generators, frequency counters, and other precision devices that became essential tools for engineers and scientists. Each new product built on the company's growing reputation for quality and value, and revenues grew steadily throughout the late 1930s and early 1940s.

World War II and incorporation

The outbreak of World War II accelerated Hewlett-Packard's growth dramatically. The war effort created enormous demand for electronic testing equipment, and HP's products proved well-suited to military applications. While Bill Hewlett left to serve in the Army Signal Corps, Packard remained at the company to manage the rapidly expanding operations.

During the war years, HP grew from a small partnership to a substantial enterprise with over 200 employees. Packard managed the expansion, developing systems and procedures to maintain quality and efficiency as the company scaled up production. This experience taught him lessons about organization and management that would inform his approach to leadership for decades to come.

In 1947, Hewlett-Packard incorporated, with Packard becoming the company's first president. This transformation from partnership to corporation reflected the company's maturation and provided a structure better suited to attracting investment, issuing stock to employees, and managing an increasingly complex organization. The incorporation also formalized the partnership between the two founders, establishing governance mechanisms that would endure for decades.

The HP Way

Throughout the 1950s and 1960s, David Packard and Bill Hewlett developed and articulated the distinctive management philosophy that came to be known as "The HP Way." While both founders contributed to this philosophy, Packard was its primary spokesman and codifier, eventually publishing a book entitled The HP Way: How Bill Hewlett and I Built Our Company that explained its principles to a broader audience.

At its core, the HP Way rested on a fundamentally different understanding of what a corporation was for. "I think many people assume, wrongly, that a company exists simply to make money," Packard declared to HP managers in 1960. "While this is an important result of a company's existence, we have to go deeper to find the real reasons for our being." The cornerstone concept of the HP Way was contribution - the idea that HP existed to make technical contributions for the advancement and welfare of humanity.

Key elements of the HP Way included:

Respect for individuals: HP treated its employees as thinking, capable individuals deserving of respect rather than as interchangeable inputs to be managed and controlled. This manifested in policies like profit-sharing, employee stock ownership, and flexible work hours.

Management by Objective (MBO): Rather than micromanaging workers, HP set clear objectives and gave employees considerable autonomy in determining how to achieve them. This approach trusted people to exercise judgment in their work.

Management by Wandering Around (MBWA): Packard believed that effective leaders needed to maintain direct contact with what was happening in their organizations. He practiced and preached a style of management that involved regular, informal visits to workspaces to talk with employees at all levels.

Open door policy: Employees were encouraged to raise concerns directly with managers, even bypassing their immediate supervisors if necessary. This policy aimed to ensure that good ideas and legitimate concerns reached decision-makers.

Decentralization: HP organized itself into relatively autonomous divisions, each with significant control over its own operations. This structure preserved entrepreneurial spirit and responsiveness even as the company grew large.

The HP Way proved remarkably effective. Employee turnover at HP was consistently lower than at competing companies, innovation flourished, and the company developed a reputation as one of the best places to work in American industry.

Growth and diversification

Under Packard's leadership, Hewlett-Packard grew from a small producer of electronic instruments into a diversified technology corporation. The company went public in 1957, allowing shares to be traded on the stock market while raising capital for further expansion. Packard served as president until 1964, when he became chairman of the board and CEO.

During the 1960s, HP expanded into the emerging field of computers. The HP 2116A, introduced in 1966, was one of the company's first computers, designed to interface with HP's scientific instruments. This marked the beginning of HP's evolution from an instrument company into a broad-based technology enterprise that would eventually produce everything from handheld calculators to enterprise computing systems.

Packard's leadership style during this period combined strategic vision with operational discipline. He was known for his attention to detail and his insistence on quality, while also giving division managers substantial autonomy to run their businesses. This balance of central direction and decentralized execution allowed HP to maintain its innovative culture even as it grew into a large corporation.

Return from government and later HP tenure

After serving as Deputy Secretary of Defense from 1969 to 1971, Packard returned to Hewlett-Packard and was re-elected chairman of the board in 1972. He held this position until 1993, a span that witnessed continued growth and significant changes in the technology industry.

During the 1970s and 1980s, HP emerged as a major player in personal computing and printing technology. The HP-35, introduced in 1972, was the first handheld scientific calculator and became an iconic product that changed how engineers and scientists worked. HP's laser and inkjet printers became industry standards, creating a huge and profitable business. By the 1990s, HP had become one of the largest technology companies in the world.

In 1991, Packard oversaw a major reorganization at HP aimed at improving responsiveness and reducing bureaucracy. Even into his late seventies, he remained engaged with the company's strategic direction and continued to embody the values on which it had been built. He retired from the chairmanship in 1993, becoming chairman emeritus, a position he held until his death.

Controversial decisions

Despite his generally positive reputation, Packard was not immune to criticism during his business career. Most notably, he was criticized for HP's expansion into South Africa during the apartheid era, when many American companies were divesting from the country to protest its racist policies.

In 1980, Packard presided over the groundbreaking ceremony for HP's headquarters in Johannesburg. When Nebraska became the first U.S. State government to divest from South Africa, Packard reportedly remarked, "I'd rather lose business in Nebraska than with South Africa." This stance put him at odds with the anti-apartheid movement and represented a blemish on an otherwise exemplary record of corporate citizenship.

HP equipment was used by the South African government to implement apartheid, and critics argued that the company's presence gave tacit support to the racist regime. Packard defended the company's involvement on grounds that engagement was more effective than isolation in promoting change, but this position remained controversial until apartheid finally ended in the 1990s.

Government service

Deputy Secretary of Defense

Upon assuming the presidency in January 1969, Richard Nixon nominated David Packard to serve as Deputy Secretary of Defense under Secretary of Defense Melvin Laird. The appointment brought one of American industry's most respected executives into government at a critical moment, with the Vietnam War at its peak and the Pentagon facing significant management challenges.

Packard's nomination sparked controversy because he remained at the helm of Hewlett-Packard, a company doing approximately $100 million per year in defense-related business. Critics argued that moving into a position overseeing day-to-day Pentagon operations created an unacceptable conflict of interest. To address these concerns, Packard placed nearly $300 million worth of HP shares into a charitable trust, with the annual income from those shares - nearly $700,000 - distributed to educational and charitable institutions.

As Deputy Secretary, Packard served as the Pentagon's chief operating officer while Secretary Laird focused on policy and congressional relations. He brought private-sector management concepts to the military establishment, seeking to improve efficiency and reduce waste in defense procurement. He also played a major role in implementing the Nixon administration's Vietnamization policy, which aimed to transfer responsibility for conducting the war to Vietnamese forces.

Pentagon reforms

Packard quickly identified defense procurement as an area desperately in need of reform. In 1970, he issued a memorandum acknowledging "the real mess we have on our hands" and outlining a series of reforms designed to improve the acquisition of weapons systems. A key reform was the elimination of Robert McNamara's "Total Package Procurement" approach, which had attempted to fix costs and specifications at the beginning of weapons programs but had led to massive cost overruns and performance failures.

Packard also established the Defense Systems Management College, bringing systematic education to the acquisition workforce and professionalizing a function that had previously been poorly understood and undervalued. He pushed for greater realism in weapons development, advocating "fly before buy" policies that required systems to be tested before production commitments were made.

His reform efforts were not always successful in the face of bureaucratic resistance and congressional intervention, but they established principles that would continue to influence defense acquisition for decades. Packard earned a reputation for candor and independent thinking, willing to challenge political influence on defense decisions even when doing so created friction with other administration officials.

The Packard Memo

One of Packard's more controversial actions as Deputy Secretary was issuing what became known as the "Packard Memo" on the employment of military resources in civil disturbances. Enacted in February 1972, shortly before Packard's departure from the Pentagon, the memorandum described exceptions to the 1878 Posse Comitatus Act, which limited the federal government's ability to use the military for law enforcement.

The memo outlined conditions under which military forces could be deployed domestically, including "sudden and unexpected civil disturbances" that endangered life, property, or governmental functions. Some critics argued that these provisions effectively reinstated the possibility of martial law that Posse Comitatus had been intended to prevent. The memo remained on the books and would later be cited in discussions of military authority during domestic emergencies.

Resignation and Nixon offer

Packard resigned as Deputy Secretary of Defense in December 1971 and returned to Hewlett-Packard as chairman of the board in early 1972. His tenure at the Pentagon had been marked by significant reform efforts and by the credibility he brought to defense management through his business reputation.

In 1973, as the Watergate scandal was beginning to engulf the Nixon administration, the president asked Packard to serve as Secretary of Defense, replacing Elliot Richardson, who was being moved to Attorney General. Packard declined the offer, preferring to remain at HP rather than taking on the burdens of a cabinet position during an increasingly troubled administration. His decision proved prudent: within months, the Watergate scandal would bring down the Nixon presidency.

The Packard Commission

In the mid-1980s, the Reagan administration's defense buildup led to renewed scrutiny of Pentagon procurement practices after revelations of massive overpayments for common items - the notorious $435 hammer, $600 toilet seat, and $7,000 coffee maker. In response, President Reagan appointed Packard to chair the President's Blue Ribbon Commission on Defense Management, which became known as the Packard Commission.

The commission, established in July 1985, was charged with examining defense management practices and recommending reforms. It delivered an interim report in February 1986 and a final report later that year. The commission found that there was "no rational system" governing defense procurement and concluded that the problems stemmed not primarily from fraud but from "overcomplicated organization and rigid procedure."

The Packard Commission's recommendations included strengthening the role of the Chairman of the Joint Chiefs of Staff, elevating the stature of the acquisition function, and creating acquisition executives for each military service. Many of these recommendations were enacted through the Goldwater-Nichols Defense Reorganization Act of 1986 and related legislation.

The commission's work had lasting impact on defense acquisition, though some later critics argued that certain recommendations - particularly those that separated the acquisition function from research and development - actually impeded innovation. Nevertheless, the Packard Commission represented a significant attempt to bring private-sector management discipline to government procurement, drawing on Packard's unique combination of business and defense experience.

Personal life

Marriage and family

David Packard married Lucile Salter in 1938, beginning a partnership that would last nearly fifty years until her death in 1987. Their courtship, which began when Packard was a Stanford undergraduate washing dishes at Lucile's sorority house, became part of HP lore - a reminder of Packard's humble origins despite his later wealth and prominence.

The Packards had four children: David Woodley Packard, Nancy Packard Burnett, Susan Packard Orr, and Julie Packard. All four children would become involved in the family's philanthropic enterprises, continuing the tradition of service that their parents had established.

Lucile Packard was a genuine partner in her husband's philanthropic endeavors, not merely a supportive spouse. She played an active role in establishing the David and Lucile Packard Foundation and in shaping its priorities. Her premature death in 1987 at age 72 was a profound loss for David, who would survive her by nine years.

Children and their achievements

The Packard children have each made significant contributions through philanthropy and other activities:

David Woodley Packard serves as president of the Packard Humanities Institute, which supports research and education in the humanities. He has been particularly active in classical music and film preservation, funding projects to digitize and preserve important cultural artifacts.

Nancy Packard Burnett played a crucial role in inspiring her parents' marine philanthropy. She and her sister Julie, both marine biologists, suggested the idea of building an aquarium, which led to the creation of the Monterey Bay Aquarium. Nancy sits on the board of the Packard Foundation.

Susan Packard Orr has been active in technology and philanthropy, serving on various boards and continuing the family's commitment to innovation and public service.

Julie Packard, perhaps the most publicly visible of the Packard children, serves as executive director of the Monterey Bay Aquarium, which she helped to found. Under her leadership, the aquarium has become one of the premier marine science institutions in the world.

All three Packard daughters sit on the board of the David and Lucile Packard Foundation, ensuring that the family's philanthropic values continue to guide the foundation's work.

Personality and leadership style

Those who worked with David Packard consistently described him as down-to-earth, direct, and genuinely interested in people regardless of their position. Despite his considerable wealth and influence, he maintained a personal style that was unpretentious and accessible. He was known to wander through HP facilities, stopping to talk with employees at all levels about their work and their ideas.

Packard's leadership style combined firmness with fairness. He had high expectations for performance but also treated people with respect and gave them room to exercise judgment. He was not afraid of confrontation when necessary but preferred to resolve disagreements through dialogue and persuasion rather than command.

His physical presence was impressive - he was a large man with an athletic build - but he did not use his stature to intimidate. Rather, his manner conveyed confidence and competence that naturally drew others to follow his lead. His success in both business and government testified to leadership abilities that transcended any particular context.

Interests and hobbies

Outside of work, Packard maintained interests that reflected his connection to his Colorado upbringing and his love of the outdoors. He was passionate about conservation and spent considerable time on his ranch properties in the Los Altos Hills. His interest in marine science, initially sparked by his daughters' work, became one of his defining philanthropic causes.

Packard remained connected to Stanford throughout his life, not only through philanthropy but also through his ongoing interest in the university's athletic programs and academic achievements. He attended football games and other events, maintaining the connection to student athletics that had been part of his own college experience.

Philanthropy

The David and Lucile Packard Foundation

In 1964, David and Lucile Packard established the David and Lucile Packard Foundation, which would grow to become one of the largest and most influential private foundations in the United States. Unlike some wealthy families who wait until late in life or death to establish their philanthropic legacies, the Packards began their foundation while both were still relatively young and could actively shape its direction.

The foundation's initial focus areas reflected the Packards' shared interests: conservation, science, population, and community improvement. Over time, the foundation would expand its scope while maintaining its commitment to evidence-based approaches and measurable outcomes. The Packards believed that philanthropy, like business, should be conducted with discipline and accountability.

By the time of David Packard's death in 1996, the foundation had already made significant grants totaling hundreds of millions of dollars. His bequest of approximately $4 billion - the bulk of his estate - dramatically expanded the foundation's resources, enabling it to take on new initiatives and increase its impact across all its program areas. By the 2020s, the foundation's assets exceeded $8 billion, making it one of the twenty largest foundations in the United States.

Monterey Bay Aquarium

The Monterey Bay Aquarium, which opened in 1984, stands as one of the most visible and successful examples of Packard philanthropy. The idea originated with David and Lucile's daughters Nancy and Julie, both of whom had studied marine biology and wanted to create an institution that would educate the public about the ocean while advancing marine science.

David and Lucile Packard embraced their daughters' vision and provided the resources to make it a reality. The couple eventually donated approximately $55 million to build the aquarium, which was constructed on the site of a former sardine cannery in Monterey, California. The location, on Cannery Row, connected the new institution to the region's maritime heritage while also providing direct access to the rich marine environment of Monterey Bay.

Julie Packard has served as executive director of the aquarium since its opening, guiding its development into one of the premier marine education and conservation institutions in the world. The aquarium attracts nearly two million visitors annually and has played a significant role in advancing public understanding of ocean ecosystems and the threats they face.

Monterey Bay Aquarium Research Institute

In 1987, three years after the aquarium opened, David Packard founded the Monterey Bay Aquarium Research Institute (MBARI) to advance ocean science through the application of advanced technology. Packard recognized that Monterey Bay, with its unique underwater canyon that drops to near-abyssal depths close to shore, offered an exceptional natural laboratory for oceanographic research.

Packard brought to MBARI the same principles that had guided Hewlett-Packard: innovation, technological excellence, and respect for the people doing the work. He envisioned an institution where scientists and engineers would work together as equals, developing new tools and techniques for exploring the deep ocean. His motto for MBARI was: "Take risks. Ask big questions. Don't be afraid to make mistakes; if you don't make mistakes, you're not reaching far enough."

MBARI has become a world leader in developing remotely operated vehicles (ROVs) and other technologies for deep-sea research. The institute has discovered more than 250 new species and has pioneered techniques for studying deep-ocean ecosystems. In 2025, MBARI's new research vessel, the R/V David Packard, was delivered, expanding the institute's capacity to pursue bold research initiatives.

As of 2025, the Packard Foundation has provided more than $1.2 billion to ocean research, making it the leading private benefactor of marine science globally. This commitment reflects David Packard's belief that understanding and protecting the ocean is crucial for the future of humanity.

Lucile Packard Children's Hospital

In 1986, David and Lucile Packard donated $40 million to build a children's hospital at Stanford University. Named for Lucile, who was deeply committed to children's health, the hospital opened in June 1991, four years after her death. It has since grown to become one of the premier pediatric hospitals in the United States.

The hospital was designed to provide family-centered care in an environment that recognized the special needs of children and their families. It has expanded significantly since its opening and now includes programs in virtually every pediatric specialty. The hospital's association with Stanford's medical school ensures that it combines excellent clinical care with advanced research.

Stanford University

Both David Packard and Bill Hewlett were generous supporters of Stanford University, their alma mater and the institution that had brought them together. Their combined donations totaled hundreds of millions of dollars and supported a wide range of programs across the university.

In 1994, Packard and Hewlett made a combined donation of $77 million to Stanford, one of the largest gifts in the university's history at that time. In recognition of this generosity, Stanford named the David Packard Electrical Engineering Building in Packard's honor. Located adjacent to the William R. Hewlett Teaching Center, the building serves as a physical reminder of the two founders' contributions to engineering education.

The Packard Foundation has continued to support Stanford after David's death, funding professorships, research initiatives, and capital projects that advance the university's mission. Stanford's prominence as a global center of technological innovation owes much to the support it has received from Packard, Hewlett, and their families.

Death and legacy

Final years

David Packard remained active through his early eighties, continuing to engage with the Packard Foundation, attending HP events, and pursuing his interests in conservation and marine science. His retirement from the HP chairmanship in 1993 reduced his formal responsibilities but not his engagement with the causes and institutions he cared about.

In early 1996, Packard's health declined. He was hospitalized at Stanford Medical Center with pneumonia, a serious condition for someone his age. After ten days of treatment, David Packard died on March 26, 1996, at the age of 83. The cause of death was complications from pneumonia.

Memorial and tributes

News of Packard's death prompted tributes from across the worlds of business, government, and philanthropy. President Bill Clinton issued a statement praising Packard's contributions to both private enterprise and public service. Business leaders spoke of his integrity and his pioneering approach to management. Former colleagues at HP remembered the values he had instilled in the company.

At HP, flags flew at half-staff in recognition of the man who had co-founded the company nearly sixty years earlier. The company's official statements emphasized Packard's role in creating not just a successful business but a distinctive corporate culture that had influenced management thinking worldwide.

Memorial services brought together family, friends, and colleagues to celebrate Packard's life and legacy. Speakers emphasized not only his achievements but also his character - his modesty, his directness, his commitment to treating people fairly.

Estate and foundation legacy

David Packard's estate was estimated at approximately $4 billion, reflecting the growth in value of his Hewlett-Packard holdings over decades. True to his lifelong commitment to philanthropy, he bequeathed the bulk of this fortune to the David and Lucile Packard Foundation, dramatically expanding its resources and impact.

The bequest included significant real property in the Los Altos Hills area, adding to the foundation's assets and providing properties that could be used for conservation purposes. The foundation's assets more than doubled as a result of Packard's estate, enabling it to increase its grantmaking substantially and take on new initiatives.

Lasting legacy

David Packard's legacy extends across multiple dimensions. In business, he helped create one of the most successful and influential technology companies in American history. The HP Way became a model for technology company management, influencing generations of entrepreneurs and executives. Even after HP's later challenges and reorganizations, the principles Packard championed continue to shape thinking about corporate culture and management.

In government, Packard brought private-sector discipline to public administration and championed reforms in defense procurement that continue to influence how the military acquires weapons systems. The Packard Commission's recommendations shaped defense policy for decades, and the Defense Acquisition University that emerged from his initiatives continues to train acquisition professionals.

In philanthropy, Packard demonstrated how personal wealth could be used effectively to address important social challenges. The institutions he helped create - the Monterey Bay Aquarium, MBARI, Lucile Packard Children's Hospital - continue to serve the public good decades after their founding. The Packard Foundation remains one of the most influential philanthropic institutions in the United States.

Perhaps most importantly, Packard left a legacy of values: integrity, fairness, innovation, and service. These values, exemplified in his life and institutionalized in the organizations he built, continue to influence those who carry forward his work.

Awards and recognition

David Packard received numerous awards and honors throughout his career, recognizing his contributions to technology, business, national defense, and philanthropy.

Government and civic honors

• Presidential Medal of Freedom (1988): The nation's highest civilian honor, presented by President Ronald Reagan in recognition of Packard's contributions to business and public service.

• National Medal of Technology (1988): Recognizing his contributions to technological innovation, presented in the same year as the Medal of Freedom.

• Sylvanus Thayer Award (1982): The highest honor given by the United States Military Academy at West Point, recognizing distinguished service to the nation.

• Vannevar Bush Award (1987): Presented by the National Science Board for outstanding contribution to science and technology.

Professional and academic honors

• IEEE Founders Medal (1973): Shared with Bill Hewlett for outstanding contributions to the engineering profession.

• Vermilye Medal (1975): Awarded by the Franklin Institute for contributions to engineering.

• Public Welfare Medal (1989): The highest honor of the National Academy of Sciences for distinguished contributions to the public welfare.

• Member, American Academy of Arts and Sciences (1988)

• Member, American Philosophical Society (1989)

• Lemelson-MIT Prize (1995): Recognizing lifetime achievement in invention and innovation.

• Bower Award in Business Leadership (1996): From the Franklin Institute, recognizing his contributions to American business.

• Heinz Award Chairman's Medal (1997): Posthumously awarded, shared with Bill Hewlett.

Posthumous honors

• California Hall of Fame (2006): Inducted posthumously.

• Entrepreneur Walk of Fame (2011): Inducted posthumously.

The garage at 367 Addison Avenue in Palo Alto, where Packard and Hewlett founded HP, was designated as the "Birthplace of Silicon Valley" by the state of California and is listed on the California and National Registers of Historic Places.

The R/V David Packard, a modern research vessel operated by MBARI, was named in his honor and delivered in 2025. An oil tanker named the David Packard, built in 1977 with a capacity of 406,592 long tons, previously operated under the Bahamian flag for Chevron.

See also

• Bill Hewlett
• Hewlett-Packard
• The HP Way
• HP Garage
• Silicon Valley
• David and Lucile Packard Foundation
• Monterey Bay Aquarium
• Monterey Bay Aquarium Research Institute
• Lucile Packard Children's Hospital
• Packard Commission
• United States Deputy Secretary of Defense

External links

• David and Lucile Packard Foundation
• Hewlett-Packard official website
• Monterey Bay Aquarium
• Monterey Bay Aquarium Research Institute
• Lucile Packard Children's Hospital