2011 CFO OF THE YEAR: G. Patrick Corydon

Back to TopCommentsE-mailPrintBookmark and Share

Honoree, Public Companies

G. Patrick Corydon has been the CFO at Baldwin & Lyons Inc. for 32 years, but that doesn’t mean he’s been doing the same job all that time.

Corydon (Photo Courtesy Baldwin & Lyons Inc.)

During his tenure, the Indianapolis insurance company has grown from 80 to 320 employees and has added subsidiaries in Canada and Bermuda.

Over the past four years Corydon’s role has expanded to executive vice president, overseeing the company’s reinsurance and actuarial departments. He helped spearhead Baldwin & Lyons’ diversification beyond coverage for long-haul trucking.

“You’d think after being in the business 30 years that I’d have known more than I did,” Corydon joked. “But I’ve learned. It’s been really challenging and rewarding for me.”

Corydon bioThe results have paid off. Baldwin & Lyons’ revenue grew from $240 million in 2006 to $330 million last year. This was during a period when most of the competition was holding its own or declining, said Joe DeVito, CEO. The company succeeded in its expansion while retaining its A+ (superior) A.M. Best rating.

“We committed four years ago that we were going to grow the company in a controlled and responsible fashion,” Corydon said. “We have been able to swim against the current.”

Corydon oversaw all financial and accounting aspects of increasing the company’s product line from one to more than a dozen. He has especially enjoyed delving into reinsurance purchasing, which requires him to travel and develop new relationships, some of them overseas.

“Pat is the perfect combination of warrior and team player. He is tenacious—no, ferocious—in his pursuit of excellence,” DeVito said. “However, he leads by example, ruffles feathers only when necessary, accepts responsibility and distributes credit.”

Corydon, the first member of his family to attend college, started his career in public accounting. While he was an audit manager at Ernst & Ernst (now Ernst & Young), Baldwin & Lyons was among his clients. When he decided to seek out a new employer, he decided that, of all his clients, Baldwin & Lyons was the one that needed him most.

“The accounting finance area was, well, to say it was inadequate would be an understatement,” Corydon said.

He went to work for the company in 1978 as a financial analyst, and within a year he had been named CFO. He was all of 30 years old. And he soon discovered that his auditing experience had not completely prepared him for his new challenges.

“Public accounting is a wonderful way to start a career, but you don’t learn much about running a company,” he said.

He set about hiring some good people, several of whom are still with the company. He eventually settled into the role, finding that Baldwin & Lyons was a good fit for him. It has the feel of a family business, and it’s not unusual for people to spend most of their working lives there, he said.

Now, as Corydon finds himself past the midpoint in his career, his goals are shifting. Although he has no plans to retire, he wants to make sure that the company is prepared to operate without him.

Corydon, who supervises a department of 44 people, enjoys the opportunity to mentor younger staff members. He gets a thrill from giving employees challenges and watching them thrive and rise through the organization.

“You start to feel paternal about the department and the company,” he said. “Next to my family, it’s the most important thing in my life.”•


Click here to return to the CFO of the Year landing page.


Post a comment to this story

We reserve the right to remove any post that we feel is obscene, profane, vulgar, racist, sexually explicit, abusive, or hateful.
You are legally responsible for what you post and your anonymity is not guaranteed.
Posts that insult, defame, threaten, harass or abuse other readers or people mentioned in IBJ editorial content are also subject to removal. Please respect the privacy of individuals and refrain from posting personal information.
No solicitations, spamming or advertisements are allowed. Readers may post links to other informational websites that are relevant to the topic at hand, but please do not link to objectionable material.
We may remove messages that are unrelated to the topic, encourage illegal activity, use all capital letters or are unreadable.

Messages that are flagged by readers as objectionable will be reviewed and may or may not be removed. Please do not flag a post simply because you disagree with it.

Sponsored by

facebook - twitter on Facebook & Twitter

Follow on TwitterFollow IBJ on Facebook:
Follow on TwitterFollow IBJ's Tweets on these topics:
Subscribe to IBJ
  1. Kent's done a good job of putting together some good guests, intelligence and irreverence without the inane chatter of the other two shows. JMV is unlistenable, mostly because he doesn't do his homework and depends on non-sports stuff to keep HIM interested. Query and Shultz is a bit better, but lack of prep in their show certainly is evident. Sterling obviously workes harder than the other shows. We shall see if there is any way for a third signal with very little successful recent history to make it. I always say you have to give a show two years to grow into what it will become...

  2. Lafayette Square, Washington Square should be turned into office parks with office buildings, conversion, no access to the public at all. They should not be shopping malls and should be under tight security and used for professional offices instead of havens for crime. Their only useage is to do this or tear them down and replace them with high rise office parks with secured parking lots so that the crime in the areas is not allowed in. These are prime properties, but must be reused for other uses, professional office conversions with no loitering and no shopping makes sense, otherwise they have become hangouts long ago for gangs, groups of people who have no intent of spending money, and are only there for trouble and possibly crime, shoplifting, etc. I worked summers at SuperX Drugs in Lafayette Square in the 1970s and even then the shrinkage from shoplifting was 10-15 percent. No sense having shopping malls in these areas, they earn no revenue, attract crime, and are a blight on the city. All malls that are not of use should be repurposed or torn down by the city, condemned. One possibility would be to repourpose them as inside college campuses or as community centers, but then again, if the community is high crime, why bother.

  3. Straight No Chaser

  4. Seems the biggest use of TIF is for pet projects that improve Quality Of Life, allegedly, but they ignore other QOL issues that are of a more important and urgent nature. Keep it transparent and try not to get in ready, fire, Aim! mode. You do realize that business the Mayor said might be interested is probably going to want TIF too?

  5. Gary, I'm in complete agreement. The private entity should be required to pay IPL, and, if City parking meters are involved, the parking meter company. I was just pointing out how the poorly-structured parking meter deal affected the car share deal.