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As the adage goes, “All roads lead to here”. It’s a sentiment that is startlingly true for Bryan McMath, who could never have predicted that his bachelor’s degree in English literature from Vanderbilt University and a second degree in Fine Arts from the School of the Art Institute of Chicago would pave the way for the position he holds today.
“Somehow in this crazy thing called life, those degrees led me to Texas politics,” McMath tells The CEO Magazine with a laugh.
“I am never the smartest person in the room – never. And I think knowing that is crucial to my leadership style.”
“What I truly enjoyed about 15 years working at the Texas State Capitol, both in the House of Representatives and then the Senate as a staffer in a variety of roles, was the public policy. I found the Capitol to be very challenging, fascinating, interesting and incredibly frustrating at times.”
After seven years living abroad in Osaka, Japan, followed by a return home to the United States in 2018, McMath saw another pivot in his professional journey that led to the Texas Water Development Board (TWDB) as government relations liaison.
Working his way up through a number of positions at the agency, he became Interim Executive Administrator in 2024 for six months before earning the title permanently (his predecessor, Jeff Walker, had worked with the TWDB for more than three decades).
Within this very unique industry, McMath believes that strategic planning must always be dynamic, addressing multiple time horizons, from immediate legislative mandates (12–18 months) to upcoming legislative cycles (two to four years) and long-term opportunities like major new funding streams (four-plus years).
As a result, while anticipating fresh challenges and priorities down the track, the major focus for the TWDB over the next 12–18 months will be on effectively administering US$1 billion in new legislative funding for water infrastructure as well as implementing a new program for flash flood siren systems.
“We’re working hard to get financial assistance to communities throughout the state to address their water infrastructure and water supply needs,” he says.
“After the tragic events of July 2025 here in Central Texas and other areas with devastating floods, the State leadership was very responsive with legislation and associated funding for siren systems.”
While cautious about technology due to cybersecurity concerns, the TWDB is making constant progress in data visualization by creating enhanced, user-friendly public dashboards for water use information.
“We are like an infrastructure bank, and that means that we provide financial assistance to eligible communities throughout the state, and we have a financial portfolio that we manage that contains sensitive financial information,” McMath explains.
“And so with respect to technological advancements, we’re going to be very deliberate and thoughtful and, frankly, careful to ensure that information for our customers, cities, counties and water districts throughout the state is secure, protected and being used internally for our purposes and not externally for who knows what.”
Instead, the TWDB is diligently exploring new opportunities and innovations that have the potential to enhance its mission while always remaining risk-averse.
The TWDB has an extensive portfolio of crucial collaborators, spanning various industries like infrastructure consulting firm Halff, which works with water providers across Texas, and global legal practice Orrick, Herrington & Sutcliffe. Working closely with the agency’s innumerable partners and stakeholders is a priority for McMath to ensure a transparent and trustworthy dynamic.
“When it comes to TWDB partners and those we serve – think larger water providers, small water providers, science groups, advocacy groups and the public,” McMath says.
“Think about really anybody who cares about what we call a ‘secure water future’ for Texas. Anybody, who would be everybody who benefits from clean water, who potentially enjoys outdoor activities on a river, lake or on the coast.”
“Lightening the mood can help us to keep digging a little deeper to find those solutions.”
One of the most unexpected, yet potent, learnings McMath has ever been exposed to was back in his university days at the School of the Art Institute of Chicago.
“A very valuable lesson that I learned in art school that is translatable to any aspect of my life is the importance of groupthink, where we would all critique each other’s work,” he explains.
“I found that if I wasn’t afraid of the vulnerability and could stumble through an explanation, I could really grow through that experience. Fast forward to today at TWDB, I am never the smartest person in the room – never. And I think knowing that is crucial to my leadership style.”
Indeed, he is a staunch advocate for leaders who recognize their own limitations and ensure all team members feel empowered to contribute their ideas and perspectives.
“I try to be humble and open-minded, to listen more than I talk and be considerate and thoughtful with respect to the direction I provide,” he says. “I hope that leadership style has fostered an environment where together we can accomplish more.”
As for his legacy, both at the TWDB and as a person, McMath hopes he is ultimately remembered as someone who “cared deeply” and was “able to use humor to lighten the mood”.
“I believe there is always a solution to every challenge,” he says. “Sometimes we really have to work to dig it out. But while you’re in those tough situations, if there’s a guy who’s cracking jokes and keeping me going, then alright, maybe I can survive one more day.
“Not to overly dramatize what we do here, but lightening the mood can help us to keep digging a little deeper to find those solutions.”
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