the three-stakeholder group that is
collaborative and productive.
A new governance structure was
established in August 2016 that has
expanded stakeholders responsibilities, instead of concentrating all of
the governance and management
from the member organizations in a
seven-member Management Committee. The new governance will be
distributing authority and management to working committees within
the CFA. One of our goals is that, by
working to implement the new governance, the CFA will be re-energized
and focused on our mission, led by
our next generation of leaders.
Another widely supported goal is
to continue progress on improving the
CFA’s financial strength. The emphasis
is to improve reserves for both the Association and the Education Foundation
that will enable both organizations to
carry on in the event of an economic
Every CFA president has their certain
area that they’re more passionate
about than others. For some it’s
chapters, for some it’s education. Do
you have any area that you’re more
Inclusively engaging our next generation of talent within the CFA is a
priority. Unfortunately, most young
people in the asset-based lending and
factoring industries don’t know that,
if their organization is a member of
the CFA, they are a member of the
CFA. It’s a challenge and opportunity.
We won’t be successful as an organi-
zation unless we communicate the
value proposition of the CFA to the
next-generation members. One of
the ways we’re moving forward was
the inaugural 40 Under 40 Awards.
The award winners have emerged as
young leaders within their member
organizations and will step into
senior management roles in the
asset-based lending industry. The
CFA has been successful in reaching
that group. We need to become more
comprehensive and engage people as
they enter the industry.
How did you first become acquainted
with CFA and what motivated you to
volunteer your time as a leader?
When I first entered the industry,
my organization was very active in
the CFA. My management team immediately directed me to become a
member and get involved. They felt
that it was very important for my
professional development to use the
CFA as a resource. And they were very
generous and supported my attendance at the annual conventions. I
became active at the chapter level
which definitely helped develop my
career. When I became a specialist
in lending to commercial finance
companies, I realized that I had a
unique and valuable perspective that
could advocate for the needs of both
the entrepreneurial members and
large-bank affiliate ABLs. I could help
my borrowers succeed by introducing
them to the CFA if they weren’t members and work to make the CFA continuously improve valuable resources
for all members.
Please give us a little background on
how you got into the ABL industry.
I was recruited by the ABL subsidiary of the bank that I joined after
graduating from the MBA program
at the University of Texas at Austin. I
began my lending career as a middle-market banker in Houston, Texas. The
bank relied on the asset-based lending group for expertise on collateral
and audits and the ABL group was
frequently in our credit committee.
As a young banker, I was permitted to
pitch the easy deals to the committee. For some reason the ABL group
decided they liked me and thought I
would be a good fit for their business.
I was very lucky to have been sponsored by the ABL group head. Most
of the managers had been recruited
from GE and I benefitted significantly
from their expertise and training.
They were incredibly knowledgeable
and generous teaching me all the nuances of asset-based lending.
What will your priorities and goals
be as CFA president?
First of all, when I think of goals and
priorities, I think of those as the goals
and priorities of the organization, not
necessarily my goals. My hope will be
to engage members and set collaborative goals.
The CFA has been evolving to a
more inclusive and consultative style
by engaging our stakeholders. We
have 255 member organizations, individuals from the member organizations who are active in CFA roles and
the CFA staff. An important goal is to
develop a working relationship with
We won’t be successful as an organization unless
inaugural 40 Under 40 Awards