From StuCo to CEO: Embracing Experience, Adaptability & Aunt EDNA

By Kim Daly, Director of Marketing

Unlike many CEOs who discover their leadership aspirations later in life, Mac McNeil knew his destination early on, just not his path. Growing up primarily in Germany as a self-proclaimed Army brat, he saw leadership all around. “I probably knew at sixteen that I wanted to be a CEO,” shares Mac, whose first stint at leadership was as student council (StuCo) body president.

His journey to the top, however, has been anything but a straight line. Rather, it's a testament to the power of lived experience, flexibility, and a clear leadership style.

Currently serving at the helm of the National Community Reinvestment Coalition Community Development Fund (NCRC CDF), Mac's path to the C-suite has included an array of diverse experiences, some seemingly unrelated. “It was a journey of taking multiple jobs that had nothing to do with my passion,” says Mac, and yet each played a critical role in his professional development.

An Intelligence Edge

Before the corporate world, Mac followed in his father’s footsteps and served as an Intelligence Analyst for the U.S. Army. This role wasn't just an early career point; it profoundly shaped his leadership approach, reveals Mac. While he started in the position analyzing maps and understanding enemy tactics, he eventually made his way to special operations command and psychological operations.

"They taught me to read people, and that helped build my leadership skills," explains Mac. He learned how to get to know people individually and not just collectively. “Then you know how to influence the person if you truly understand the person.”

Next, Mac says he learned valuable lessons as a young man in customer service at TBC Brands in Memphis, a marketer of private brand tires. There, as a young Black man, he interacted from a customer experience standpoint with CEOs of tire companies nationwide. "I was learning the lingo and the game, what makes them happy, what drives them, and how to create a great customer experience,” shares Mac.

Managing a branch at JP Morgan Chase exposed him to private banking and wealth management, while allowing him to pick the brains of high-net worth individuals. And a regional executive position with Bank of America provided him with high-volume operations experience. Mac explains, "I had 60 financial centers under me in Southern California, over 600 employees, and about $2.2 billion in assets under management.”

When it comes to nurturing the next generation, acquiring lived experience is Mac's number one piece of advice for aspiring CEOs. “To be honest with you, a lot of it was just opportunity,” shares Mac. “But when I look back on it, those opportunities helped shape me to get me where I am today.”

Flex your Career Muscles – and your Zip Code

To find and embrace each of the career steps in his life required Mac to be both flexible and adaptable, two attributes that not everyone possesses. Reflecting on individuals in his early twenties who had their minds made up on what they wanted to do, he says, “A lot of them, because they were so rigid, they missed out on opportunities,” says Mac. “They wouldn't be flexible and open-minded; they wouldn't accept other roles. They didn't want to move.”

A willingness to relocate, admits Mac, is a big part of being flexible. He has relocated an impressive ten times throughout his corporate career, working in locales, including but not limited to Charlotte, Memphis, Phoenix, Greater L.A., Minneapolis and now, the D.C. metropolitan area.

Embracing Great Aunt EDNA

Over the years, Mac has developed a signature leadership philosophy: My Great Aunt EDNA. “EDNA” is an acronym for Excellence, Doing things the right way, No shortcuts, and Accountability. In addition to serving as the inspiration for his book of the same name, the framework ensures a culture of integrity and high standards at NCRC CDF.

It “makes sure that everything we do is in the spirit of excellence, not only what I do, but also what my team does,” says Mac. “Then, once we decide on what we're going to do, we do it the right way, consistently, without taking shortcuts.” Finally, accountability is key. Mac says, “It’s a three-way street, where I hold my team accountable, but I give them permission to hold me accountable, and then we hold the organization accountable to whatever goals it sets as well.”

Keep Asking Questions

Naturally inquisitive and continuously learning, Mac says the early days as a CEO in any organization should be about asking questions. Often incoming CEOs may think they know what they are walking into, but of course, not everything about an organization is disclosed pre-hire. “Sometimes, people don't give you the full story, including the Board,” shares Mac. Asking questions early saves backtracking and drives better decision-making. "You just have to continue to ask questions until you get the full picture, to make quality decisions about what you're going to do.”

Even with all the questions answered, no leader is perfect, and Mac is refreshingly transparent about his own blind spot. "For me, it's peer collaboration. I get tunnel vision, definitely. You know, I have my plan, I have my team, and I have my stakeholders that are involved in something; I just go forward.” Mac concedes that focusing on self-awareness and increased collaboration is a work in progress.

Heart for the Community

While financial success is crucial for any organization, Mac's passion goes beyond profits. "Being that we're in the CDFI space,” says Mac, “it’s really important to me not just to drive revenue, but to make sure that we can see real impact.”

He elaborates further, revealing a deep empathy for the communities NCRC serves. "Being a Black man, I have a soft spot for the community we're supposed to be helping,” reveals Mac. “I want us to be able to see the tangible results of the revenue that we're driving by the business that we do.”