Meet Ken

Where it all started

The Early Years

I was born in Burnaby, British Columbia, and grew up in neighbouring Richmond. My parents came to Canada from Sabah, Malaysia, in the 1980s, worked hard, raised my older sister and I, and became deeply involved in the community around them.

Growing up, I learned that strong communities are built by people who know their neighbours, open their homes to others and step forward when something needs to be done. Our family benefited from the generosity of many people along the way, and that instilled in me both a sense of gratitude and a responsibility to contribute.

Through my family’s involvement in our church, schools and small-business community, I learned that leadership starts with people. It requires listening, building trust and taking responsibility for the wellbeing of those around you.

Those principles continue to shape how I approach public service today.

Formative Years

High School and University Leadership

In high school, I was heavily involved in student council and the Royal Canadian Air Cadet program, serving as Squadron Drum Major of my local air cadet unit and as my school’s Student Council Vice President.

Those roles taught me how to set goals, build teams, mentor others and bring people together around a shared purpose. They also taught me that leadership is earned through trust, consistency and a willingness to understand different perspectives.

After high school, I spent time volunteering abroad, helping build a classroom for a primary school in Sikrar, Kenya, and teaching English for two summers at a senior high school in rural Guangxi, China.

Those experiences broadened my perspective, but reinforced a simple lesson: strong communities depend on people who are willing to contribute, take responsibility and look out for one another.

Choosing Guelph

A City That Became Home

I came to Guelph as a student more than a decade ago to study Landscape Architecture at the University of Guelph. What began as a place to study quickly became home.

I was drawn to Guelph because it offered the opportunities of a growing city while still maintaining a strong sense of community. It was a place where you could know your neighbours, build relationships and feel connected to the people around you. This grassroots culture is special to us and something we deeply cherish.

Around the time I completed my Bachelor of Landscape Architecture, I met my wife through campus fellowship. Shortly after getting together, we decided to commit to Guelph as she pursued vet med at the Ontario Veterinary College.

I began my career commuting from downtown Guelph, taking the 99 North and GO Train to work. Over the years, Guelph has given me an education, a career, lasting friendships and a community. More importantly, it became the place where my wife and I intentionally chose to put down roots and build our life together.

Working in Multi-Disciplinary Teams

Experience on Both Sides of the Counter

Before being elected, I worked across both the private and public sectors as a designer.

My career took me through multidisciplinary design firms, major infrastructure projects and municipal government. I worked alongside architects, engineers, planners, developers, businesses, public agencies and communities to move ideas from concept to implementation, including projects that have since broken ground and become fully operational.

That experience taught me an important lesson: good ideas are not enough. Successful cities need people who can align different interests, understand constraints, make informed trade-offs and turn priorities into results.

I have seen City Hall from both sides of the counter. I understand what it is like for residents, businesses and applicants trying to navigate municipal processes, and I understand the pressures facing the public servants responsible for administering and delivering them.

That perspective continues to shape how I approach Council. Good government should be clear, predictable and responsive, while giving staff the direction and tools they need to deliver.

Showing up as a City Councillor

Delivering for Ward 6 residents and businesses

My approach to the day-to-day work of a councillor has been grounded in service, responsiveness and follow through. That means helping residents navigate City Hall, bringing neighbourhood concerns directly to staff and staying engaged until there is a clear path forward.

Early in the term, I worked with my Ward 6 Council colleague to build support for the long-awaited South End Community Centre. We were able to secure its final approval at council with a more efficient design that avoided significant additional capital costs.

Across Ward 6, I have worked with residents on road safety, drainage, parks, trails, development, construction and neighbourhood concerns. That work has reinforced how much effective local government depends on clear ownership, strong relationships and consistent follow-through.

A well-run City Hall should not require residents to understand its organizational chart to get an answer. When someone raises a reasonable concern, they should know who is responsible, what happens next and that someone is accountable for moving the issue forward.

A Record of Fiduciary Responsibility

Respect for the Tax Base

I have consistently pushed Council to focus not only on how much we spend, but on the results residents receive for that spending.

I supported stronger value-for-money scrutiny, including reviews of Building Services and winter maintenance, and have pressed for clearer decisions about service levels, staffing, capital priorities and whether the organization has the capacity to deliver what Council commits to.

I have also been willing to have difficult conversations with residents about service levels and the trade-offs that come with setting priorities. Responsible leadership means being candid about those choices, even when the answers are not easy.

I voted against increasing Council compensation. Before changing how elected officials are compensated, I believe Council should first examine the structure of the role, the expectations placed on members and the City’s broader financial position. The discipline we expect from the organization should begin with Council itself.

Responsible government is not simply about spending less. It is about setting clear priorities, measuring results and directing public dollars to where they provide the greatest value.

The Next Chapter

Charting A New Era of City Leadership

My upbringing taught me the importance of relationships, service and personal responsibility. My professional experience revealed how cities are planned and built. Serving on Council taught me how priorities are set, resources are allocated and decisions move through City Hall.

Now I want to bring those experiences together as Mayor, helping Council and senior staff work toward clear priorities and better outcomes for the city.

I am running for Mayor to build a culture where Council understands the trade-offs behind its decisions, employees are empowered to solve problems and a City Hall that is more responsible, predictable and connected to the people it serves.

My priorities for the next term are clear: stabilize the City’s finances, strengthen core services and position Guelph for responsible growth. I want Guelph to remain a city where people can build a home, grow a business, raise a family and build a future.

This election is an opportunity to begin a new era of responsible, focused and community-rooted city leadership. I look forward to earning your trust and support on October 26.

Ken Yee Chew