Executive's Corner: Ryan Weber

Weber is a partner and local office manager for RSM, started in the 1920s in Cedar Rapids and now the country’s fifth largest audit, tax and consulting services. The company employs 9,000 people in 87 offices nationwide, and does business internationally in 120 countries as part of RSM International.

Like Weber, I planted deep roots in the Quad-Cities, left town for work, and returned to pursue happiness. Also like Weber, I think it was one of the smartest moves I’ve ever made.

I chatted with Weber recently on his career arc, returning home, and what makes the Quad-Cities such a special place.

MC: You left the Quad-Cities for Florida to help grow your career. What drew you back?

RW: Life happened and we got pregnant with our first daughter. My wife and I looked at each other and said we’re both Midwest Iowa people and want our kids to grow up in that environment, close to their grandparents. And so we’re boomerangs. We came back to the Quad-Cities in 2014 and have been here since.

MC: You started with RSM, grew a practice in Florida and now have a leadership role in the company. Do you thinking coming up in the ranks helps you be a better manager? What are the advantages?

RW: The one thing that’s never changed in the 23 years I’ve been with RSM is the culture. We’ve grown immensely, but there’s a culture of mentoring people and caring for people that’s never changed. Understanding that culture has been key to me navigating my career, because that has never wavered, never changed the entire time I’ve been with the firm. And then, to see the growth and capabilities we built over the years, specialization, and to know where we were and where we are today really helps me bring to my client base the best of both worlds. We still provide a service like a regional firm but have this depth of expertise of the global firm we are today.

MC: What’s something you’ve learned you wished you learned sooner?

RW: Only worry about what you can control. There’s a lot that can happen in your company and even outside that you wish you could change, but you only have a certain sphere of influence. Focus your efforts on what you can change. The second thing, and maybe I learned this the hard way at times, is really to not manage. Trust and inspire them and let talented people do the things they’re capable of rather than micromanaging and telling them how to do it. As I’ve learned these things it’s helped build a more creative environment and let people shine.

MC: What does the Quad-Cities need most to prosper and grow?

RW: I think the Chamber is all over this with their buy-local initiatives. But maybe more so long term, there’s the transfer of wealth. Every community I’ve been in, businesses are bought and sold, and to the extent we can get out in front of the transfer of wealth and keep new owners engaged in the larger business community, the better we’ll be. I think the biggest thing, though, probably comes back to attracting and retaining talent, diverse talent. We have some excellent universities; how do we attract and keep those folks in the Quad-Cities? The skills they’ve learned and viewpoints they can bring will help us get to the next step in the Quad-Cities. It’s also important, like you and I, to bring back those boomerangs and go get those people that already have an appreciation for the Quad-Cities.

MC: What do you wish folks outside the area knew about the Quad-Cities?

RW: It’s the talented workforce. Having been in and led a practice in other parts of the country I can honestly say we have the hardest working, most dedicated labor force I’ve ever seen, to be honest with you. The work ethic is outstanding. The reliability is there. Attracting and retaining those folks will grow this economy. And it will lead to a more diverse business sector because those people will bring different skill sets to the Quad-Cities.