Preston Cherouny is an experienced operations manager based in Washington, DC, known for his rigorous management approach and focus on people, processes and goals.
As Chief Operating Officer of St. John’s Church, he combines financial discipline, organizational skills and compassion to help the institution function smoothly while remaining true to its mission.
Preston was born in Atlanta in 1965 and grew up in Canton, Connecticut. He learned early on the value of humility and perseverance. After graduating from Avon Old Farms School in 1984, he earned a degree in American studies from Skidmore College. His early career in Connecticut prepared him for leadership roles and taught him the importance of teamwork and clear communication before moving to Washington, DC in the early 1990s.
Since joining St. John’s in 2017, Preston has held a variety of roles, from financial secretary to interim parish manager to chief operating officer. He believes that effective leadership relies on 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 educational and community initiatives and contributes to his alma mater and local causes. His career and character reflect a simple philosophy: lead with integrity, learn from mistakes 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 of Hartford in a small town like Canton taught me the value of humility and hard work. My parents, Richard and Mary, were very down-to-earth people. They expected commitment, honesty and resilience. These principles have stayed with me. Even now, when I’m dealing with a complex operational problem, I hear my father’s voice saying, “Slow down and do it right.” This 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 several years. These early roles weren’t exactly glamorous, but they taught me the basics of organizational discipline – budgeting, communication, accountability. I learned to work with people from very different backgrounds, which was helpful later in my career.
In 1992 I moved to Washington, DC. It was a big change, both professionally and personally. The following year, I married my wife, Merrell, at St. John’s Church, not knowing that the church would one day become my place of work and an important part of my professional identity.
Q: You joined St. John’s Church in 2017. What attracted you to working in this environment?
Operational work appeals to me because it works quietly in the background but holds everything together. When I started at St. John’s as financial secretary, I found it useful to create order, build systems and keep things flowing. Later, when I served as Interim Community Administrator and eventually as COO, I realized the importance of stable leadership in a community-oriented facility.
The church’s responsibilities include finances, personnel, communications, facilities – but also something less tangible: trust. People expect you not only to be efficient, but also to be stable. I take this responsibility seriously.
Q: What is your leadership style and how has it evolved over time?
My style is based on patience, honesty and persistence. I’ve made mistakes – sometimes big ones – and those experiences have shaped me. Instead of hiding failures, I learned to study them. The lesson is always in the aftermath: how you communicate, how you rebuild trust, how you adapt.
I’ve said before, “Success lies in the work.” For me it’s about showing up, being consistent and giving people the space to do their best. I don’t believe leadership is about having all the answers. It’s about listening. People feel valued when they are heard, and that is when they put forward their best ideas.
Q: St. John’s is a historic and highly visible institution. What are the challenges of managing operations there?
Every day is different. Some days you review financial reports. Other days, you’ll coordinate repairs to a building that’s older than most of the country. And sometimes you help to manage delicate situations in the community.
The biggest challenge is maintaining balance – ensuring the institution runs smoothly while supporting the people who make it what it is. I write down short and long term goals to stay focused. When I stay grounded in these goals, I can deal with the unexpected more effectively.
Q: You talked about slowing down and being present. What influence does this have on your work?
It affects everything. I learned the hard way that haste leads to mistakes – in assessment, communication and processes. When I slow down, I make better decisions. At work, that might mean stepping away from a spreadsheet for ten minutes or walking around the building to regroup my thoughts.
This way of thinking actually comes from golf. I am a member of the University of Maryland Golf Course and the sport teaches patience and presence. Every shot forces you to concentrate. When your thoughts are somewhere else, the result is immediate. The work feels similar.
Q: What has been one of the most meaningful lessons of your career?
Forgiveness – especially forgiving myself. I have had moments where I fell short. What helped me get through it was embracing failure instead of hiding from it. My wife Merrell was a big influence there. She stood by me when things were difficult, and her support reminded me that resilience comes from honesty, not perfection.
Q: What continues to motivate you in your role going forward?
The people. The staff at St. John’s, the parishioners, the community – they give meaning to the work. I also feel responsible for maintaining the institution with integrity so that it can continue to serve others even after my death. This sense of responsibility keeps me focused.
And I personally am motivated by balance. When I can lead effectively while remaining present for my family and grounded in my values, it feels like a meaningful accomplishment.
