By Debra Cope
Just months into his new role, M. Dean Lewis is already making his mark as CEO of Taylor Bank, a $950 million-asset community bank based in Berlin, Maryland. With a deep understanding of the bank’s history and culture — and a clear eye on its future — Lewis is bringing fresh energy to the leadership table and putting strategic planning and board governance front and center.
This article is from the July-August 2025 edition of ABA Banking Journal Directors Briefing. Subscribe here.
Lewis, who succeeded longtime CEO Raymond M. Thompson on Jan. 1, joined the bank in 2012, bringing with him a decade of Big Four public accounting experience. A native of Berlin, he made a lifestyle decision to return home to the Eastern Shore and raise his family away from the grind of 100-hour workweeks. “I grew up here and always wanted to move back to the beach with my family,” Lewis says.
He joined the bank as CFO and its holding company, Calvin B. Taylor Bankshares, Inc., as treasurer. In 2014, he became a board member, gaining a front-row seat to evolving board dynamics and regulatory expectations following the 2007–2009 recession. During that period, the board set up a governance committee and established the role of board chair — moves Lewis sees as foundational.
Today, Lewis works in close partnership with Board Chair Thomas Coates, a local attorney. The company deliberately separates the CEO and board chair roles. “We were pretty adamant that we wanted a balance of power and to have an external chair who is a resource for the CEO,” Lewis explains.
That balance is especially important as Taylor Bank prepares to cross the $1 billion asset threshold in 2026. With it comes increased regulatory scrutiny under the law known as FDICIA, including requirements for independent validation of internal controls and enterprise risk management. “It’s not just about meeting the rules,” Lewis says. “It’s about building a structure that helps us see risk across the organization — and act on it.”
Alongside these preparations, Lewis has prioritized modernizing operations and driving a clear, actionable strategic plan. “Many companies don’t leverage strategic planning,” he says. “It should be your guiding light. You must be able to pivot, but if you set a goal, you need to follow through.”
Board priorities include aligning strategy with daily operations, improving efficiency and supporting ongoing market expansion. During Lewis’s years at the bank, it has grown beyond Maryland’s Eastern Shore into Delaware and Virginia. It now operates 12 branches — nearly all within 10 minutes of the beach. The bank thrives in coastal markets reliant on tourism, hospitality and seasonal real estate. “Our markets differ, but share key traits — and we understand them deeply,” Lewis says.
Taylor Bank also emphasizes the personal touch — a critical differentiator as larger banks pull back from branch banking. “Small town and rural residents are tired of having to make an appointment just to talk to someone,” Lewis observes.
The loan portfolio emphasizes real estate: 60% commercial, 30% residential and 10% C&I lending. “We’re well below regulatory CRE concentration limits, but we still monitor it closely,” he notes. The bank is also seeing commercial loan demand outside of the traditional hospitality area.
The board reflects Lewis’s long-term vision. Of the 11 directors, he’s is the only insider — and he’s proud that five are under 50. “We purposely did this. It helps us see the bigger picture,” he says. Diversity in experience, age and background are top priorities. “We’re looking hard for IT expertise.”
Lewis also brings a people-first approach to the C-suite. “Talent is always on my mind,” he says. “It’s a good investment of my time to spend it with HR. I’ve lived the burnout culture — and I know how important human capital is to client service and growth.”
His leadership style? Transparent, calm and collaborative. “Treat everyone with respect — employees, customers, stockholders. Be kind.”
