In the News

David House, Communication and Computing Leader, Shares his successful experiences with Gordon Fellows and Candidates

October 9, 2013

On Wednesday October 9th, David House spoke with Gordon Fellows and Candidates about his experience as an engineering leader.

House began his career at Raytheon before leading Intel’s Microprocessor Division, coining the “Intel Inside” marketing campaign. House has continued to influence the world of technology by leading multiple communications and networking companies.

During his 22 years at Intel, Mr. House served in a number of key general management, marketing, and strategic planning roles. He served as a member of the Intel team from 1974 to 1996.  In 1978, Mr. House became a general manager of its Microcomputer Components Division. During the next thirteen years, he oversaw the development of Intel’s leading microprocessor lines, including the Pentium processor.

From 1992 to 1995, as a senior vice president of corporate strategy, he was a key architect of Intel’s major strategic alliances, including the 1994 Intel-Hewlett Packard alliance for 64-bit architecture. In 1994, Mr. House launched Intel’s Server Products Division, which has captured a dominant share of the server market. For 12 years, he held profit and loss responsibility for Intel x86 microprocessors and related products.

  • In 1996, became CEO of Bay Networks and lead its merger with Nortel.
  • House is chairman of Brocade Communications Systems and sit on the board of the Computer History Museum.

House shared key experiences and tactics used to successfully turn around Bay Networks. He gave this advice to Gordon Fellows and Candidates…

“Leaders only do two things; they listen and they talk, and they need to know when to do which. It’s critical that if people are going to follow you, they need to understand you value their opinions. If you want people to follow you, ask them questions and find out what they think. That doesn’t mean you do what they say, it means you make the decision informed with their knowledge.”

House stressed the importance of setting measurable goals and regularly reviewing results. He also talked about the importance of influencing people to spend their time on tasks that make the organization successful, and gave Gordon Fellows and Candidates tips to do so.

House encouraged students to learn the art of decision making as he views this as the single process that will result in a business being successful or unsuccessful.

“How decisions get made in an organization is a better indication of success then anything. You can’t set goals and objectives if you can’t make decisions. If you can’t make decisions then you are going to have a bunch of jumbled goals and objectives. You can follow them all you want, but they will not lead to success.”

House summarized by leaving Gordon Fellows and Candidates with this advice…

“Communicate clearly, distinctively, and in a way that everyone can understand simply what it is we are going to do. What is this team about? How are we going to align so we are using our time, each individually, in a way that builds on this pyramid that’s getting the results we are looking for.”

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Photo taken by Mariah Tauger, Northeastern University

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