Christopher Bauer

Vice President, Asset Based Lending, Truist Securities

Chris Bauer is a vice president on the underwriting team in Truist Securities’ Asset Based Lending group. Chris is responsible for underwriting transactions for middle market and large corporate clients to support leveraged buyouts, acquisitions, refinancings, turnarounds, and recapitalizations across a broad range of industries.

He joined Truist Securities predecessor, SunTrust Robinson Humphrey, in 2012 as a member of the analyst training program. Throughout his time at Truist, he has held roles on both the originations and portfolio management teams within the Asset Based Lending group, serving clients across a diverse set of industries and capital structures.

Chris holds a Bachelor of Business Administration in Finance from The University of Georgia. He resides in Charlotte, North Carolina with his wife, Kathryn.

What is the best professional advice you have been given, and how have you implemented it? 

A close friend once told me that regardless of accomplishments, the most important thing are the relationships formed along the way. Above all else, I try to treat other people the way that I would like to be treated because at the end of the day, people may or may not remember a particular deal that we closed or an accolade, but they will remember how I treated them and the personal experiences that we shared. I am fortunate to have worked with a lot of terrific people at Truist and we continue to achieve great things for our clients, but more importantly, I have made friends and connections that I will forever cherish.

How do you define a group leader?

I have had the privilege of working for some great leaders in my career. While each has had his or her own style and provided a different perspective, I believe the best leaders are those who are successful in creating a collaborative and team-oriented environment. In that environment, they often attribute successes to the team and others. Furthermore, these leaders are also willing to own challenges that the group encounters, despite the fact that the challenges may have been beyond their control.  

What advice do you normally give to the junior talent you mentor?

When I started my career, one of my mentors gave me some advice that I always try to impart on younger teammates at the firm as it left a significant impression on me then and continues to resonate with me today. While it is understandable and expected that mistakes will be made, it is important to pay attention to detail and double and triple check numbers. Once someone gets a reputation as one who makes mistakes due to lack of attention to detail or repeats the same mistakes over and over again, it can be difficult to earn back the credibility and trust that might be lost.  

With many working remotely or hybrid-style the past few years, what are some work-life balance strategies you’ve stuck with?

Like many people in the industry, one of the biggest challenges the past 2-plus years has been maintaining some degree of work-life balance given record deal activity and with the computer always turned on in another room while working from home. Admittedly, I am still trying to figure out what works best for me, but one simple strategy that I have employed is trying to keep dinner free from electronic devices. I have found that it is important and healthy to take this time to disconnect from work and spend valuable time with my wife.