Brandon A. Barr

Head of Business Development and Strategy – Asset-Based Lending, CIBC

Brandon Barr is head of business development and strategy for Asset-Based Lending at CIBC.  He manages a team of senior business development professionals who work with privately held or sponsor-backed, middle-market companies currently experiencing growth and/or a transition in their business lifecycle. In addition, Brandon provides strategic guidance in designing the group’s external marketing strategy and alignment with internal commercial banking teams that partner with asset-based lending. 

Brandon has close to 17 years of experience in providing guidance to companies and individuals relating to their financing needs. Prior to joining the CIBC asset-based lending team in his current role, Brandon led originations for the Commercial Finance division within the Specialty Finance Unit at CIBC and its predecessor, The PrivateBank. In a prior role, he worked in the Special Assets Group for Bank of America. Brandon earned his bachelor’s degree in finance/economics from Olivet Nazarene University where he was a four-year varsity basketball scholar athlete. Brandon received his MBA from the Kellstadt Graduate School of Management at DePaul University. Brandon is currently active with ACG, SFNet, and TMA and was a prior board member of Breakthrough Urban Ministries in Chicago’s East Garfield Park neighborhood. Brandon lives with his wife and three children in Wheaton, IL and enjoys spending time with his family, coaching basketball, and playing golf.

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

Everyone you meet is a client, prospect, or referral source. This simple advice has primarily helped in two ways. First, it taught me to treat each interaction with someone in a manner where you actively seek ways to connect your network to theirs. Second, it creates the discipline where you view each interaction with someone as a building block towards a long-term, mutually beneficial relationship. As for our ABL team, this comes second nature to most as we strategically use our networks to connect people together. In addition, we know that our industry has a long memory. Our reputation is consistently checked against our actions as each discussion matters to develop our relationships, our business, and our brand.  

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

From a professional perspective, push yourself to be comfortable with being uncomfortable. Operating in a fast-paced, highly technical business, it is easy to sit back and work on what you know or understand. However, growth comes when you seek ways to challenge yourself and learn through those challenges. Growing your knowledge base can be uncomfortable at times. Accept it and learn to be comfortable with it. 

How do you define a good leader?

I am fortunate enough to work for an incredible leader within our ABL business at CIBC and have seen first-hand the practice of good leadership. Being fair, honest, and quick to give credit where credit is due are traits of a good leader. In addition, being an active listener and demonstrating the ability to accept both positive and negative feedback, are ways where leaders can grow cohesiveness with their teams.

What advice would you give on how to self-advocate?

I’ve got a quote on my desk that talks about “belief”. It states, “If you don’t believe in yourself…chances are nobody else will.” This is how I’ve tried to shape my professional career thus far by first, believing in myself, and second, by working hard to take on new challenges. I believe this is how you can best self-advocate. It may mean a continual focus on your day-to-day responsibilities or raising your hand for a special project. On the other hand, there is no doubt I have experienced failures and mistakes. But recognizing, learning from, and then moving on from those mistakes has helped me continue to grow and achieve. 

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

There was so much I missed at home prior to COVID and this new hybrid work environment. While it isn’t much of a balance strategy, the past few years have taught me there is always time to put down your phone, computer, or notepad to listen and be present with your loved ones. Time is precious and it goes by quickly. There will always be a mountain of work waiting for you, but being present with your family will pay dividends long after the work project is finished. 

What are some negotiation tactics you’ve learned over the years?

Negotiations are a two-way street and should be entered into with an eye towards the long-term relationship that comes after said negotiation. Open, honest communication and management of your emotions throughout a difficult and timely negotiation will always yield the best result…even if that means you chose to part ways.