Matt Owen recently started at the Ohio Chamber serving as the Executive Director of the Chamber of Commerce Executives of Ohio. Read below for insights into his work history and his personal life. OHIO CHAMBER NEW STAFF PROFILE: MATT OWEN, EXECUTIVE DIRECTOR OF CHAMBER OF COMMERCE EXECUTIVES OF OHIO
Can you describe your professional background and the journey that led you to join the Ohio Chamber? I started my chamber career as the Marketing & Communications Manager at the Dayton Area Cham- ber of Commerce. Working at the DACC gave me a vast amount of chamber experience that drove my passion to serve the business community. This led me to my first Executive Chamber role in my home- town of Tipp City, OH. Over the next two decades I had the opportunity to oversee the Preble County, Fairborn, Anderson and Lebanon chambers before having the wonderful opportunity to lead CCEO here at the Ohio Chamber. What attracted you to the Ohio Chamber, and what are you most excited about in your new role?
When I took on my first job as a Chamber Director, CCEO was there to give me the executive training and career development that I vitally needed. Having the opportunity to come to the Ohio Chamber and oversee the CCEO program is very exciting. It is an honor to be helping and serving the chambers across our great state. What are some of the key skills and strengths you bring to this position, and how do you plan to apply them here? Not every chamber is the same. Each has its own unique qualities and characteristics that make it successful. Having the opportunity to run five very different chambers has given me a wide range of experience. I believe one of the most important skill sets is understanding the chamber’s role in the business community. Knowing the key factors of what makes a chamber strong and being aware of the pitfalls that directors and boards fall into because of poor or lack of planning. What are your immediate and longer-range goals for CCEO? Our immediate goal is to rebuild the entire CCEO model. This starts with creating CCEO’s value prop- osition. This will include revamping the training and development to support a chamber executive’s
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