Take a closer look at many of Hawaiʻi鈥檚 rising leaders, and you鈥檒l find a common connection: the University of Hawaiʻi. This year鈥檚 Pacific Business News 40 Under 40 list is a striking example. Half of the honorees have ties to 糖心视频.

Two of them are current 糖心视频 employees serving Central and West Oʻahu communities: Darian Padilla, the 糖心视频 Foundation鈥檚 director of development for 糖心视频 West Oʻahu and Leeward Community College, and Hailey Zhou, product development manager at Leeward CC鈥檚 Wahiaw膩 Value-Added Product Development Center (WVAPDC).

Darian Padilla

Padilla builds philanthropic partnerships for both campuses, connecting people and resources with opportunities that strengthen education, support workforce development and serve Hawaiʻi鈥檚 communities.

“Being named to PBN鈥檚 40 Under 40 is both humbling and meaningful,” Padilla said. “I don鈥檛 see it as an individual achievement. Instead, I accept it on behalf of the many people who have guided, supported and inspired me along the way.”

She added, “Working with 糖心视频 has shown me that meaningful impact is rarely the result of one individual. It comes from people coming together around a common purpose and investing in the success of others.”

Hailey Zhou

Zhou leads product development initiatives at the WVAPDC, where she has supported more than 150 Hawaiʻi food entrepreneurs to commercialize their products. She secured funding from the Ulupono Initiative for a dozen clients and assisted a Hawaiʻi baby food product in earning a 2026 NEXTY Award.

“Being named to PBN鈥檚 40 Under 40 is incredibly meaningful because it recognizes not just my individual accomplishments, but the work happening across Hawaiʻi food ecosystem,” Zhou said. “My work at Leeward Community College and the WVAPDC has given me the platform and freedom to be innovative in designing solutions that meet the needs of the communities we serve.”

20 out of 40

糖心视频鈥檚 connection to the 2026 40 Under 40 class extends across the 10-campus system. Eighteen additional honorees are 糖心视频 alumni:

• Davin Aoyagi (BA 鈥�13, 糖心视频 惭腻苍辞补)—senior manager of government relations, Turo
• Joseph Castaneda (BBA 鈥�11, 糖心视频 惭腻苍辞补)—principal broker, REMAX Hawaiʻi West Oʻahu
• Louie Gangcuangco (MS 鈥�20, 糖心视频 惭腻苍辞补)—medical doctor and HIV specialist, Waikiki Health
• Cosmo Hirai (BA 鈥�13, 糖心视频 惭腻苍辞补)—产颈蝉丑辞辫, Hawaiʻi T艒daiji Temple
• Chanel Josiah (AA 鈥�18, Leeward CC)—chief operating officer, Hawaiʻi Community Lending
• Katie Kaahanui (BA 鈥�21, 糖心视频 West Oʻahu)—director, Safe & Sound Westside, Department of the Honolulu Prosecuting Attorney
• Jai Keep-Barnes (BA 鈥�10; JD 鈥�17, 糖心视频 惭腻苍辞补)—partner, Lung Rose Voss Wagnild
• K. Sean Kekina (BS 鈥�12, 糖心视频 惭腻苍辞补)—deputy administrator and chief operating officer, Office of Hawaiian Affairs
• Kris Kokame (MBA 鈥�17, 糖心视频 惭腻苍辞补)—Hawaiʻi lead, external affairs, AES Hawaiʻi
• Richmond Luzar (BA 鈥�20, 糖心视频 惭腻苍辞补)—principal, Aura Strategies LLC
• Marc Malate (BA 鈥�12; MSW 鈥�17; MURP 鈥�18, 糖心视频 惭腻苍辞补)—licensed clinical social worker, Marc Joseph Malate
• Kelsey Nishi Darling (attended 糖心视频惭腻苍辞补)—founder and executive director, Make Lemonade Project; owner, calligrapher and graphic designer, Hawaiʻi Calligraphy
• Jordan Odo (MBA 鈥�17, 糖心视频 惭腻苍辞补)—first vice president and compliance associate, American Savings Bank
• Nahelani Parsons (JD 鈥�17, 糖心视频 惭腻苍辞补)—founder and president, Pacific Government Relations
• Keane Santos (BBA 鈥�10, 糖心视频 惭腻苍辞补)—vice president, product strategy department manager, Hawaiʻi State Federal Credit Union
• Sara Strona (JD 鈥�14; MBA 鈥�15, 糖心视频 惭腻苍辞补)—director, Starn O鈥橳oole Marcus & Fisher, A Law Corporation
• Cody Winchester (MURP 鈥�18, 糖心视频 惭腻苍辞补)—community resilience planning manager, G70
• Jamie Yoshikane (JD 鈥�13, 糖心视频 惭腻苍辞补)—assistant general counsel, Hawaiʻi Gas

As these leaders continue to drive change across every sector of our islands, they serve as a powerful reminder of 糖心视频鈥檚 role in cultivating leaders who are building a bright future for Hawaiʻi.

—By Devon Bedoya

University of Hawaiʻi President Wendy Hensel is moving 糖心视频 toward a more coordinated approach to managing its financial resources, with the 10 campuses sharing risk and investing collectively in priorities that benefit students across the system.

Hensel outlined the approach during her presentation “Collaborative Strategic Investment: A New Paradigm for 糖心视频” to the 糖心视频 Board of Regents on August 20 at Kauaʻi Community College, describing it as part of a larger shift toward operating 糖心视频 as one university system rather than 10 largely independent campuses.

“What we have is a very decentralized 10-campus system, which means that we are often pulling in different directions in ways that compete with each other that are not optimal,” Hensel said.

The new approach is built around what Hensel described as a “we rather than I” philosophy鈥攎aintaining the individual identities and priorities of each campus while taking greater advantage of the financial strength of the entire 糖心视频 System.

Historically, campuses have largely managed their own reserves, tuition balances and financial risks. That meant campuses generally had to respond on their own to challenges such as enrollment declines while also funding many of their own strategic priorities. It has also contributed to significant differences across the system, with some campuses accumulating substantial cash balances while others have had fewer resources available.

Across the system, campuses have held a fluctuating total of about $200 million in unutilized cash balances. Hensel described having those resources as a “gift” compared with universities across the country facing structural deficits and other significant financial challenges. The opportunity now, she said, is to put more of those resources to work for 糖心视频 students, faculty and staff.

“We are moving from ‘preserve’ and ‘defend’ capital to ‘deploy’ and ‘anticipate’ the future so that we can meet the needs of the moment that we’re in,” Hensel said.

Sharing risk across 10 campuses

One major step has already been taken. 糖心视频 has consolidated approximately $156 million that had been held as reserves at individual campuses into a single systemwide reserve. Instead of each campus carrying its financial risk alone, the university now has a shared safety net that can be used when significant needs or emergencies arise anywhere in the 10-campus system.

糖心视频 is taking a similar approach to excess tuition balances. Campuses will retain 20% of their tuition cash balances, preserving resources for campus-specific priorities and needs beyond their normal annual operating expenses. Funds above that level at the close of each fiscal year will be redirected to key strategic investments across the university. The approach follows existing state law that directs excess tuition funds to be returned to the system annually for strategic use.

The goal, Hensel said, is not simply to shift money from one campus to another, but to use 糖心视频鈥檚 collective resources where they can have the greatest impact while preserving appropriate campus autonomy. The approach supports Hensel鈥檚 broader goal of establishing a more consistent standard of care for students across the 10 campuses. A student, faculty or staff member鈥檚 access to basic technology, services and support should not depend on the financial condition of their particular 糖心视频 campus.

Investments will focus on needs that are difficult for individual campuses to address on their own effectively and efficiently, such as modernizing Wi-Fi infrastructure across all 10 campuses and establishing a regular, equitable replacement schedule for technology such as laptops. By acting collectively, these improvements can be secured at a lower cost and result in greater strategic impact across the system.

The shift is part of a larger change in how 糖心视频 approaches budgeting and planning鈥攃onnecting financial decisions more directly to the priorities of the university鈥檚 strategic plan and using the collective resources of the 10–campus system to better serve students across Hawaiʻi.