You were installed as chairman during the MBA|VBA Annual Convention in June. Tell us why the role of VBA chairman is meaningful to you.

Being elected chairman of the Virginia Bankers Association is meaningful because the VBA represents the collective strength, voice, and purpose of banking in Virginia. For me, this role is an opportunity to support an industry that has made a real difference in my own career and in the lives of the communities we serve. Serving as VBA chairman allows me to advocate for and support bankers across the Commonwealth, helping ensure that Virginia banks remain strong and relevant.

What was your path to becoming a banker, as well as your path to your current role?

I started as a CPA working with banks, which led to becoming CFO of a community bank. I was elevated to president & CEO at age 33, and after the sale to a large regional bank, I became CEO of a large region of that bank.  They sold, and I transitioned back to finance and moved to CFO role for a turnaround bank in PA. Then Burke & Herbert called.  

You came into Burke & Herbert as part of a planned leadership transition—what stood out to you about the bank that made you want to take that next step into the CEO role?

What stood out immediately was the bank’s 170-year history, its reputation, and being the banking cornerstone of Alexandria, Virginia. That kind of legacy is rare. But what made the opportunity especially compelling was that the bank was not simply relying on its history; it had a strong customer focus, a meaningful role in the Northern Virginia community, and a foundation for continued growth. 

I saw a bank with a special place in its community, a brand built on service, and the potential to write an important next chapter. I was excited by the opportunity to honor that legacy while helping the organization modernize, grow, and serve customers in new and better ways.

You’ve spent time as a CFO, COO, and CEO—how did each role influence how you think about leadership?

Each role shaped me differently.  As a CFO, you learn the importance of discipline, transparency, and accountability. You develop a deep appreciation for capital, liquidity, risk, performance, and the need to make decisions that support long-term strength rather than short-term optics.

As a COO, you learn that strategy only matters if the organization can execute it. Operations, technology, process, communication, and teamwork determine whether good ideas become real outcomes.

As a CEO, you learn that leadership is ultimately about people, culture, clarity, and stewardship. The role requires setting direction, building trust, developing talent, managing risk, and making sure the institution is positioned to serve customers, communities, employees, and shareholders over the long term.

How do you define success for the bank beyond financial performance?

As a CPA and finance-minded executive, financial performance matters because it allows us to invest, grow, and remain strong. But it is not the whole definition of success; there’s more to it than that. Success also means earning the trust of our customers, investing in our employees, supporting our communities, and building an institution that will be stronger tomorrow than it is today.

As the banking industry continues to evolve rapidly, what actions should leaders take to cultivate and empower the next generation of talent for long-term success?

Leaders need to be intentional about developing people. That means giving emerging leaders exposure, coaching, accountability, and opportunities to lead before they are fully “ready.” The future of banking will require people who understand relationships, risk, technology, regulation, data, and community impact. It also means creating a culture where people understand the “why” behind the work. Banking is not just about transactions; it is about helping customers and communities succeed.

You’ve spoken about becoming a more technologically advanced bank—what areas of digital transformation do you believe to be the most critical right now?

The most critical areas are those that make banking easier, faster, safer, and more valuable for customers while improving the way the bank operates internally. Today, I would frame the priorities around four areas: customer experience, payments and treasury solutions, data and analytics, and operational efficiency. At the same time, technology cannot be pursued for its own sake. The goal is to combine modern tools with the personal service and relationship orientation that customers expect from a community bank.

In your opinion, why is the VBA an essential asset to you and its other members?

The VBA is essential because it brings bankers together around shared priorities. It gives banks of all sizes and charters a unified voice, and it helps the industry engage constructively on issues that affect customers, communities, employees, and the broader economy. 

For members, the VBA provides advocacy, education, connection, and perspective. In a period of rapid change—technology, regulation, competition, interest-rate cycles, cybersecurity, talent, and customer expectations—no bank benefits from operating in isolation. The VBA helps us learn from one another and work together on issues that matter.

When you’re not working, how do you like to spend your time?

My priorities in life are (in order) faith, family and then work and everything else.  So I spend my introspective time first. My family is amazing with 4 children and 6 grandchildren. They occupy a lot of my/our time.  I enjoy building/restoring cars, golf, farming and hunting/shooting.

My favorite…:

• Music or musical artist: Country, 70’s & 80’s classic rock, Contemporary Christian
• TV Show/Series: The Chosen
• Book: Greatness – Dr. David Cook
• Work item (tool/program/news source) you cannot live without: Telephone
• Habit I wish I had started sooner: Working out
• Place to enjoy some time away: Woods or Amelia Island
• Part about being a Virginia banker: The people