Ken Venner
speaker
352 appearances
2 recordings
1 series
first heard Jul 2026
last heard 16 Jul
Ken Venner’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 2 in all, peaking in Jul 2026 with 2.
Appearances
Oh, my pleasure.
I'm so excited to be here.
Yeah, I was really excited about Center Systems because cable harnesses is such a large, fragmented, unautomated business.
And yet it's the backbone to everything that's being built today.
There isn't an autonomous vehicle or high-tech piece of equipment that doesn't have sensors, actuators, and computers that all need to be connected together through a cable harness.
And most engineers, it's the last thing they think about and the last thing they want to build.
And yet Jordan looked at this and said, this business is ripe.
for consolidation and improvement, and he's just making the right investments to scale up and scale out a business.
And scaling up and scaling out are my core skills.
So like when I was at Broadcom, I joined them and there were a thousand people, 400 million in revenue, and the goal was to scale.
And in the 11 years I was there, grew to 10,000 employees and $8.6 billion in revenue, did 52 mergers and acquisitions.
So it's all about finding markets and growing reliable, repeatable, scalable businesses.
And I think we can do that again here.
Playbook is get it defined, get it working consistently and reliably in such a way that you can now replicate it and then go out and replicate it multiple times.
And then every time look for ways to improve what you're doing, make that improvement.
and then move it across the entire organization.
That's exactly how we did it at Broadcom, and it really worked well.
And it was very similar to how we did SpaceX, which is bring automation to the table to help people do the right thing at the right time and have the system provide them the right information at the right time, and then scale the company without scaling all the employees linearly to how the company is growing.
Yeah.
The biggest lessons are each size you are as you grow requires a different behavior from the company.
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