Ronald Olch ’72, M.S. ’78

Ronald Olch ’72, M.S. ’78, has spent decades building machines — from early brain-computer interfaces at UCLA to trackless ride systems at Disney. Today, the double Bruin is channeling that same ingenuity into a passion that has followed him since childhood: the scientific study of UAP — Unidentified Aerial (or Anomalous) Phenomena, formerly known as UFOs. His mission is simple but ambitious: give everyday people the tools to collect credible data, rather than rely on anecdotes and blurry photos.

Olch’s interest in engineering, and his curiosity about unexplained aerial sightings, preceded his UCLA years. While still a student at Birmingham High School in Van Nuys, he was granted unusual access to UCLA’s computer science labs — before he had ever taken a class there.

He arrived as a freshman in 1969, the same year UCLA professor Leonard Kleinrock sent the first message over what would become the Internet. Soon after, Olch was given the opportunity to build and maintain a laboratory in the department — an experience that ultimately led to his graduate research on an early Brain-Computer Interface, through which a person could control a machine with their mind.

“I was the architect and hands-on hardware maintainer, installer and programmer for the interface led by Dr. Jacques Vidal,” Olch said. “It was the first time anybody had ever controlled machines by thinking about it. An incredible moment in UCLA history.”

During this period, Olch also joined the Los Angeles UFO Research Group. “Most of the members had nothing to do with UCLA,” he said. “But I managed to secure a room in the computer science department for meetings. I was interested in the instrumentation aspects — how to collect scientifically valid data, not just anecdotes and poorly taken videos.”

A Career in Innovation

After completing his master’s degree, Olch decided not to pursue a Ph.D. Instead, he moved into industry — and into a series of roles marked by invention and creativity. He opened the first computer store on the west side of Los Angeles, helped set up networks for clients including Kleinrock, and later joined aerospace company Teledyne Controls, working on avionics for commercial and military aircraft.

His next move was to his “dream job”: Walt Disney Imagineering in Glendale.

“They were starting Euro Disney and wanted a whole new animatronic control system,” Olch recalled. “I was the principal architect and designer of the next two generations — the systems you see in Pirates of the Caribbean and other rides.” He later led development of onboard audio systems for coasters and vehicles, and created technology enabling trackless ride vehicles — now used at Disney parks worldwide.

One Imagineering project echoed his UFO interests: a proposed attraction at Tokyo DisneySea, which was being developed at the time.

“There was going to be a little green man attraction,” Olch said. “They were going to let you learn how to fly their flying saucer. John Lasseter and all his folks came out to see a demo, and I gave him a ride in that vehicle.

“It would scuttle like a crab in any direction or rotate and move laterally at the same time. He was really thrilled with it. But the Japanese didn't want the attraction, so it didn't happen that time and ultimately, because of the reduction in force, after 16 years I got laid off.”

He shifted into patent work, a job he admits he didn’t enjoy, and eventually to AeroVironment in Simi Valley (another dream job), where he worked on small unmanned aerial vehicles (UAVs) – aka drones. He earned five patents for thermal and waterproofing innovation before another reduction in force ended his time there.

“That’s the nature of engineering,” he said with a shrug.

Building Tools for a Sky-Watchers

Nearing retirement, Olch returned to the question that had sparked his imagination decades earlier: What are people actually seeing in the skies? And could science — not speculation — provide answers?

“The scientific community has come to the realization that the government may have some excellent data,” Olch said. “There are all kinds of stories, some of which are actually true, of collecting hardware and other information, but whatever that may be, they don't share. It is a complete black box.”

Combination of a 30X optical zoom PTZ camera and the MSDAU on a common tripod mount.

He decided to devote his time and expertise to developing technology to help detect what it was that people were seeing in the skies, since he was pretty sure they weren’t his drones, or anyone else’s.  He realized that non-governmental efforts like Avi Loeb’s Galileo Project suffer from having a small number systems collecting the data.

“With very few systems, the odds of collecting something useful are vanishingly small,” he said. “You need a lot of them. And that means they have to be affordable.”

In 2014, Olch began developing a low-cost optical tracking system as a personal research project. In 2016, after meeting Wayne Hollenbeck of the UFO Camera Project, the two launched the UFO Data Acquisition Project (UFODAP), focused on creating accessible, high-quality data-collection tools for citizen scientists.

Olch’s system features high-resolution cameras, thermal sensors and data-acquisition units, along with a user-friendly software suite — all for around $2,500. Through the UFO Data Project, users can contribute footage to a shared global database for scientific analysis.

The goal is to empower citizen-scientists to contribute to an investigation of the topic, rather than the community relying on the government to do that work.  And, with the recent attention the subject has received, starting in 2017 with a New York Times article and continuing with congressional hearings, insider revelations and the recent release of the “Age of Disclosure” documentary, the topic has been destigmatized to a significant degree, allowing professional scientists to engage in the research without fear of ridicule or reprisals.

Tripod-mounted pan/tilt positioner with onboard computer carrying a wide-angle fixed-lens camera, a thermal IR camera and a DSLR for simultaneous data collection from all three while tracking.

“In order for a community effort to work, a lot of people have to be involved, and those people can't all be part of academic institutions,” Olch said. “Part of what's happening in UAP, what we used to call ufology, today is citizen science. So I started working on this issue. Could I make some kind of system that could, in an automated way, look up and monitor the sky for something moving and then track it and record it? Relying on cell phone video wouldn’t cut it. I wanted something that you could set up in all weather conditions, any environment, put it on the top of your house, set it on a tripod.”

Today, approximately 170 UFODAP sites operate worldwide. Interest surged after the system appeared on TV programs including “Expedition Unknown” and “Expedition X.” Some of his systems have also been used on “Beyond Skinwalker Ranch.”

Olch, a self-described “nuts-and-bolts guy,” avoids theorizing about what UAP may represent. “Something physical has happened — and has been happening for a very long time,” he said. “The Scientific Coalition for UAP Studies found very high correlations between UAP activity and nuclear installations, for example.”

Asked if the phenomenon could be ours – or that of China or Russia, Olch is dubious.

“The descriptions of some of the objects don't make any sense in that way. People point their camera and all of a sudden the camera fails. Batteries die. You don't see anything. But there's lots of times when they do see something. It's a very curious subject. And science has now come around to saying this is a highly credible thing to study. Ignoring it is crazy because this has been going on for at least 70 years.”

UCLA’s Lasting Imprint

Olch’s ongoing journey has given him the opportunity to use his abilities for the benefit of his fellow humans, and he is very conscious of the role UCLA has played in his.

“Getting an engineering degree at UCLA was a great experience,” he said. “It started in high school, continued in the lab, and included working with people like Dr. Vidal. I remember seeing the first ARPANET node — it was right there. UCLA gave me the background to be a working engineer.”

His connection to UCLA runs through his family as well. His son, Ben ’09, earned a bachelor’s degree in history. His daughter, Rebecca, was diagnosed with Wilson’s disease while at UC Santa Barbara and underwent two liver transplants performed by renowned UCLA surgeon Dr. Ronald Busuttil.

Looking back, Olch feels both grateful and energized by where his path has led.

“I don’t know how I ever did everything I did,” he said. “But I was lucky to pursue what fascinated me, lucky to have my wife, three children and eight grandchildren — and lucky that UCLA made so much possible. My hope is that what I’m doing now will make an impact on the world.”

Terry Schaack, M.D.

Terry Schaack, M.D., who completed a fellowship in rheumatology at UCLA Medical Center in 1989, will be recognized by Mission Doctors Association as the Catholic Doctor of the Year, with the “World of Difference Award.” The honor is to be presented Oct. 12 at the Los Angeles Archdiocese Annual Mass for Healthcare Professionals at the Cathedral of our Lady of the Angels.

From the press release:

Schaack’s lifelong dedication to medicine began in high school and has remained steadfast ever since. While he has contributed to research that advances medical knowledge and improves patient care, it is his hands-on work with patients that brings him the greatest fulfillment. Guided by his Catholic faith, he views medicine not just as a profession, but as a true vocation — a way of living out his call to serve others every day of the week.

Mission Doctors Association was founded in 1959 to support the work of Catholic doctors, dentists, nurse practitioners and physician assistants who serve at Catholic hospitals and clinics at the invitation of a local bishop or religious order.

Jonathan Moss, M.Ed. '10

Jonathan Moss, M.Ed. '10, recently did a podcast on the dangers of landmines in Burma (Myanmar), in which he stated that over 60% of the country is contaminated with the devices.

His work on the ground to help clear the landmines is the latest chapter in his commitment of service to others, and Moss credits his time at UCLA, where he earned a master of education degree, with enhancing that commitment. He recently described his life and career path.

While serving as a Teach For America corps member in Compton, I pursued my master’s degree in education at UCLA. The program deepened my commitment to equity in education and equipped me with the tools to advocate for my students, many of whom rose from below basic to exceeding grade-level proficiency. I also had the privilege of testifying in the landmark Vergara v. California case to help improve teacher quality for the lowest-performing schools.

Crossing into conflict zones by bamboo raft to reach vulnerable communities

UCLA was a bridge in my journey — linking my years in the classroom with the broader call to public service that followed. The values I strengthened here — equity, perseverance and a commitment to those most in need — carried me into the Navy, where I commissioned as a Special Operations (EOD) officer and served for eight years. During deployments in Southeast Asia, I encountered the civil war in Burma and saw firsthand how landmines and bombs were devastating civilian communities.

Since leaving the Navy, I have joined the Free Burma Rangers as a humanitarian relief bomb technician. I now trek through conflict zones to clear landmines and unexploded ordnance, provide medical aid, and bring support to internally displaced communities. My wife, Rachel, a trauma therapist, and I live with our young son overseas, where we serve full-time as volunteers, raising all our own support.

With displaced families in Burma, bringing hope and relief

I recently published a field report titled Restoring Safe Ground in Burma, which highlights our efforts to make homes, fields and churches safer so families can return and rebuild their lives:

Read the report here

Jonathan, Rachel and Eli Moss

Looking ahead, my long-term goal is to expand demining operations beyond Burma to protect victims of war trapped in conflict zones worldwide. The foundation for this work — first as a teacher in Compton, later as an officer, and now as a humanitarian — was laid in no small part at UCLA.

Those who would like to learn more cans subscribe to the family's newsletter: https://the-moss-family.epistle.org/subscribe.

Col. Kenneth Ray Kreps '33

Col. Kenneth Ray Kreps '33, a bomber pilot in World War II, led an interesting life - but, until recently, even his family did not realize just how remarkable it been. Then, Kreps' grandson, Erik, and his wife discovered Kreps' war chest in an old family storage unit.

"He joined the military after graduating from UCLA [with a degree in philosophy] and served for 30 years," Erik Kreps said. "He only spoke of his experiences in World War II once, and never again, to his son (my dad) on his son's 16th birthday, but the conversation was left unfinished when he became overcome with emotion. He also said he had a war chest that was not to be opened until he died. He lived into his 90s and the chest was largely forgotten about."

The contents were nearly beyond belief," Kreps continued. "We learned that he'd been decorated with 14 medals, six Bronze Stars, 10 Oak Leaf Clusters, and two unit citations, among other honors. His awards included the Purple Heart, Silver Star, Distinguished Flying Cross and Presidential Unit Citation. He had documented interactions with Dwight Eisenhower, Winston Churchill, George Patton, George C. Marshall, Curtis LeMay, and many other high ranking officials. He and my grandmother had Hollywood connections and were 'entertained at Romanoff's by their friends the Gary Coopers.' After the war he carried out intelligence work in Ireland, had an office in the Pentagon, taught at the Air War College, was Executive Officer at Lackland Air Force Base, and advised Congress on the future of air power on the world stage."

Michigan Today wrote an article about the findings, and the family created an extensive google slide deck with additional details, photos and artifacts. It is a snapshot into mid-century American military, political and cultural history spanning several decades, including an event predating the U.S. entry into the war that was of interest to another Los Angeles institution.

"A gentleman from the Griffith Observatory in Los Angeles saw the article," Kreps said, "and reached out to let me know that he's been researching the Observatory's role during the the period spanning from World War II to the Apollo missions and had discovered that my grandfather was part of a top secret mission in May of 1941, flying the lead plane of a squadron of B-17s being transported by celestial navigation from California to Hawaii."

And through it all, the colonel never lost his love for his alma mater, according to his grandson, who works for the University of Michigan's Institute for Social Research.

"Although my grandfather never talked about his illustrious past, he wasn't shy about his love for UCLA," Kreps said, pointing out some of the banners and pins found in the storage unit. "That love was instilled in the family growing up. We know there are Bruins fans all over the world, including right here in Michigan."

Yolanda J. Gorman ’78, M.B.A. ’83, Ph.D. ’93

As lifelong Bruins go, her story began even before she was born. In Yolanda Gorman’s earliest childhood memories, she recalled climbing up external wooden stairs leading up to a UCLA Extension office on the site where the Ueberroth Building now sits, where her mother had worked even prior to Yolanda’s birth. This scene foreshadowed how UCLA became a part of every step in her Bruin journey. Fast forward to July 7, 2025, Yolanda became the interim associate vice chancellor for Alumni Affairs and Advancement Services, and CFO of the UCLA Foundation and the UCLA Investment Company.

Yolanda’s academic, career and volunteer trajectory was unplanned and unconventional. As a working undergraduate student, she didn’t have much time for activities, but she was a Bruin Belle, which gave her an opportunity to meet people and get involved on campus. She worked for UCLA Admission, which continued post-graduation, where she got to travel the state recruiting students for UCLA.

For grad school she attended Anderson School of Management and worked as a graduate advisor for students interested in business school. As a doctoral student, she worked for the Center for Study of Evaluation under the School of Education.

She said, “I always found a way to connect with those who were either interested in coming to the campus or students who were currently on campus. UCLA was all I knew and I loved it here. When I got my doctorate, it was really hard for me to leave.”

After graduating, Yolanda used her knowledge in business and educational psychology to start a consulting firm, which specialized in nonprofit management. She applied her research and problem-solving skills to help nonprofit human services organizations pursue grant funding, conduct evaluations of programs, and establish strategies for long-term growth and sustainability. This work led Yolanda to Phillips Graduate University, a graduate school of professional psychology and management, where she worked her way up from department chair to dean to president and CEO.

All the while, Yolanda always maintained a strong connection with UCLA. She served as president of the Alumni Association, a member of the UCLA Foundation Board and a two-time UC Regent in 2009-2010 and 2014-2016. Even as a consultant, she worked with and hired several Bruins, because she admired their analytical and problem-solving skills, along with their orientation for service. She said, “For me, I try hard to be a mentor for students and young alumni, because I really believe in giving back.”

Yolanda returned to UCLA full time in 2016 as the senior advisor, and later, chief of staff for Chancellor Gene Block and Chancellor Julio Frenk. By the end of this tenure, she had acquired so much experience and skills in these roles, the opportunity to lead Alumni Affairs became the perfect fit.

She said, “Having led an academic institution, having grown up in one, having been in a senior leadership role and even serving as a regent, gives me a very unique perspective of the work of the University and the Alumni Association. I think all of those experiences positioned me for this moment to help lead Alumni Affairs into the future.”

It’s a future that’s rapidly changing and faces a lot of challenges. Unprecedented state and federal budget cuts threaten to reshape the research landscape, a core mission of the University of California. Central to alumni relations work is figuring out the puzzle that is alumni engagement and relevancy from its base of 670,000 Bruins with diverse backgrounds, opinions, interests and needs.

Yolanda said, “Because of the diversity of UCLA, how we engage our alums in supporting the institution may have to be different than the way that we've done it before. Understanding which strategies will bring people into a conversation about how do we support through advocacy, financially, through volunteerism and thought leadership, will be important. We need to do our best to stay in front of those shifts and those changes, guide the narrative, and figure out how to be the bridge between what the institution needs and what alumni need. I think that is always the challenge.”

Having never been disconnected from UCLA, Yolanda understands the goal and the value of keeping alumni connected across their lifespan. She said, “It’s important to understand how we can ensure that there is a level of participation that helps alums continue to feel very connected to the institution in a meaningful way. The work of associations really involves continuing to be creative and innovative in the way it serves as the bridge.”

One month into the role, Yolanda described her short- and long-term goals. First and foremost is learning and soaking it all in. This is an exciting exercise for a triple Bruin who relishes being in an academic institution where she gets to continue to learn.

For the long term, she said, “It may sound cliché, but continuing to set the Association up for success. What that means to me is understanding how the work that we do connects to both the broad vision and the outcomes that we've set in our strategic plan. And having everyone really see the role that they play in getting there. That means building the internal capacity of the Association to focus on our goals of alumni engagement and storytelling, because I think the stories are the connecting pieces; they help people understand the contributions they can make. I want to look at how the staff understands their contributions, because that in turn facilitates the connection and contributions that we make to alumni and that alumni get to make to the campus. At the end of the day, I want to make sure we are all rowing in the same direction.”

Serving as a bridge goes beyond Yolanda’s professional career and enters historic territory. Not only was she the first African American woman to become president of the Alumni Association Board of Directors, but now, in its 100-year existence, she’s become the first Black woman to lead UCLA Alumni as the associate vice chancellor.

Acknowledging this milestone, she said, “I'm very proud of it, and it's also an indicator of what an institution like UCLA sets people up for. UCLA taught me how to learn and it also gave me confidence to tackle things that I didn't see people who looked like me doing. I had the confidence to know I would be able to figure it out. I would be able to step into that role and learn it.

“From a historical perspective, what I hope stepping into this role does is encourage others to take what they get from this University and be willing to take on any challenge. When I became the senior advisor to the Chancellor, the position didn't exist. The Chancellor and I created it together and figured out what that work would look like. I never could have done that without the kind of foundation that I got from this University. It's taken a long time for a Black woman to get here, but okay, I'm here. I hope it represents a pathway for others.”

Yolanda couldn’t hide her excitement about being back at the Alumni Association. From day one, she’s referred to it as a homecoming. She said, “It's just like putting a bow on a full career with a lifetime at the University; to end up being in a place where the people that I work with, both internally and externally, really have a love for the University in the same way that I do. I can't think of anything better to do. It's like the best thing that could have ever happened. I'm so excited. Let’s do this!”

Arthur Lewis

Arthur Lewis will celebrate his 100th birthday on Oct. 13. Lewis attended UCLA on the GI Bill after serving in the U.S. Navy during World War II, where he worked in radar operations in the Pacific theater. He often described UCLA as a place of transformation — he was among the early postwar student veterans. To support himself, he worked in the chemistry lab in one of the first four buildings on campus (now Haines Hall), cleaning equipment. Those years were formative, both intellectually and personally, and he remained deeply proud to have been part of UCLA's postwar academic community.

After his time at UCLA, Lewis went on to a long and distinguished career as a California criminal defense attorney. He argued before the United States Supreme Court, defended the rights of the accused for decades, and became known for his deep ethical commitment to justice.

"To him," said his granddaughter Courtney Lewis, "UCLA was where it all began — where he transitioned from wartime service to civilian life, and where he first imagined the full arc of what he could achieve."

Happy centennial birthday from your UCLA Alumni Association, Mr. Lewis!

Dean Poulakidas ’91

UCLA has often been “on top of the world” – in academics, athletics, as the nation’s #1 public university for eight years in a row – but this spring, for the first time, the UCLA flag was literally at the top of the world — the summit of Mount Everest, 29,031 feet above sea level — carried there by Dean Poulakidas ’91, who has climbed many mountains in his life and career.

Poulakidas’ Bruin story started at about that same time that his sister Jennifer’s did: on a family visit to campus when Jennifer was applying to the University of California. At the time, students could only apply to one UC campus, and the family took a road trip to help determine which one that would be for Jennifer, two years older than Dean.

“My parents drove us to almost every UC campus, and they said to me, 'We're not doing this again in two years, so keep your eyes open,'” Dean Poulakidas said. “I have a very vivid memory of arriving at UCLA and walking onto the quad and saying, 'This is where I'm going. Wow, this is the UC I like the most.'”

“And that wound up being the UC that my sister applied to. We both wound up at UCLA.”

The family’s UCLA connection is still extremely strong; while Dean was waving the flag for UCLA at the top of the world, Jennifer was completing five years of advocating for UCLA as associate vice chancellor, UCLA Government and Community Relations (GCR), overseeing local, state and federal government affairs. In addition to a shared affinity for UCLA, the siblings shared a love of the outdoors and a thirst for adventure; Jennifer joined Dean on a hiking trip to Mount Everest base camp in 2011, one that, in some ways, paved the way for Dean’s assault on the summit.

Student Trek

Before scaling the heights of the business world and the climbing world, Dean Poulakidas was an accomplished undergraduate who had his own leadership role at UCLA: undergraduate student body president.

Dean and Jennifer Poulakidas, UCLA Football at Hawaii, 2024

He had entered as a political science major but switched to a double major in Spanish and linguistics.

“There's just a lot of students in political science,” Poulakidas said. “And I'd always loved languages, loved Spanish and I remember my counselor saying, ‘If that's what you like, why aren't you just majoring in it?’

“I loved the Spanish major at UCLA and linguistics was exceptional at UCLA, too. That made the academic part of my experience really, really great.”

After graduating, with California facing a critical shortage of teachers who spoke Spanish, Poulakidas was hired to teach first grade at Felton Elementary School in the Lenox School District, near LAX.

“It was fantastic experience,” Poulakidas said. “Also, very, very challenging. At any given time, I had somewhere between 30 and 35 students — students who kind of come in and out of the school system. They were great kids, but they were all living under kind of difficult circumstances. Either they were recent immigrants themselves or their whole family was, and it was a difficult time. It was also when the Rodney King riots happened, and there was just lots of violence, a lot of destruction in the neighborhood, in the area.

“But I enjoyed the kids and their families and teaching first grade was incredibly rewarding. None of the students knew how to read when they got to first grade, and some of them didn't even know the alphabet yet. None of them spoke English. And so just teaching things that were fundamental was incredibly rewarding. It was a really, really great experience. And I feel like I got there through experiences that I had at UCLA that encouraged me to do it and gave me insights into teaching. I had been student welfare commissioner and that that kind of gave me some insight that was quite helpful, and also the Community Service Commission at UCLA was just incredible — all the outreach they did and opportunities they gave students.”

Career Climb

Poulakidas had intended to teach for at least two years, but California budget constraints and bureaucratic issues meant he could not continue past that one year, so he decided to enter law school at UC Hastings (now UC Law San Francisco).

“I think about my year of teaching all the time,” he said. “Those are some of my most vivid memories. It gave me good perspective for going into law school; it was probably better than going straight from undergrad. I think if I had done that, I might not have that same perspective.”

Concurrently with law school, Poulakidas earned a master's degree at Columbia in international affairs.

“I always had this love for international affairs, whether it's private or public, international aspects always really interest me,” Poulakidas said.  “So I went to Columbia and I finished the joint degree, came back to San Francisco and went to work at what then was the largest law firm in San Francisco, Pillsbury, Madison and Sutro. I joined their international law practice, which was what I really wanted to do.

“I was not just in the international law practice or international transactions practice, but I was in the practice that focused on cross-border transactions. And there was so much investment going on between the United States and Mexico in particular; NAFTA had just been signed a year before I got there. I spent lots of time in Mexico City on mergers and acquisitions and joint ventures. I did that for basically seven years, and then I went in-house, at a company in Los Angeles that was actually founded by a Bruin. At the time, it was the world’s largest commercial aircraft leasing company — a business I didn't know anything about. But I'd always obviously had a love for international law and international transactions and international aviation. And that's what this business was very much in the thick of — it bought and sold Boeing and Airbus aircraft and leased them to airlines all over the world.

“I was there for six years, and then I came back to the Bay area, back home, and I joined a company called Willis Lease Finance Corporation, which is the largest independent aircraft engine lessor. I've been in aviation now for 20 years. And I really love that side of aviation and that part of the aviation business. It's been very interesting. It's been very eye opening and good to me.”

Other Mountains to Scale

Poulakidas clearly likes the view from above — whether literally from a plane or figuratively in the business world. And he figured out another way to get it.

“I've been into mountaineering now for at least 15 years,” Poulakidas said. “I started off with mostly team climbs and have just kind of grown from there. And I had a couple good friends, old friends that were climbing Everest and encouraging me to join them.

Acclimatization hike above basecamp

“I had been to Nepal one time before. That time, with my sister Jennifer, we had done the Everest base camp trek, which takes about two weeks, and I thought to myself, you know, maybe one day I'll come back.”

Getting to the summit was a completely different challenge.

“It was an incredible experience,” he said. “It was certainly the most challenging climb I've done. Just the amount of time it takes to acclimatize and to prepare and be ready to actually make a summit push. You can't start training for it a couple weeks in advance. It's something that you have to get ready for months and months in advance, climb other mountains and do other things to help acclimatize and get yourself ready.

“There were lots of challenging days out there, but I would say there wasn't a single day where you weren't surrounded by just otherworldly beauty and just awesome scenery. It felt like a different planet.”

Just getting to base camp, as the siblings had done 14 years earlier, takes significant time and effort, Poulakidas explained.

“You fly from Kathmandu to probably one of the more notorious airports in the world called Lukla. It has a very unique runway. You land going basically straight into the mountain. So you've got to stop or the mountain will stop you and you take off by going off a cliff, basically. When I went with my sister, we landed in a small plane. This time we went by helicopter, which they now say is probably safer. So you helicopter to Lukla and then from Lukla, you take about 10 days to trek to base camp.”

Khumbu icefall

Once there, at about 17,500 feet, those going on to the summit take about three weeks to acclimatize to the altitude by climbing nearby Lobuche and doing climbs to higher camps at over 20,000 feet, each time returning to base camp.

“We did our acclimatization rotations without oxygen and it was incredibly challenging,” Poulakidas said. “But once you do your summit push, you start on oxygen at Camp 3.

“The oxygen is necessary when you get to Camp 4 because you're just below what's called the death zone, where the body cannot survive without supplemental oxygen.”

Poulakidas quickly learned the importance of carrying a breathing apparatus when aiming for the summit.

“I knew that lots of people have died on Everest, but I didn’t realize that most of the bodies that you see are not people that have fallen,” he said. “People that fall off Everest, unfortunately, are often never seen again. Because they fall so far down or they fall into crevasse, someplace where no one can find them. Whereas the people that you see that have died and are still on the mountain, almost always it seemed like the story was that they either didn't have oxygen, ran out of oxygen or were trying to climb without oxygen.

“You're on oxygen for the second half of the climb and once you get above the high camp, you see a number of bodies across the mountain. The Nepali government is making an effort to bring bodies down. But some are in places where it's difficult. And then, unfortunately, some are from this year, so they just happened recently. Seeing that was a very emotional and psychologically challenging part of this.

“I didn't really want to look out of respect for the people that had died on the mountain. And then also because it was just one more thing that I think was going to be very difficult to overcome climbing up the mountain. It's not everywhere, but it's unavoidable.”

Climbers need five or six days of oxygen to get to the summit, but then they need it to get back down, meaning that they’re using oxygen for a total of eight to 10 days — and they’re using it even when sleeping.

A smiling Poulakidas at summit of Mount Everest

“At Camp 3 or 4, I did wake up in the middle of the night once,” Poulakidas said. “My tent mate — my friend — and I were on a shared oxygen bottle, and we realized that our oxygen had run out and we needed it. We both were gasping a bit and realized we needed to replace our oxygen bottle. So we did that very quickly.”

It wasn’t just the altitude that presented a challenge.

“There are definitely parts where you think to yourself, this is some of the harder climbing I've done,” Poulakidas said. “The Hillary step and the Summit Ridge are kind of notorious. They've earned their reputation. You're probably at your most tired and it's quite narrow. You have to just try and maintain your focus and, fortunately, most people do maintain their focus as you're going to the summit, because you've got adrenaline pumping. The end goal, after six weeks, is in sight.

“Where people mostly die, falling off Everest, is descending, because they're trying to go fast. They're getting careless. They've reached their goal. You hear so many stories and there's a memorial much, much lower down the mountain to people that have died on Everest; always the story seems to be ‘died descending.’”

Why would Poulakidas put himself through such a dangerous, potentially fatal, ordeal?  Was it simply, as George Mallory, who died climbing Everest, said, “Because it’s there”?

“I've loved the mountains for a long time,” said Poulakidas. “They’re so beautiful. And there's just something different about the view from the top of a mountain. It's something that can be so spectacular and rewarding if you get to the top; you're usually going to get a pretty great reward up there. It's usually some spectacular view that you just couldn't otherwise have.

Poulakidas with UCLA banner at summit of Mount Everest

“I never set off climbing mountains thinking I would climb Everest, but the more you talk to people, the more you share experiences and the more books you read, it becomes, maybe subconsciously at first and then consciously, like a dream you want to come true.

“When I got to the summit, that's exactly what I said to the lead guide. I said, ‘This is a dream come true.’”

After seven weeks — including two nights in Katmandu coming and going — on the mountain a little over six weeks (coming down is much faster because you don’t have to do the intermediate trips), the group helicoptered back to the airport, having achieved something that many dream about, but few actually realize.

A total of around 7,200 people have made it to the summit, 29,031 feet in altitude, since Edmund Hillary and his sherpa guide, Tenzing Norgay, first achieved the feat in 1953. At least two other Bruins have done it – a student and a faculty member — but, as far as we know, this is the first time a Bruin banner has been unfurled at the top of the world. And it probably won’t be the last time it makes an appearance, grasped by Poulakidas, in exotic and hard-to-access locations.

“I don't intend to climb Everest again. In my mind, that was a great, once-in-a-lifetime experience. There are so many other mountains out there that would be wonderful to climb.”

Julie Sina Reflects on a Career of Building Community

As the passage goes, “Where your treasure is, there your heart will be also.” For Julie Sina, this treasure has been in building relationships in higher education for over 50 years. If you’ve attended an alumni event or read your UCLA emails in the last 12 years, chances are you’ve seen her face, read her name or heard her unmistakable laugh. She has been an ever-present force that has helped shape the Alumni Association today. Last month, it was announced that Julie, the associate vice chancellor for Alumni Affairs and Advancement Services and the COO and CFO for The UCLA Foundation and UCLA Investment Company, would transition to become the interim chief of staff for newly inaugurated Chancellor Julio Frenk.

This marks the end of an era for UCLA Alumni — one that’s taking place in the midst of a change in leadership, an organizational rebrand and year three of implementing its strategic plan. Ironically, the start of the “Julie era” in 2013 had a similar theme under different circumstances — a change in leadership, a directive to implement the recommendations of an outside consulting firm (the GG+A Report) and an organizational restructuring. Julie was asked to lead, transform and grow the Alumni Association just as UCLA was preparing to launch its $4.2 billion Centennial Campaign in 2014.

Back in 2013, the Alumni Association was near last in social media engagement among similar-sized universities. There was one dedicated staff member for all its alumni networks worldwide. Financially, it was operating in a multi-year deficit. Within a few months everything changed. Through Julie’s leadership, the Association adopted an engagement model which grew its social media following and the alumni networks branched out and increased staffing in four key areas: regional networks (now alumni communities), diversity networks, affinity networks and professional networks. Alumni volunteers grew by the hundreds, programs ballooned to over 1,300 per year and emails were regularly filling up inboxes with invitations to attend career events, social mixers and sports tailgates, along with other promotions and announcements. The Association’s staff size has increased by nearly 50% since 2013 and numerous programs and publications created or elevated during her tenure have been recognized with CASE Circle of Excellence awards.

A Burgeoning Career in Higher Ed

The skills Julie uses to navigate challenging situations and develop organizations were honed throughout her career in higher education. Beginning in her undergrad years as an intern for a radio station at the University of Wisconsin, she learned a life lesson she would never forget. A colleague had lied to her coworkers that Julie had quit her weekly show so she could take Julie’s spot. Julie spoke to her manager, who gave her the best advice. He said, “If you choose to go into this field, it's very cutthroat. The only way you're going to get ahead is if you're willing to step over other people to get a job.”

Disillusioned by this experience, she set her sights in another direction. As a resident advisor, who was also active in yearbook, orientation and student government, her hall director said to her, “You love being an R.A. You love doing all this stuff. Why don't you go into higher education? Go work in student affairs." And Julie responded, "Oh, you get paid for that?”

After graduating with a bachelor’s in communications and media studies, eventually she was hired to be the university spokesperson. She said, “I love doing that work. Even now, I love those opportunities to learn about people and help tell their stories.” This newfound passion led her to pursue her master’s in college student counseling and personnel services at Iowa State University and then her doctorate at Virginia Tech.

Julie embarked on a career in student affairs holding various positions at Virginia Tech, then serving as dean of students at the University of Florida and vice president for student affairs at the University of the Pacific. At UOP, her career took a slight pivot when she was asked to be the chief of staff for the president and board of regents. She said, “At a small school, you do everything, so I learned a lot. But I also quickly learned that I'm more of a large-school person. I really love the vibe of a large public school.”

Fast forward a few years to 2007 and there came an opportunity to come to UCLA and serve as the chief of staff for the College of Letters and Science. This entailed working with all the deans, the faculty and chairs, and managing the infrastructure for the College, which was the largest academic unit in the UC system. It was during this period that Julie learned how UCLA worked, its administrative and academic networks, and campus culture. She developed strong and lasting relationships, and built bridges among the people she worked with. She said, “One time I did a day-long retreat for all the infrastructure staff. I'll never forget one of the individuals, who had been there 30 years, said to me, ‘You know, Julie, I wish the deans knew our names.’ And I learned from them that the deans of the college didn't know the names of the people who supported them.”

Determined to change this, she put together a picture directory and told the deans, “I'm going to challenge us to get to know the people that work here. I've got this directory. The next meeting, we're going to start our meeting with each of you telling me at least one person you've talked to and what you've learned about them. They thought it was really funny until I kind of made them do it.”

Julie’s flare for having fun on the job didn’t end there. They would have themed holiday parties — one year crowning a prom king and queen who were paraded around on roller chairs; another year a "Love Boat" theme with pictures of the deans as portholes. Whether it was because of the monthly barbecue picnics on the front lawn of Murphy Hall or the Friday afternoon happy hours, she earned the nickname “Julie in the College” (a spin-off of “Jenny from the Block”).

The UCLA Alumni Experience

Eventually, Julie was recruited by Rhea Turteltaub, vice chancellor for UCLA External Affairs, to oversee Alumni Affairs, Advancement Services and The UCLA Foundation. At first it was just on a one-year interim basis to help implement the GG+A Report recommendations. But the search committee for the associate vice chancellor position determined she would be the best person for the job so it became official in December of 2013. She said, “I thought it would be a year. And then two things happened. One, I really fell in love with the work because it's so much like student affairs work in terms of the relationship building, but without the student discipline. Second, I loved working with the Foundation board; it’s so similar.”

Julie also attributes her success to being surrounded by really good people. In particular, she points to how Lea Rasmusson, CFO of Alumni Affairs and CAO for External Affairs, runs the show at Advancement Services, and how Christina Chase, J.D. ʼ18 (currently the CFO and COO for UC San Diego Foundation), helped build the infrastructure for the UCLA Foundation’s financial system.

Working with UCLA alumni had a special place in her heart. Julie showed up to work daily, including for night and weekend events that she said often didn’t feel like work. “A lot of stuff I would come to anyway, because I love going. It wasn’t because it was part of my job. I just think [UCLA] is such a fascinating place.”

She continued, “When you walk this campus, there are incredible things that are happening here. I find people here to be really accessible. I reach out to alumni and am rarely told no, because you get a lot of folks that say, ‘I've been waiting for somebody to ask.’ But I think there's a really deep love for this institution. Not that we don't have our problems, but I also think that in the fabric of this place, there's such a sense of community.”

However, when the community isn’t pleased with what’s happening at UCLA, they will often complain to its leadership. Julie understands the root of this anger, because no one loves UCLA as much as its alumni. She said, “Oftentimes when I pick up the phone and I call someone who's complaining, first they didn't expect me to call back so they’re already surprised. I tell them that I'm happy to listen to them and I say, ‘I'm going to assume, unless you correct me, that the anger that you express is out of love.’” She said this often changes the tone of the conversation.

One of the most challenging periods of doing alumni engagement work was during the pandemic. The staff had to learn how to build community in a virtual space using new technology. Beginning in March of 2020, the Association shifted into high gear, assembling experts and resources that were quickly disseminated to alumni who needed it. Whether it was webinars on how to acquire a PPP Small Business loan or sharing scientifically backed health and safety information, keeping the alumni community engaged with relevant opportunities was the priority.

While her staff conducted their work remotely, Julie continued to come in to the office daily.  She would water the plants, open the mail, and as she tells it, “Talked the ears off of the mailmen. Finally, human beings!” Being a people-centered person, Julie found ways to build community among the staff, whether it was through daily check-ins, Coffee Chats on Zoom or inspiring email messages before signing off for the weekend. She started a series of virtual staff experience sharing sessions, where one volunteer would share about their passion project or hobby. All this had little to do with work, but everything to do with connecting on a human level.

The pandemic changed alumni work in many ways. She explained, “I think we created ways and identified alumni who really stepped up for each other. It also transformed how we do our work because we didn't rely on people showing up and being in the same room together, even though people still liked that. It gave us a chance to broaden our reach and what we have as a global community.  I think it took us a little while to find our way. But we were intentional about letting both staff and alumni know that, hey, we still see you.”

Julie was most appreciative of how the staff continued to be nimble and open. She said, “When you're talking about a community of 670,000 people around the world, I think the challenge is the connection and that has really evolved. I know it's not easy, constantly asking, ‘Are we relevant? Are we nimble enough to do that?’ One of the big challenges is if you have a great new idea, how do you create the space to do it?”

She acknowledged that it’s not possible to reach everybody. But she said some of those who choose not to participate may still like knowing what’s going on. It’s a passive participation that makes storytelling even more important. She said, “It makes people feel like they’re still part of the community.”

At the end of the day, she said she feels extremely proud of the work and the team, whether it’s the staff embracing bold ideas or their fearlessness in tackling new challenges. She looks forward to seeing it continue to evolve under her successor, to whom she offered this bit of advice: “Make it your own. Build relationships in your own way.”

Career Reflections

If Julie could speak to her younger self, she would advise, “Don’t take it personally.” She understands the difficulty in those words, because in challenging times, she says, “We do take our work personally because we devote so much of our personal time and passion into it. It's hard not to because, in a way, that's what makes you beloved in a workplace; when they know you're not just a cold business; that you actually are human.”

In her new interim role as the Chancellor’s chief of staff there will be no shortage of challenges. As a new leader coming on board during a time of immense internal and external pressure for UCLA and higher education, it will put all of Julie’s organizational acumen and relationship-building skills to the test. She noted, “I love a challenge. When my boss asks me to take something on, I accept it because I’m old school. But it’s also a wonderful opportunity for me. UCLA really did save my heart and soul so it’s a little payback.”

Despite her best attempts to not take it personally, there is an emotional toll in taking a step away from a community you love. She said, “I will miss the people the most. The community. The amazing alumni I’ve been able to meet. I’m going to miss their stories.”

But as she reflected back to what brought her to this work in higher ed in the first place, she recalled, “When I was in the College, anytime a student came into the dean's office who was upset or in crisis, they found me. I know I'll continue to find ways to do that work that I love.”

From left: Alumni President Paco Retana ʼ87, M.S.W. ʼ90, Julie Sina, Alumni President-Elect Cinthia Flores ʼ10

Matt Easterday, Ph.D. ’03

Before leading a company at the cutting edge of genomic research, Matt Easterday, Ph.D. ’03, was a UCLA graduate student exploring the genetic foundations of brain development. He earned his doctorate in neuroscience through UCLA’s Interdepartmental Program for Neuroscience, focusing on stem cell genetics, a field that would prove foundational to his interdisciplinary career.

Today, Easterday serves as CEO of Dovetail Genomics (part of Cantata Bio), a company known for developing advanced tools for structural variant detection and 3D genomics. Under his leadership, Dovetail is expanding its reach across cancer research, rare disease studies and broader applications in genomic medicine.

“Dovetail is focused on solving some of the biggest challenges in genome analysis,” Easterday said. “We’re working to give researchers the tools they need to understand the genome more completely.”

Easterday’s path to Dovetail has been defined by both scientific rigor and strategic vision. After completing his Ph.D. at UCLA, he pursued postdoctoral research at the Children’s Hospital of Philadelphia and the University of Minnesota. There, he studied developmental genetics related to the heart, brain and autism spectrum disorders.

Recognizing the importance of intellectual property in life sciences innovation, Easterday later earned a law degree from the University of Minnesota and went on to practice patent law at Wilson Sonsini Goodrich & Rosati in Palo Alto, advising early-stage biotech companies on IP strategy.

In 2016, Easterday joined EdenRoc Sciences, a biotechnology platform company, where he currently serves as general counsel, secretary and treasurer. Many of the companies he advised during his time in law practice would later become part of the EdenRoc ecosystem. Dovetail Genomics is one such company.

As CEO of Dovetail, Easterday has overseen the development and release of innovative genomic tools, including the LinkPrep Kit, which enables high-resolution detection of structural variants across a range of sample types. Recent company milestones under his leadership include the launch of early access services for analyzing challenging FFPE samples, the expansion of certified service provider partnerships in Europe, and a strategic partnership with CareDx to drive the next wave of innovation in transplant matching using advanced Hi-C technology.

What remains constant across these milestones is a commitment to scientific accessibility. Easterday’s leadership reflects a core mission: to make high-resolution genomic tools more widely available to researchers solving complex biological problems.

Easterday credits his time at UCLA with shaping him not only as a scientist, but also as a leader. “I was fortunate to have great mentors at UCLA,” he said. “Harley Kornblum taught me that advancing science is all about building the right team - collaborators, advisors, skilled technical experts and funders. I use those lessons every day.”

Easterday continues to guide Dovetail Genomics in developing innovative, accessible solutions for the genomics research community, living out the UCLA tradition of discovery, leadership and impact.

Bruin Spotlight: Jennifer Openshaw ʼ88, MBA ʼ98

Jennifer Openshaw, CEO and Founder of Girls With Impact

Jennifer Openshaw was speaking at the World Economic Forum in Davos when she had the idea for Girls With Impact (GWI), a program to give girls the skills and confidence they need to succeed in business. At Davos, global leaders emphasized that organizations should hire and promote women to tap into an unclaimed $12 trillion in global economic growth, as cited by McKinsey. Instead of trying to fix corporate culture, Openshaw decided to reach out to the next generation of future leaders. She says, “I believe it's more important than ever to invest in women.”

The Silicon Valley entrepreneur, author and Dow Jones columnist had a successful career in finance, a personal history of financial struggle and a passion for women’s success, which made her ideal for the role. Since that day in Davos, Girls With Impact has educated more than 18,000 girls tuition-free, becoming the nation's leading online business education tool.

Openshaw is a double Bruin, with a bachelor’s degree in communications and an MBA in finance. At age seven, she watched as her single mother worked two full-time waitressing jobs to make ends meet. To make this possible, she had to step in to care for her younger brothers. Witnessing her mother’s struggles shaped Openshaw’s future choices and would be a spark for Girls With Impact.

At age 14, she began working as a motel maid to earn spending money. To put herself through college, she held multiple jobs, including working for former city controller and UCLA dean Rick Tuttle. She says, “I wanted to have a better life and do something bigger.”

GWI graduate Anika Mistry, CEO of DevMind VR

Unable to afford her first college, she transferred twice, landing at UCLA. She says, “I was lucky that a couple of people took me under their wing. It opened so many new and important doors and gave me an incredible start to my career.” As finance director for UCLA's Internship Association, she lowered the cost of student internships by launching the entrepreneurial “Bruin Bear Market” furniture sale and a cookbook of politicians’ recipes.

After graduation, she began a career in California politics as press secretary for California State Treasurer Kathleen Brown. She returned to UCLA to earn her MBA, transitioning her focus to the financial industry. She moved to Silicon Valley and created Women's Financial Network, the first online financial services firm for women, which was later acquired by Muriel Siebert. By 2000, she was named one of the Internet’s 25 Rising Stars.

Her career has been focused on helping consumers, especially women, with their finances. She has shared her wisdom on shows including Oprah, Good Morning America and NBC Nightly News. CBS MarketWatch founder Larry Kramer called her “one of the most outspoken proponents for empowering women to control their financial lives.”

To make her vision for Girls With Impact a reality, Openshaw partnered with business leaders and educators to develop a program designed to ensure young women will excel in the workforce. Drawing on her Silicon Valley experience, she says, “I invested my own money and don't take a salary. I saw an opportunity to create something scalable for girls who don't have financial wealth, hoping to change their futures.”

The program is offered to public high schools, colleges and community organizations, and recently partnered with LAUSD. When asked, students say they want to find a way to build skills, innovate and differentiate themselves in the college, internship and career application process. She says, “Having our program on their résumé gives them a major competitive edge. Parents share that employers don't often see young women with this kind of real business background.”

From left: GWI graduate Jayla Thomas, GWI Board Member Mitra Best '87, GWI Gala Special Guest Donna De Varona ʼ86 (Olympic Swimmer) and Jennifer Openshaw 

The signature program of Girls With Impact is the Business & Leadership Academy, where students learn the basics of bringing an entrepreneurial idea to life by developing a business plan, pitch presentation and prototype. She says, “Their confidence literally does a 180-degree turn, and they show improvements in the work readiness skills that companies seek. They also earn a LinkedIn credential.”

Girls With Impact graduates include Anika Mistry, who secured three full-ride college offers and now attends Johns Hopkins University. For her GWI project, she developed DevMind VR, a virtual reality solution for improving the lives of children with autism. For her project, GWI graduate Jayla Thomas took her grandmother’s hot sauce recipes and turned them into a business called Thomas Family Tasting Hot Sauce, building a website and marketing package. She graduated from Howard University debt-free and now works for Girls With Impact.

Girls with Impact wants to meet students where they are, and is delivered live online by an instructor. Openshaw says, “This means that if a student doesn't have transportation, or if they're in the middle of Iowa, or even if they're taking care of a younger sibling, they can still participate.” For those who need immediate help with an upcoming interview or presentation, they offer an on-call mentoring program staffed by volunteers.

Openshaw says, “For about five years now, we've been recruiting instructors for our signature program, the Business & Leadership Academy, from business schools and alumni networks. These instructors aren't academics; they're people who have been out in the real world, and we embed them into our program.”

UCLA Bruin Mitra Best ’87, PricewaterhouseCoopers partner and technology impact leader, is a GWI Board Member. She has said about the program, “As leaders, we must support programs that position the next generation for success. GWI empowers young women to achieve and exceed their career goals through its world-class curriculum and curated mentorship. I’m proud of the results and excited about scaling the program to reach even more young women across the U.S.”

Girls With Impact is debuting She Leads Clubs, where students receive a toolkit to lead a club at their school. She says, “An excellent example of a topic covered might be how to find and get a recommendation – something no one teaches. The latest studies show over 80% of students feel unprepared for a job after college. We feel we're at a very exciting place, but we've only scratched the surface; the need is immense.”

Openshaw’s next goal is to increase the number of girls she serves, from 20,000 to 50,000 students. She is looking for philanthropists who want to get involved. She says, “We have the platform to train a million young women easily. Our only limitation is financial resources. This is a chance to leave a real legacy by changing the trajectory for women in the business world. The World Economic Forum identifies two key prongs for achieving true equal representation for women globally: more women in government and more women in business. We are a leader in the business space, offering a wonderful opportunity for people to make a lasting impact.”

Learn more about Girls With Impact and how you can help.