Mayor Jack Balch

Jack Balch never set out with a plan to become mayor of Pleasanton. Nearly two decades ago, he was working for his family’s business when an experience with the city’s planning process left him frustrated. Around the same time, he and his wife were expecting their son. The two experiences made him think differently about the community where he was building his life. “I felt this overwhelming appreciation for the city and how lucky I am to raise my son here," Balch recalled. When a local planning commissioner suggested that instead of being frustrated with government, he could become part of it, Balch listened. “My act of defiance was to become part of the process.” That decision began Balch’s path through several city commissions and the City Council before he was elected mayor in 2024. Now seeking a second term, he remains focused on leaving Pleasanton better than he found it. For Akilis World’s Leaders in the Bay, Balch talks about family, community, the responsibility of being mayor and what he hopes the next generation inherits from the decisions being made today.

When you think about the kind of leader you are today, what experiences have shaped you the most?

A lot of how I work and lead comes from being an accountant. Accountants are trained to understand a problem before deciding whether it’s big or small, and that has shaped how I approach the city’s finances. Also, working with my family shaped me in another way, my father, uncle and grandfather constantly emphasized giving back. I try to bring both of those things into how I lead, being careful and thoughtful about decisions while remembering who those decisions are ultimately for. Residents work hard for their money, especially in a place as expensive as Pleasanton and I know that they want us to be prudent with it and protect the things at the core of the community, our police, fire services, library and parks.

What are you most proud of from your time as mayor?

One that really stands out is the work around the power outages on the west side of Pleasanton.People weren't just losing power for an hour or two. Some were without it for days. Food was thawing in freezers, people were trying to work from home and some residents needed electricity to keep medications refrigerated. Through conversations and partnerships, we were able to encourage PG&E to make significant investments in Pleasanton. There are other wins I’m proud of; Lions Wayside Park, improvements downtown, but when I think about a grandmother not losing the food in her freezer or being able to keep her medication cool, that’s a big win.

How have your conversations with residents shaped the way you lead Pleasanton?

For me, leadership starts with being available and accessible. You learn a lot just by talking to people and hearing what they’re actually experiencing. One resident told me about how difficult it was to get approval for a pergola in her backyard. I thought our process worked pretty well, but hearing what she went through made us take another look. We ended up streamlining the design review process to make it easier for residents. I also walk Main Street every Tuesday. It gives me a chance to see what’s happening and talk directly with local businesses. Through those conversations, we realized how confusing the permitting process could be for entrepreneurs, and that helped lead to the Pleasanton Playbook, a simpler guide to navigating the process. That kind of feedback is really important. Sometimes you think something is working until you hear from the people actually going through it.

You often talk about “progress with purpose”What does that mean to you?

I get frustrated with words without action. For me, it comes down to real results and asking: What can we do that will actually improve someone’s life? And it has to go beyond my time in office. One area where I think Pleasanton has made tremendous progress is making people feel like they belong here. Our demographics are changing, and I want everyone to feel welcome and part of this community. We recently had more than 1,400 people sitting together for dinner on Main Street. We crossed ethnic and socioeconomic divides and just sat at a table together. Pleasanton is about people, I’m not the mayor of a fancy building. I am the mayor of people. I want people to feel like Pleasanton is theirs and that they are part of its story.

Pleasanton still has challenges ahead. What concerns you most?

The budget is probably always paramount to me. If the budget is healthy, we can fund our police, library, housing and the other things the community depends on. But housing affordability weighs on me too, especially when I think about younger generations. My son is 18 and going to college and I think about how he’s going to afford this life. Is his life going to be better than mine? I certainly hope so. I want younger generations to have the opportunity to build a life here and pursue their version of the American dream.

Politics can become personal. How do you deal with people who strongly disagree with you?

People want to know that their viewpoint has at least been heard and understood. We all approach problems differently because of our experiences. I can listen to someone, understand what they're saying and still respectfully disagree. I actually think we need disagreement, you can't have groupthink. If a policy has been challenged, vetted and thought through from different perspectives, it should ultimately be stronger.

If you’re reelected, what legacy would you like to leave behind?

I’m not too worried about my legacy. I know I’ve contributed to the city and done the best I could. What I want is to help Pleasanton get through the financial challenges ahead. If we're prudent, thoughtful and transparent now, I believe Pleasanton will come out on the other side stronger. To me, it's all about setting Pleasanton up not just for the next few years, but for the next 50 years and beyond. I believe it's the leadership the city needs right now, and I'm honored to have the chance to do it.