Ash Patel Of Commercial Bank of California On How to Build a Purpose-Driven Culture That Attracts Top Talent

An Interview With Chad Silverstein

Tie Purpose to Performance: Every decision should connect back to the organization’s mission. If a new initiative doesn’t align with the purpose, reconsider it.

Empower Employees: Give teams a voice in how they contribute to the company’s mission. Ownership breeds commitment.

Lead by Example: Leadership needs to live and breathe the company’s values — employees will follow what they see, not just what they’re told.

Measure Impact: Set key metrics that reflect purpose-driven success, whether it’s customer satisfaction, employee engagement, or community impact.

Communicate Constantly: Reinforce the mission through internal communications, training, and company-wide discussions.

Purpose has become the new currency of success in today’s workplace, and leaders who prioritize mission-driven cultures are standing out in the war for talent. To explore this important topic, we are interviewing Ash Patel.

Ash Patel is the President, CEO, and Chairman of Commercial Bank of California (CBC), where he leads with a purpose-driven approach to banking that prioritizes relationships, innovation and community impact. With a deep commitment to empowering businesses and fostering economic growth, he has positioned CBC as a financial partner that goes beyond transactions to drive real, sustainable success. Under his decade of leadership, CBC has grown over 1,600% to expand its reach, champion purpose-driven initiatives, and attract top-tier talent by fostering a culture of integrity, adaptability, and visionary thinking.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

Some things in life happen by accident. And some things happen for a reason. I believe the key to success is knowing when to seize an opportunity, no matter the circumstance.

My career began as an accident. I came to visit my brother in the United States from my home in Zambia, Africa. Before I knew it, my brother hid my passport and sent my resume out to a few banks. I’m not sure why he picked the banking industry, but a woman from Bank of America — who was also from Zambia — wanted to meet me. They had an opening for a teller position and I took it.

I called my dad back home to tell him and his response was “But remember, we are Indian and we are entrepreneurs. You can work for B of A, but I want you to find out how B of A makes money.” With that, I was curious and determined to find out how banks make money.

My curiosity took me on an adventure. I asked every banking industry executive I met how banks make money. Most only understood the transactional side of the business. It wasn’t until I received a job offer from the president of the Bank of Orange County that I got my chance to learn. I accepted a pay cut in return for a seat at the executive table and a 7-year crash course on how a bank really makes money. After years of fearless curiosity, the doors unlocked to a world of understanding that was pivotal to my success.

I set off to open my own bank and continued seizing the opportunities in front of me. I later became the president and CEO of Commercial Bank of California in 2013 and invested in the CBC team by teaching them to lead with an entrepreneurial mindset. This approach not only inspired each person to take ownership in the bank’s success, but it transformed the business. We grew from less than $200 million in assets in 2013 to $3.5 billion as of December 31, 2024. I believe, regardless of the size of the company or how institutional it may be, you should always think like an entrepreneur. That insatiable spirt transformed my world and laid the foundation for my effectiveness as a leader today.

Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?

There was a time in my career as a banking executive where I wasn’t sure what to do next. It was 2013 and I had just sold the bank I founded and built, but had not yet joined Commercial Bank of California. I wanted to find myself, do some soul searching, travel and find a way to help others achieve their dreams like I did.

So, I traveled to India and while inquiring about the region in a casual conversation with our driver, I learned of the grave situation of many of the local boarding schools where children were living and learning. He took us to some of those schools and we witnessed first-hand the need to serve the poverty-stricken children in India with the basic building blocks for learning, and ultimately for a successful future. I founded the Siksha Foundation that year to commit to those children and improve the quality of their lives.

In America, we take certain amenities for granted, while many impoverished people have no feasible access to clean water, fresh clothes, food, a well-ventilated kitchen, plates to eat from or education.

Since the founding of the organization, we have provided sanitary kitchens and bathing facilities, rebuilt buildings to protect the children from floods (or worse, building collapses), provided beds and bedding so they don’t have to sleep on the floor, supplied desks and learning materials, and provided modern housing amenities like gas and clean water. And the best part about it is that these children get to live the life they deserve and they dream. We remove their worries and bring them joy and happiness so they can grow to be the successful future generations we need

You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

1. Visionary Thinking: Success starts with seeing the bigger picture and making decisions that align with long-term impact. At CBC, I set out to create a bank that didn’t yet exist — that meant I wanted to do things a little differently than most banks. At CBC, we didn’t just focus on growth and profits — we focused on sustainable growth and unique products to ensure our business model supported both our clients and the communities they serve for the long run.

2. Adaptability: I learned a lot in my banking career — from the begging as a teller, to opening up my own bank, to now scaling CBC. Adaptability was key in that learning. Also, banking is an industry where regulations, technology, and customer expectations evolve constantly. We must constantly be nimble to adapt to all the demands. Additionally, during CBC’s acquisition of Community Bank of the Bay, we navigated cultural integration by focusing on shared values rather than differences to ensure a seamless transition.

3. Integrity: Trust is the foundation of any business. Whether it’s employees, clients or stakeholders, people gravitate toward organizations that do what they say they will do. At CBC, we prioritize relationships over transactions, which has been a key factor in attracting both top talent and loyal customers.

Let’s now jump into the focus of our interview. What does a “purpose-driven culture” mean to you personally, and why do you think it’s critical for attracting top talent?

A purpose-driven culture is one where every team member understands why their work matters beyond financial success. At CBC, our purpose isn’t just to provide banking solutions — it’s to empower businesses, fuel innovation and support communities.

Top talent wants to work for companies that align with their values. Compensation and benefits are important, but professionals today seek meaningful work and a sense of contribution. When people feel connected to a company’s purpose, they’re more engaged, motivated, and committed to driving success. Our focus on mission and values is why CBC has been recognized as a Best Place to Work by the Best Companies Group for the last three years.

How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?

When I joined CBC, I set out to create that bank that didn’t yet exist — from both a products standpoint and a cultural standpoint. From there, we built CBC’s mission on the belief that banking should be about partnership, not just transactions. Our approach comes from recognizing that business owners, entrepreneurs and communities thrive when they have access to financial solutions tailored to their needs.

One pivotal moment was during the COVID-19 Pandemic when we stuck by our hotel investor clients — they got hit extremely hard and we prioritized helping save their businesses with not only PPP loans but also real estate loans to save their investments. We didn’t stop there, we saved over 500,000 jobs with PPP loans during the pandemic. We didn’t turn anyone away and had so many desperate business owners coming to us saying they got turned away from their bank, asking if we could help. We knew the impact on their business, the families and the communities if these businesses folded — we knew we had to save them! Seeing firsthand how access to capital and financial expertise transformed businesses and communities solidified our purpose.

What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?

1. Tie Purpose to Performance: Every decision should connect back to the organization’s mission. If a new initiative doesn’t align with the purpose, reconsider it.
2. Empower Employees: Give teams a voice in how they contribute to the company’s mission. Ownership breeds commitment.
3. Lead by Example: Leadership needs to live and breathe the company’s values — employees will follow what they see, not just what they’re told.
4. Measure Impact: Set key metrics that reflect purpose-driven success, whether it’s customer satisfaction, employee engagement, or community impact.
5. Communicate Constantly: Reinforce the mission through internal communications, training, and company-wide discussions.

What role does leadership play in championing and modeling a purpose-driven culture? Can you share an example of how you or another leader helped reinforce your organization’s purpose?

Leadership sets the tone. If leaders don’t embody the company’s purpose, employees won’t either.

At CBC, we believe in accessible leadership. We don’t sit in closed offices; we engage directly with teams, clients and community partners. We foster an environment where employees feel heard, valued, and empowered. This approach has not only strengthened our internal culture but also led to CBC being named a Best Place to Work for three consecutive years.

As an example, I’ve very intentionally taken a people-over-profits approach to managing the company — this means leading with sympathy, empathy and compassion. As an Minority Depository Institution (MDI), it’s ingrained in the framework of our bank to support minority, disadvantaged and low-to-moderate income communities in our areas. This give-back mindset trickles throughout everything we do. It’s also one of the reasons we established Purpose and Passion Days for our team. With these “P&P Days,” team members are able to take paid-time off to do something in the community that they’re passionate about. All of this has built a culture of being not necessarily the biggest, but the best.

How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?

Skepticism usually comes from a lack of clarity or a misalignment of priorities. Here’s how we address it:

• Connect Purpose to Business Outcomes: Show how a strong mission leads to better financial performance, retention, and customer loyalty.
• Listen and Address Concerns: Resistance often comes from fear of change. We hold open conversations to understand and address concerns.
• Lead with Results: Demonstrating small wins — whether in employee satisfaction or business impact — helps convert skeptics into advocates.

Based on your experience, can you share “5 Steps to Build a Purpose-Driven Culture That Attracts Top Talent”?

1. Define a Clear, Authentic Purpose — It can’t just be a slogan. It must be deeply embedded in the company’s DNA and decision-making. When we developed our brand messaging, we didn’t simply put our mission, vision and values up on the wall — though we did do that too. We met with the entire team and gave them more context on how those elements of our culture walked and talked daily.
2. Hire for Values, Not Just Skills — Skills can be taught, but alignment with company values ensures long-term fit and engagement. I always share my vision and values with people we’re interviewing — and often times it’s been that purpose that has attracted some incredible talent.
3. Foster a Culture of Ownership — Employees should feel like stakeholders, not just workers. Give them autonomy and a direct connection to the company’s success. We always say we’re an entrepreneurial bank — even though our employees aren’t “entrepreneurs.” What I mean is I want them to think like entrepreneurs, and take ownership not just of their role but the whole company as if it were their own. It’s been remarkable for our culture.
4. Recognize and Reward Purpose-Driven Behavior — Highlight employees who embody the mission, reinforcing that purpose is a core part of performance. We do this in multiple ways, in public and private forums, and encourage employees to both submit team member for recognition and give each other recognition in one-on-one settings.
5. Engage in Community Impact — Companies that give back build stronger internal cultures. CBC actively supports local businesses and sustainable initiatives, reinforcing our role as more than just a bank. We support both our individual team members’ impact in their chosen organizations, but also support organizations together as a company.

Can you share a specific example of how embracing a purpose-driven culture helped your company attract exceptional talent or achieve a significant business goal?

CBC’s reputation as a Best Place to Work for the last three years has been a powerful recruiting tool, attracting top-tier professionals who want to be part of a company that prioritizes purpose and people. Many new hires have shared that CBC’s commitment to community impact and a supportive work environment was a key factor in their decision to join.

On the business side, we wanted to extend our impact and reach to northern California and found the opportunity to acquire Community Bank of the Bay (CBB). CBB was previously a CDFI — a Community Development Financial Institution — which means that they has primary mission to promote community development by providing financial services and development services to underserved populations and communities. Post acquisition, that designation has gone away but our spirit and our purpose to support those communities is still the same.

What advice would you give to leaders of smaller companies or startups who want to build a purpose-driven culture but don’t know where to start?

Start with why your business exists beyond profit. Even small companies can integrate purpose by:

• Clearly defining their mission.
• Hiring people who align with that mission.
• Making values a central part of operations and decision-making.
• Engaging with customers and employees beyond transactions.

What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?

1. Lack of Authenticity — A purpose statement is meaningless if leadership doesn’t embody it. Trickle down culture is so important.
2. Failure to Communicate Purpose — If employees don’t know the mission, they won’t act on it.
3. Prioritizing Profits Over Purpose — Short-term gains at the expense of long-term values can erode trust.

Avoid these by leading with integrity, reinforcing messaging, and aligning business decisions with mission-driven goals.

How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?

A company’s core mission should stay consistent, but its execution must evolve. At CBC, we consistently evaluate our culture and employee experience. We stay relevant by:

• Listening to employees, customers, and community partners.
• Adapting strategies to economic and technological shifts.
• Continuing to challenge ourselves to make a bigger impact.

What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?

• Employees Expect More Than Paychecks — They want purpose-driven work.
• Consumers Support Value-Driven Brands — Companies with strong missions attract loyal customers.
• ESG (Environmental, Social, Governance) is a Priority — Businesses that ignore social responsibility will struggle to compete.

Companies that lead with purpose will attract top talent, retain customers, and drive long-term success.

In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?

A strong culture creates a ripple effect. Employees are more engaged, which leads to better service, stronger client relationships, and meaningful community impact. When a business operates with integrity and purpose, it doesn’t just succeed — it creates lasting value for everyone it touches.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people by building purpose-driven workplaces, what would that be? You never know what your idea can trigger. 🙂

If I could start a movement, it would be to create purpose-driven workplaces, and it would be called “Work With Purpose” — a nationwide initiative challenging companies to move beyond profit-driven models and embed mission, meaning, and impact into their cultures. This movement would focus on three pillars:

1. Empowering Employees — Giving employees a stake in decision-making, fostering a sense of ownership, and aligning their roles with the company’s larger mission.
2. Serving Communities — Encouraging businesses to use their resources, expertise, and networks to drive local economic growth, invest in underserved areas, and support sustainability initiatives.
3. Redefining Success — Shifting the definition of corporate success beyond revenue, emphasizing long-term impact, ethical leadership, and employee well-being.

Through mentorship programs, leadership training, and industry collaborations, this movement would ensure that companies across all sectors build workplaces where people thrive, businesses grow, and communities benefit. When work is purpose-driven, it doesn’t just create stronger organizations — it builds a better world.

How can our readers further follow you online?

We keep a lot of our updates, technology, team wins and more on our company LinkedIn page. That’s the best place to follow us!

This was great. Thank you so much for the time you spent sharing with us.

About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.

---

Ash Patel Of Commercial Bank of California On How to Build a Purpose-Driven Culture That Attracts… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.