uch of my life has been about
location. Whether it’s been being
in the right place at the right
time or knowing when to make a move,
I’ve always ended up in a better place by
taking a good look at what is happening
around me.
Growing up in Austin, I spent most of
my youth like any other native Texan, with
lots of hunting and fishing. I started dove
hunting at the age of eight and still enjoy it
today. But during those formative years I
was also plotting how I was going to get out
of Central Texas. Austin only had about
100,000 people at the time, and I’m still
astounded at its transformation from a
sleepy little government town to a hightechnology center.
When I graduated from the University
of Texas in 1968 with an accounting
degree—I come from a family of bankers—
I accepted a position with the Office of the
Comptroller of the Currency. They told me
to pack my clothes and report to the Dallas
office first thing Monday morning so I
could be assigned to my region. Guess
where they assigned me? Austin, Texas.
For the next seven years I served as a
national bank examiner in Austin and
Abilene. It’s ironic that even today Austin
plays such an important role in my position
as chairman and CEO of First State Bank
Central Texas.
Over the better part of the next two
decades, I held positions in loan review and
acquisition work, and served as CEO of
InterFirst Bank and Central Texas Savings.
M
The 1980s weren’t very kind to the savings
and loan industry, so when I had an
opportunity to purchase the charter of First
State Bank in Chilton in 1987—and
transfer the charter to Temple—I knew it
was the right thing to do. This purchase
wasn’t my first foray in investing in financial
institutions. In 1979 I was part of a group
that purchased First State Bank in Granger.
In a time when most independent, local
banks were failing, First State Bank enjoyed
exceptional growth while expanding from
$4 million in assets and one location to
more than $1 billion in assets, serving
customers in 31 locations in 27
communities in 12 contiguous counties.
I attribute that growth to our ability to
respond to our small- to medium-sized,
closely held business clients in a timely and
personal manner. We strive to help our
clients achieve their goals while
establishing lasting relationships with
them—much like the philosophy of Scott
& White. We know our customers; Scott
& White knows its patients. And we both
work to provide that kind of service with
every encounter. While our businesses may
be worlds apart, both of them touch
individuals on a very personal level.
That’s one of the reasons I accepted an
offer from Al Knight to join the board of
directors of the Scott & White Health Plan
in 1982. Three decades later, I’m still
helping Scott & White strike that fine
balance between its aspirations and desires
to provide even more exceptional care and
what it can financially afford to do. My
involvement has expanded from the health
plan over to the healthcare system, and I am
constantly impressed with the many
initiatives the system undertakes.
The Children’s Hospital:
A new generation of healthcare
I’m especially excited about the opening of
the Children’s Hospital Scott & White and
the partnership the system has established
with the Texas Children’s Hospital. Our
new Children’s Hospital is a real plus for
the system. It will not only expand the
available offerings, but it will also create a
new relationship with folks between
Temple and Houston. It’s a fine example of
Scott & White’s commitment to children,
allowing them to get the care they need
close to their homes.
I have five wonderful reasons for
applauding Scott & White’s commitment
to pediatric healthcare services—they range
in age from three years to eight years. My
grandchildren weren’t born at Scott &
White, but I know the importance of the
system’s pledge to the children of this
region. This new hospital is going to
guarantee the highest quality of care for
generations to come.
Being in the banking business for so
many years has helped me better appreciate
the significance of Scott & White
Healthcare to the residents of Central Texas,
not only as a source of healthcare but also as
an employer and economic partner with
Temple. I’m honored to contribute to Scott
& White’s success in any small way I can. ■
THE FUTURE
sw.org | Fall 11 THE CATALYST
35