Preston Cherouny is a seasoned operations leader based in Washington, D.C., known for his steady approach to management and his focus on people, process, and purpose.
As Chief Operating Officer at St. John’s Church, he brings together financial discipline, organisational skill, and compassion to help the institution run smoothly while staying true to its mission.
Born in Atlanta in 1965 and raised in Canton, Connecticut, Preston learned the value of humility and perseverance early in life. After graduating from Avon Old Farms School in 1984, he went on to earn a degree in American Studies from Skidmore College. His early career in Connecticut prepared him for leadership, teaching him the importance of teamwork and clear communication before he relocated to Washington, D.C., in the early 1990s.
Since joining St. John’s in 2017, Preston has served in multiple roles — from Financial Secretary to Interim Parish Administrator, and now Chief Operating Officer. He believes effective leadership comes from listening, patience, and consistency rather than authority. “People don’t expect you to know everything,” he often says. “They expect you to listen.”
Outside of work, Preston Cherouny is an avid golfer and an active member of the University of Maryland Golf Course, where he finds reflection and balance. He also supports education and community initiatives, contributing to his alma mater and local causes. His career and character reflect a simple philosophy — lead with integrity, learn from failure, and stay grounded in what matters most: family, community, and purpose.
Q: You grew up in Canton, Connecticut. How did your early life shape the way you approach your work today?
Absolutely. Growing up just outside Hartford, in a small town like Canton, taught me the value of humility and hard work. My parents, Richard and Mary, were very grounded people. They expected effort, honesty, and resilience. Those principles stayed with me. Even now, when I’m working through a complex operational issue, I can hear my dad’s voice saying, “Slow down and do it right.” That has guided me more than any management book ever could.
Q: After Avon Old Farms and Skidmore College, what were the first steps in your career?
After graduating from Skidmore in 1988 with a degree in American Studies, I worked in Connecticut for a few years. Those early roles weren’t glamorous, but they taught me the foundations of organisational discipline — budgeting, communication, accountability. I learnt how to work with people from very different backgrounds, which helped later in my career.
In 1992, I made the move to Washington, D.C. It was a big shift, both professionally and personally. I married my wife, Merrell, the following year at St. John’s Church, not realising at the time that the church would one day become my workplace and a major part of my professional identity.
Q: You joined St. John’s Church in 2017. What attracted you to operations in that environment?
Operations work appeals to me because it sits quietly in the background but holds everything together. When I started at St. John’s as Financial Secretary, I found meaning in creating order, building systems, and helping things flow. Later, serving as Interim Parish Administrator and eventually COO, I came to understand how vital steady leadership is in a community-focused institution.
Church operations involve finance, staffing, communication, facilities — but also something less tangible: trust. People look to you not just for efficiency, but for steadiness. I take that responsibility seriously.
Q: What is your leadership style, and how has it developed over time?
My style is rooted in patience, honesty, and persistence. I’ve made mistakes — big ones at times — and those experiences shaped me. Instead of hiding failure, I’ve learnt to study it. The lesson is always in the aftermath: how you communicate, how you rebuild trust, how you adjust.
I’ve said before, “Success is in the work.” For me, it’s about showing up, being consistent, and giving people the space to do their best work. I don’t believe leadership is about having all the answers. It’s about listening. People feel valued when they’re heard, and that’s when they contribute their best ideas.
Q: St. John’s is a historic and highly visible institution. What challenges come with managing operations there?
Every day is different. Some days you’re reviewing financial reports. Other days you’re coordinating repairs on a building that’s older than most of the country. And sometimes you’re helping navigate sensitive community situations.
The biggest challenge is maintaining balance — keeping the institution running smoothly while also supporting the people who make it what it is. I write out short- and long-term goals to keep myself centred. If I stay grounded in those goals, I can manage the unexpected more effectively.
Q: You’ve spoken about slowing down and being present. How does that influence your work?
It influences everything. I learned the hard way that rushing creates errors — in judgement, communication, and operations. When I slow down, I make better decisions. At work, that might mean stepping away from a spreadsheet for ten minutes or walking through the building to reset my thoughts.
This mindset comes from golf, actually. I’m a member at the University of Maryland Golf Course, and the sport teaches patience and presence. Every shot forces you to focus. If your mind is somewhere else, the result shows instantly. Work feels similar.
Q: What has been one of the most meaningful lessons in your career?
Forgiveness — especially forgiving myself. I’ve faced moments where I fell short. What helped me move through them was accepting the failure instead of hiding from it. My wife, Merrell, was a major influence there. She stood by me when things were difficult, and her support reminded me that resilience is built on honesty, not perfection.
Q: Looking ahead, what continues to motivate you in your role?
The people. The staff at St. John’s, the parishioners, the community — they give the work purpose. I also feel a responsibility to maintain the institution with integrity, so it can continue to serve others long after I’m gone. That sense of stewardship keeps me focused.
And personally, I’m motivated by balance. If I can lead effectively while staying present for my family and grounded in my values, that feels like meaningful success.
