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New Acting CEO of RHD Shares Vision for Revitalization and Commitment to Service
In this exclusive interview, Brian Matthew Rhodes, Esq., the Acting President and Chief Executive Officer for RHD, reflects on his extensive legal career and his journey to the organization’s top leadership role. He shares his immediate priorities, the challenges RHD faces, and his vision for the organization. Recently, RHD’s Board of Directors entered a binding and exclusive Letter of Intent to affiliate with Inperium, Inc., a 509(a) organization that connects businesses and nonprofits in a resource-rich partner network, sharing services and resources to help them grow without sacrificing mission or identity.
Can you tell us a little bit about yourself and your professional background?
I began practicing law in 1993. I started off as a US EEOC (Equal Employment Opportunity Commission) attorney, handling cases involving race, sex, age, and disability discrimination for ten years. Following that experience, I joined Sunoco, Inc. as Sr. Counsel in the Labor and Employment Department. I later became the Director of Human Resources, Refining and Supply Division. In this role, I oversaw HR functions for all of Sunoco’s refineries and gained invaluable experiences. I led a department of 50 employees serving a staff of nearly 5,000, which taught me crucial lessons in people management, expectation-setting, and operational budgeting. These experiences underscored the importance of effective leadership and the necessity of being receptive to input from all levels of an organization.
After Sunoco, I opened my own practice for a couple of years. I then did my first stint with RHD as General Counsel/Corporate Secretary. Later, I joined the city of Philadelphia’s City Solicitor’s Office. I joined the Labor and Employment division as Senior Counsel. At the city, I defended against claims of unfair treatment by employees and applicants, managed labor disputes, and represented the city in litigation, labor arbitrations, and civil service matters. In private practice, I focused on plaintiff's work, advocating for individuals in cases of unlawful discrimination. Afterward, I became general counsel for a think tank in Washington, DC, advocating for individuals without four-year degrees. Then I worked at a law firm in Philadelphia, before returning to RHD.
What is your background with RHD as general counsel corporate secretary and later a board member?
When I joined RHD as general counsel corporate secretary in 2015, it was the most rewarding and challenging job in all my years of working. At RHD, I found a sense of purpose, advocating for the individuals RHD serves. It was my first general counsel position, and they took a big risk with me. I gave my all to the job. I didn't want to leave, but eventually decided to take a role with another organization in 2017.
In January 2022, I became a member of the RHD Board. The board work became especially vital over the last six to eight months, with much of the time being spent making crucial decisions for the future of RHD.
What can you tell us about the path that led you to becoming RHD’s acting CEO?
It was a difficult decision because the role of CEO, especially at an organization as complex as RHD, entails significant responsibility, patience, and compassion, things trial attorneys sometimes lack. However, my deep alignment with RHD's mission and values, coupled with my strategic expertise, positions me in a way that allows me to effectively tackle present challenges. Following discussions with my family and a few colleagues, I made the decision to accept this role. While my strengths lean towards strategy rather than technical operational proficiency, I am steadfast in my commitment to enhancing efficiencies for sustainable outcomes and driven to continuously learn and deliver impactful results.
What do you see as your role and duties, particularly in these next few months?
The immediate priority is to complete the affiliation process with Inperium, which requires ensuring financial controls are in place to prevent past issues from happening again. The affiliation process also entails finding ways to integrate our administrative support with the Inperium constellation of companies. By doing so, we can achieve savings due to economies of scale and greater efficiencies. We also need more checks and balances for financial decisions. Once these things are in place, and we are grinding at a steady pace, we can hope to restore or enhance workplace pride among our employees. Our consumers and funders need to feel confident in us again too. We also aim to demonstrate competence and efficiency in handling government funds, ensuring transparency and accountability.
What are your goals for changing the perception of RHD, both internally and externally?
Internally, workplace pride is my priority goal. I want employees to have pride in their work, program or teams, and in the organization. A big part of that is increasing employee morale by ensuring fair and equitable pay and benefits, which will allow employees to focus on providing quality care to the people we serve. This internal pride will enhance our external reputation. As a nonprofit, our revenue should support our mission, benefiting salaries and services. Externally, I will represent RHD, meeting with funders, officials, stakeholders, and community leaders to reinforce our commitment to excellence and integrity.
Outside of RHD, what are your interests and hobbies?
My wife of 23 years is a social worker focusing on children with autism, and together we have four adult children and are the proud grandparents of two amazing grandsons, whom I love spending time with. I enjoy playing golf, and basketball, although the latter is not always easy on the knees! I also like beer, Budweiser especially.
Thank you for taking the time to talk. Any final thoughts?
I've been interviewed several times recently. One interesting question was about what animal I'd want to be and why. I chose the eagle. Why? Legend has it that when eagles approach old age or obscurity or defeat, they confront a pivotal choice: to accept their circumstances or undergo a transformative process. Many bold eagles choose a transformative process. So that bold eagle retreats to a mountaintop, constructing a nest high on the cliff's edge. There, it embarks on a rigorous journey of self-transformation. The eagle courageously plucks out its worn feathers and methodically breaks its beak and talons against the rocky terrain until they are wholly renewed. This process demands unwavering determination and resilience. After enduring this challenging metamorphosis, the eagle patiently awaits the growth of new feathers, a fresh beak, and strong talons. Fully rejuvenated, it takes flight once more, ascending to even greater heights than before, embracing a revitalized outlook on life. Just as the eagle undergoes this profound renewal, so too can RHD. We face challenges and choices every day that demand courage and perseverance. By embracing transformation and renewal, we can soar to new heights of impact and success, embodying the spirit of resilience and determination that I would like to believe embodies both myself and our organization.
Together, we can achieve extraordinary things.
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