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Tag: community banking

  • Wells Fargo opens new branch in Lake Grove | Long Island Business News

    Wells Fargo expands its Long Island presence with a new Lake Grove branch and donates $25K to support veterans through local nonprofit New Ground.

    David Winzelberg

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  • 20 community banks with the largest first mortgage loan portfolios

    20 community banks with the largest first mortgage loan portfolios

    Enjoy complimentary access to top ideas and insights — selected by our editors.

    The top five community banks in our ranking have combined first mortgage loans of more than $2.8 billion as of March 31, 2024. Several banks increased their loans over the last year, with one seeing an increase of more than 18.2%.

    Scroll through to see which community banks made the top 20 and how they fared in the 12 months ending March 31.

    Editorial Staff

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  • ‘Tech apprehension,’ other hurdles that keep small banks from innovating

    ‘Tech apprehension,’ other hurdles that keep small banks from innovating

    Richard Rotondo, vice president and digital bank manager for American Commerce, who lead the development of Monesty. “A lot of institutions either need to do this [advancement] or possibly risk obsolescence in the market, but this fear of the unknown, this fear of cost and all those other factors,” is holding many institutions back, he said.

    Frank Gargano

    The evolving landscape of financial technology has become a race between financial institutions of all asset sizes for who can adopt the latest products and meet the changing needs of consumers. For those hesitating to jump into the fray, experts at American Banker’s Digital Banking conference last week weighed in on the reasons keeping many on the sidelines.

    A research report published in December by Arizent, the parent company of American Banker, polled executives of banks, credit unions and other players in the financial services space to gauge what tech priorities were like going into 2024. Among the top five tech spending priorities were data and analytics, enhanced security and fraud mitigation, artificial intelligence and machine learning, digital payments and automation tools or platforms.

    More than 66% of respondents said that new technologies like AI and distributed ledgers would be the top trend impacting the banking industry over the next three years. Changing competitive environments and fluctuating consumer demands were the next most prominent factors at 49% and 42% respectively.

    “For community banks, it’s less about differentiating themselves through technology and more about keeping up with industry standards,” said John Soffronoff, partner and head of community banking at the global management and technology consulting firm Capco. “However, they have a unique opportunity to build on their existing customer service advantage by offering personalized and customized solutions.”

    For companies like American Express, Santander U.S., Alliant Credit Union and others that have made major technology upgrades in the last few months, economies of scale have played a significant role in the scope and effectiveness of any new technology.

    But smaller community-based institutions often lack the assets to keep up.

    One such organization is American Commerce Bank in Bremen, Georgia, which faced this concern when launching its digital banking division in November 2022 to offer customers new channels for interacting with the bank. 

    Executives of the $494 million-asset bank waited roughly five months before consumers took notice of the new platform dubbed Monesty, but engagement has grown since then. Monesty opened 81 accounts in January that brought in roughly $6.5 million in deposits, and has seen that figure exceed $20 million through today.

    “In April 2023, somebody flipped a switch and all of a sudden the public found us,” said Richard Rotondo, vice president and digital bank manager for American Commerce, who leads Monesty. “What I built worked, and we continue to tinker with it.”

    Rotondo said that for a banking industry “dominated by technological advancement,” many smaller community banks like American Commerce that reach a crossroads “haven’t made the leap” due to a host of worries.

    “A lot of institutions either need to do this [advancement] or possibly risk obsolescence in the market, but this fear of the unknown, this fear of cost and all those other factors,” is holding many institutions back, Rotondo said.

    In addition to cost and what he calls “tech apprehension,” Rotondo identified six other hurdles facing community banks where tech innovation is concerned: fear of weakening customer relationships, regulatory challenges, cybersecurity concerns, competitive landscape, shortage of tech talent and lack of buy-in from senior management.

    Deborah Perry Piscione, co-founder of the AI and web3 advisory firm Work3 Institute, said the emphasis on personal relationships and local knowledge that defines many community-based institutions can create a barrier for integrating new technology.

    “There’s a palpable fear that embracing too much technology might erode the human touch that has long been their competitive edge. … This concern is not unfounded, as many community banks serve demographics that may be less tech-savvy,” Piscione said.

    Regulatory discussions have also been top of mind for many executives over the last few months, as supervisory agencies continue exploring how to effectively govern AI usage. 

    In an effort to stem the potential for misuse of AI through adequate regulation, President Biden released his executive order last October that called on supervisory agencies like the Consumer Financial Protection Bureau to gather more information on how various models are developed and put into use. 

    Bank advocates were quick to seek additional clarity on how the recommendations would factor into current and future rules, while also contended that operating in an already highly regulated environment would make adjustments easier to manage.

    But not everyone in the banking industry feels that community banks are lagging behind in the tech race.

    Charles Potts, executive vice president and chief innovation officer for the Independent Community Bankers of America, pointed to the response from executives to the trade group’s ThinkTECH Accelerator and other relevant resources available for those seeking to interact with tech providers.

    “Thousands of bankers have taken advantage of the opportunity to engage with start-up and early-stage technology providers for the express purpose of finding new and innovative ways to address the needs of the bank and the customers they serve,” Potts said. “Community banks have always been innovators and creative problem solvers, leveraging technology to improve efficiencies and enhance customer experiences.”

    As technology becomes more widely accessible, be it cost decreases or integration improvements, the gap between community banks and their larger counterparts could begin to shrink.

    “Technology adoption is no different for community banks than any other bank or large enterprise. … Time, expertise, staff and budget are common constraints and considerations when taking on any new tech adoption project for any organization,” Potts said.

    Frank Gargano

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  • When it comes to fashion choices, bankers get a dress-down

    When it comes to fashion choices, bankers get a dress-down

    Workers enter Goldman Sachs’ headquarters in June 2021. The investment banking giant said in a memo in 2019 that it would relax its dress code.

    Michael Nagle/Bloomberg

    WASHINGTON — Almost 40 years ago, Gordon Gekko declared “Greed is good” in the 1987 movie “Wall Street.” Michael Douglas’ iconic character, decked out in sharply tailored suits and slicked back hair, came to represent what many thought titans of the financial sector looked and dressed like. 

    But gone are the days of the suits and suspenders, power ties and polished shoes. To be sure, the financial sector is less dominated by men today than it was in the 1980s when Douglas popularized the Gekko image, and overall women’s fashion has undergone its own set of changes. Instead, bankers, especially men, are now embracing a more casual style and less conspicuous consumption, while still projecting a sense of dignity and gravitas. This mirrors broader changes in social norms, corporate culture and client expectations. 

    “Bankers have engendered, by the very definition of their work, financial responsibility in all their business relationships and should be dressed in a sober capacity but one that still represents their background and integrity,” said Richard Press, who ran J. Press in New York for over three decades before it was acquired by the Japanese apparel firm Onward Kashiyama in 1986. “I think that’s best represented by wearing a natural shoulder dark gray suit with an appropriate repp-stripe or emblematic tie that provides the image of fiscal responsibility.”

    A history of business fashion

    Crucial to understanding the foundation for what is considered proper business attire today for men is the history of tailored suits. Derek Guy, a menswear expert who goes by @dieworkwear on the social platform X, says the archetypal banker look largely originates from the longstanding traditions of a certain social class in England. Until the last century, British professionals split their time, and getups, into two distinct modes. (For full disclosure, I am an aficionado of men’s fashion and because of that, I have focused mostly on menswear in this story. I’ll leave commentary on women’s business attire to others who are more suited to that task.) 

    “The upper class in Britain had wardrobes that were divided between the city — in this case the city London — where you did business and the country where you pursued sport, and that was often Scottish estates,” Guy said. 

    City wear consisted of generally more conservative attire. That meant darker suiting, solid shirts, black footwear, silk scarves and charcoal or black overcoats — often in the Chesterfield style with a velvet collar. Country attire was all about sporting, and would include heavier wool tweeds, tattersall or tartan patterned shirts, brown pebbled leather shoes and tweed flat caps. 

    Though menswear styles have changed over the decades, hints of those conventions can be felt in Gekko’s look — designed by renowned clothier Alan Flusser. The character specifically wore shirts with a more formal, stiff spread-collar reminiscent of an English banker style. 

    Overall, Douglas’ costumes in “Wall Street” were a composite caricature of the most ostentatious aspects of city banker attire of the 1980s. Flusser based Douglas’ wardrobe for the movie on what Wall Street power brokers at the time wore when they became successful. 

    “In those days, when guys made a lot of money, they went to Savile Row to get the clothes, shoes and everything else made,” said Flusser, referring to the area of London well known for its bespoke clothing for men. “That was the top of the sartorial mountain as such.” 

    Flusser noted the cultural impact of the movie was quite massive. “It was really remarkable. We couldn’t make clothes fast enough to address — no pun intended — all the people coming in who wanted to look like their version of Michael Douglas,” said Flusser. “Gordon Gekko is still kind of an influence — even if it’s unconscious — in the way some people want to look.” 

    For decades, Press clothed many Wall Street bankers from his Ivy League-inspired menswear boutique, J. Press. The company was founded in 1902 by Press’ grandfather, Jacobi Press, on Yale University’s campus. It still maintains brick-and-mortar stores in major East Coast hubs. 

    However, unlike the Gekko character, Press said that many male bankers, especially those who were Ivy League graduates, preferred button-down shirts which had soft, billowing collars anchored down by buttons. While often considered a more informal type of shirt in business attire, the buttoned collar style was a signature of Ivy League dress throughout the 20th century and continues today.

    “A very large percentage of our custom [and] bespoke customers at that time were bankers,” he said. “For daytime wear, their outfits were usually gray suits, whether it was solid, pinstripe, dark, flannel or herringbone.”

    But as Guy noted, this standard is decades out of vogue. The suit and tie have been in recession for years now. “I don’t think many people wear that anymore,” he said. “Over the last 80 years the tie has been on a slow descent and went into free fall after the casual Fridays of the 1990s.” 

    Things got casual

    When thinking about Wall Street firms, there are few more prominent than the white-shoe investment banking giant Goldman Sachs. It’s the company that young and hungry recent college graduates with degrees in finance and economics strive to work for. 

    Given this reputation, it was rather shocking when the company announced, in 2019, that it was shifting toward a more casual dress code. Though the memo outlining the change didn’t provide specifics, CEO David Solomon wrote, “All of us know what is and is not appropriate for the workplace.” Certain divisions within Goldman had been allowed to dress more casually before the change became companywide. 

    At the time of the announcement, one news report called the move “once unimaginable” for the company’s “monk-shoed partners and bankers in bespoke suits.” Goldman declined to comment for this story. 

    The shift was a stark example of the suit being in decline for the banking sector. This move reflected a broader trend away from formal office attire and tied into evolving client expectations and the growing influence of the highly casual tech sector. 

    However, some expressed concerns that it may have introduced ambiguity regarding what constitutes ‘appropriate’ office attire. 

    “They just said, ‘You can dress more casually except for times where you clearly need to wear a suit,’” said Guy. “And then I think their vague advice was, ‘We all know what is acceptable and not acceptable’ … but no, many people don’t know what’s acceptable or not acceptable.” 

    Alex Klingelhoeffer, currently a wealth advisor at the Oklahoma City-based Exencial Wealth Advisors, began his career at a Charles Schwab call center in Austin, Texas, in 2013, right as the company would make a sharp turn in its office attire expectations. Klingelhoeffer said shortly after arriving at Schwab, norms were relaxed in an attempt to appear more approachable. The change meant that ties, rather than being the standard for dressing up, now represented a stuffy and outdated look. The firm, said Klingelhoeffer, was attempting to stay current by casualizing attire. 

    Alan-Flusser-cropped.png
    “We couldn’t make clothes fast enough to address — no pun intended — all the people coming in who wanted to look like their version of Michael Douglas,” said clothier Alan Flusser. “Gordon Gekko is still kind of an influence — even if it’s unconscious — in the way some people want to look.”

    Rose Callahan

    “The first year I’m there in 2013 — basically right out of school — you want to look sharp: Brooks Brothers tie, a striped shirt and a Hart Schaffner Marx suit I couldn’t afford — but whatever, you gotta look sharp,” he said. “The next year, same deal, we’re doing our executive meeting this quarter in Austin [we were told] ‘no ties, we’re approachable.’” 

    Klingelhoeffer attributes the relaxed dress code to the rise of the technology sector. At the time, tech companies overtook financial and energy companies to boast the largest market caps and were, therefore, more popular to invest in. Silicon Valley famously has a more informal dress code. (To reference another popular movie about business, see Mark Zuckerberg’s hoodie and flip-flops in “The Social Network.”)

    The shift in the kinds of clients showing up to meetings meant that approachability became more important than dressing conservatively. 

    “It went from energy back in like the 2000s, then it was finance in 2005 and [from] 2013 and on it’s been tech; and whatever is popular from an investment sense, a financial sense and almost from a cultural sense, that’s where the fashion follows,” he said. “I think the thing to always remember is that banking is a service industry, there’s a lot of technical stuff, but it’s ultimately about clients.” 

    Klingelhoeffer said the trend has only been amplified over time particularly with the effects of remote work scrambling the traditional workplace model. This is especially pronounced with high value clients who are no longer required to be physically present or dressed formally to engage in business. Fridays, Klingelhoeffer said, are typically quiet in offices, particularly in client-facing roles, as clients are often away at country clubs or on vacation. Klingelhoeffer emphasized the importance of being available in these settings to address clients’ inquiries effectively. 

    “For whatever reason, for people of means these days: Monday is like a holiday, Friday is like a holiday. You get some stuff done Tuesday through Thursday and then from Thursday afternoon onwards it’s like whatever, they’re kind of working, kind of not,” he said. “You used to have clients that show up in a suit or whatever, that sort of thing. [You] never [see that now,] it’s golf shirts, T-shirts.” 

    He further illustrates this change by describing the CEO’s attire at meetings. 

    “Our CEO will come into meetings with, you know, jeans and a nice belt or whatever … and a nice print shirt,” he said. “To me, that’s like the uniform … that’s what you’ll see like higher powered execs in anytime they’re on camera, more or less.” 

    Klingelhoeffer noted that while this casual attire is less fussy than the previous uniform, there are regional nuances to what is considered appropriate. Bankers have to adjust their attire to meet their clients’ expectations. 

    “When you go down to [Dallas Fort Worth International Airport], you see a ton of dudes in like L.L. Bean fleece vests with weird colored socks and loafers because they’re all working with private equity guys out of Dallas,” he said. “Occasionally they’ll throw on some boots and go over to Fort Worth, because they’re helping guys out in the Permian [Basin] finance their oil companies. So ultimately, whoever your clients are, the dress is gonna flow from that.” 

    Jessica Cadmus, founder of Rogue Paq Accessories and a stylist at Wardrobe Whisperer, has made a career out of styling Wall Street professionals. Cadmus emphasized the importance of her clients projecting a polished image, tailored to their individual preferences, while remaining open to the aesthetic preferences of their clients. 

    “You want to try to match the vibe while always being neat, clean and polished,” she said. “Ostentatiousness with clients is typically frowned upon,” she added. “The unwritten rule is to avoid conspicuous consumption, which definitely pertains to attire.” 

    Cadmus highlighted the importance of personal branding and appearance on Wall Street. While codes have relaxed, there are still red lines for bankers, as certain clothing choices are universally deemed unsuitable for a banking setting. For example, she says denim is typically relegated to Fridays in many prominent firms. And typically larger firms tend to be still more formal in their clothing requirements while smaller companies are more casual. She noted that Goldman Sachs and Morgan Stanley usually set the standard. Morgan Stanley declined to comment for this story. 

    “Most of my banking clients are either asking for, or being trusted with, large amounts of money and, so, personal appearance needs to convey trustworthiness or, at the very least, competence,” she said. “Visible tattoos for client-facing employees remains a bit of a taboo [as are] open-toed shoes for women and white pants for men.” 

    When it comes to setting the gold standard for Wall Street banker attire, Cadmus said certain firms lead the way. She says Wall Street attire — like the business itself — also reflects a hierarchical culture, where seniority influences attire choices. While cleanliness and polish are universal expectations across all levels, the details of attire evolve as individuals progress through the ranks. 

    “If you just focus on watches, a VP would typically wear a Cartier Tank watch — these days with a leather strap versus a metal strap — and a senior [managing director] or partner — as they still call them at Goldman — would more likely wear a Panerai or a Patek Philippe,” she says. “If a junior person came in sporting a Patek Philippe that would be frowned upon.” 

    While subtle expressions of success are still prevalent, she says good taste dictates keeping overt displays of wealth to a minimum. “Actually, it would be more likely that the partner would wear a Timex to work but have a collection at home that would include a Panerai, Patek Philippe, a Rolex and maybe a Favre-Leuba,” she said. 

    Oxford Street Retail as Britain's Inflation Rate Surges
    A pedestrian passes a shop window on Savile Row in March 2022. That area of London is well known for its bespoke clothing for men.

    Hollie Adams/Bloomberg

    Are ties gone forever?

    Wall Street business attire has been trending toward the more casual. But experts are split on whether this is a permanent change. Guy thinks the days of neckties are squarely behind us. “I talked to high-end clothiers and one told me that he thinks of his necktie collection now as just part of the store’s decor, the way that TGI Fridays puts up those chintzy roadside signs … it’s just a way to set the mood,” he said. 

    Some, like Cadmus, have a more nuanced perspective on the trajectory of fashion trends. While she remains skeptical about the complete resurgence of the formal styles prevalent in the ’80s and ’90s, she acknowledges a shift within the industry away from the exceedingly casual norms that emerged during the pandemic era. 

    “At recent conferences, my clients were reporting more formal attire overall — suits and no ties, versus what they experienced over the last few years, which was more blazers and no suits at all,” she said. “Women have made a large shift toward dresses — or pants and blazers — versus the corporate suit that was a staple for years.” 

    Womenswear, she added, has undergone some of the most stark changes, with dresses and new kinds of footwear being worked into financial professionals’ rotations. For example, she said Maxi dresses are currently in vogue for women as are chunky loafers and shorter boots. “Akris has excellent workwear dresses as does Max Mara and brands like The Row, Diane Von Furstenberg and Loro Piana,” she said. “As for shoes, block heels have largely replaced the pump. This past winter we saw a resurgence of boots that ended below the knee versus the to-the-knee and higher boots we’ve seen the last several years.” 

    Data indicates that as the banking industry continues to adjust to the new normal, there might be a wider cultural movement toward adopting slightly more formal attire as the pandemic becomes a distant memory. 

    As employees make their way back to the office, Rent the Runway, a wardrobe rental service, experienced a significant increase in the demand for workwear rentals during the summer of 2023. This surge suggests a potential revival in the requirement for office-appropriate clothing, reminiscent of trends observed prior to early 2020. 

    According to the Partnership for NYC, 65% of financial sector employees are back to work, one of the highest rates across all sectors. Additionally, observations from Morgan Stanley’s 2023 annual financial conference revealed a notable increase in formal attire, with only roughly half of the executives opting to forgo ties compared with 81% in 2021. 

    Circana, a firm which tracks consumer behavioral data, highlighted a notable boost in the tailored clothing market in 2023, with sales revenue surpassing even pre-pandemic levels by 8%. This resurgence in tailored clothing sales suggests a renewed interest in traditional business attire as professionals readjust to in-person work environments. 

    Made-to-measure menswear retailer Indochino’s record-setting revenue in the first quarter of 2023 further corroborates this trend, signaling a growing demand for tailored clothing among consumers across the board. 

    As the return-to-office trend gathers steam, it seems that the general public is inclined toward a sharper appearance compared with recent years. This suggests that it might only be a matter of time before the effect trickles upward, influencing bank clients to adopt more tailored attire, thereby influencing bankers to do the same. 

    As new sales of tailored clothing have increased, the market has evolved to include styles which blend formality and approachability, such as J. Crew’s more casual Ludlow suits and loafers as opposed to laced dress shoes. 

    “The biggest way [to stay up-to-date] for men is largely losing the tie and the biggest way for women is largely ditching heels, or maybe wearing them once or twice per week instead of daily,” Cadmus said. “[Loafers] are a huge trend and they are meeting that middle ground in dress that is the current sweet spot.” 

    Guy argued relaxed workplace norms can allow professionals to find freedom in their attire selection. He says the days of being reprimanded for eschewing a tie seem like relics of a bygone era. 

    “For the guy who’s trying to just look appropriate for the office, to me that’s not, it’s not too difficult. Like you could go to Brooks Brothers, J. Press or even J. Crew, buy a few pairs of at least chinos, if not wool trousers, a button-up shirt and maybe buy at least one tie if you really need it, but you probably don’t,” he said. “The nice thing about our current kind of dress culture is that you can wear whatever you want, with very little recourse.” 

    Flusser noted that informality does not necessarily mean poor dress. He argued comfort does not necessarily mean schlubby. 

    “Now the question is, how comfortable can you be, are you allowed to be, and still look business-like,” he said. 

    Cadmus notes that with companies still trying to enforce their return-to-work mandates, attire is somewhat a secondary concern. 

    “Things are still a bit all over the place with some people wearing suits at one end of the spectrum, and some people still trying to get away with denim and/or sneakers,” she said. 

    “Firms are so focused on just getting people back in the building that they are not yet completely cracking down on dress,” Cadmus added.

    Ebrima Santos Sanneh

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  • Eagle in Maryland gains ‘flexibility’ to raise capital after loss

    Eagle in Maryland gains ‘flexibility’ to raise capital after loss

    Earlier this month, Eagle Bancorp in Bethesda, Maryland, filed a shelf registration statement that would allow it to raise up to $150 million.

    Eagle Bancorp in Bethesda, Maryland, set the table to raise money after a bruising first-quarter loss and a steep credit provision linked to an office property in downtown Washington, D.C.

    The $11.6 billion-asset Eagle this month filed a shelf registration statement with the Securities and Exchange Commission for the offering of up to $150 million. It enables the company to increase debt and issue common or preferred stock at any point over the next three years.

    Eagle Chief Financial Officer Eric Newell described the move in an interview “as good corporate housekeeping” that “gives us flexibility” — as opposed to a sign the company needs to raise capital.

    He said that, should the company raise money, it would likely be done through a debt or preferred stock offering. Newell also noted that Eagle has subordinated debt maturing in September, and the shelf registration allows the company “to be opportunistic” as it considers refinancing that obligation.

    Eagle recorded a $35.2 million provision for credit losses in the first quarter on an office property in Washington whose value was reappraised at about half of its prior value.  

    Commercial real estate makes up more than 60% of the bank’s loans. Urban office CRE, in particular, is under pressure across the industry as landlords grapple with higher vacancy rates amid enduring remote work trends.

    Eagle’s shares traded between $19 and $20 intraday Thursday, down more than 30% from the start of the year. 

    Though Newell described Eagle’s recent credit quality challenges as manageable and its core earnings power as strong, the registration does give the company options to raise money should it need to offset more credit issues in its CRE portfolio.

    Newell said federal government work forces that pepper the capital city’s downtown have been affected by remote work. But he emphasized that the bank’s CRE book is spread across various sectors and markets, including the D.C. suburbs. He said the first quarter office hit was not indicative of systemic issues in the bank’s loan book.

    “Not every office property is downtown, and not every CRE credit is an office loan,” Newell said.

    Michael Jamesson, a principal at the bank consulting firm Jamesson Associates, said lenders are increasingly scrutinizing their CRE portfolios and charge-offs are accumulating. But, he said, banks for the most part are reporting “one-off or two-off” loan problems and ensuring investors that the isolated challenges are not thought to mark the beginning of broader and rapid credit quality deterioration.

    “Now, banks always say that, but the data seems to validate the story for now,” Jamesson said. “At this juncture, it looks like we’ll get through this with some scars, yes, but not many fatal wounds.”

    Provisions for expected credit losses across all U.S. banks declined in the first quarter to $21.1 billion from $24.4 billion the prior quarter, according to S&P Global Market Intelligence data. The decline came as net charge-offs held essentially flat at $20.3 billion. First-quarter provisions as a percentage of charge-offs fell to 104% from 121% the previous quarter, suggesting banks on the whole see improving conditions ahead, according to S&P Global.

    “I’m sure we’ll see more signs of stress at points this year, and some banks will have more problems than others,” Jamesson said. “I don’t see a calamity in waiting.”

    In its SEC filing earlier this month, Eagle said if it decides to raise all or some of the $150 million, it could use the money to refinance debt — its debt maturing in the fall totals about $70 million — or it could use the funds to bolster capital, pay dividends or buy back shares.

    For the first quarter, the company reported net charge-offs of $21.4 million, up from $11.9 million the previous quarter. Nonperforming assets of $92.3 million equated to 0.79% of total assets, up from 0.57%.

    Capital levels were lower than in 2023, but all measures exceeded regulatory requirements. Eagle described its capital positions as “strong.”

    At the close of the first quarter, the common equity ratio, tangible common equity ratio, and common equity Tier 1 capital to risk-weighted assets ratio were 10.85%, 10.03%, and 13.80%, respectively.

    Eagle reported a net loss of $338,000 for the first quarter, compared to net income of $20.2 million for the fourth quarter of 2023.

    However, the bank’s pre-provision net revenue of $38.3 million for the first quarter was nearly even with the prior quarter’s $38.8 million.

    “We earn really well,” Newell said. He said that, once the bank works past the recent credit set-back, this could be evident in future quarters.

    As far as downtown Washington office properties, Newell said some areas of the federal government have proven slow to bring workers back to offices full time. But he said Eagle is bullish on the nation’s capital because the long-term trajectory of the federal government is one defined by substantial growth. The District of Columbia’s economy, by extension, is likely to expand in tandem.

    Of the capital’s ties to federal spending, Newell said, “we believe it is still a differentiator in a positive way.”

    Jim Dobbs

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  • Dave Fishwick of ‘Bank of Dave,’ has a new nemesis: Payday lenders

    Dave Fishwick of ‘Bank of Dave,’ has a new nemesis: Payday lenders

    Dave Fishwick, founder of Burnley Savings and Loans in the UK and subject of the hit Netflix movie “Bank of Dave,” at an Independent Community Bankers of America conference in Washington, D.C. Fishwick spoke with American Banker about his experience opening only the second community bank in the UK in 150 years and the importance of community banks all over the world.

    Chris Williams

    Dave Fishwick, the real-life British banker behind the hit Netflix movie “Bank of Dave” catapulted to stardom after a documentary series chronicled his Herculean efforts to open a local community bank, Burnley Savings and Loans in Britain. 

    Fishwick was already a self-made millionaire and minibus dealer when he began lending to local businesses in 2011. “Bank of Dave” chronicles the uphill battle Fishwick faced getting regulators to grant his bank a license — only the second banking license granted in Britain in 150 years.

    Fishwick hopes the sequel — which is slated for release in 2025 — will shine a light on the practices of his new nemesis: The payday lending industry. 

    “I dislike them with a passion,” Fishwick said in an interview. “I feel they prey on the poor and the vulnerable.”  

    The sequel, “Bank of Dave II: The Loan Ranger,” just wrapped up filming and features actor Rory Kinnear playing Fishwick and searching for payday lenders and the CEOs — including a jaunt to the U.S. and its thriving payday industry. 

    Earlier this month, Fishwick spoke to bankers in Washington D.C. at the Independent Community Bankers of America’s Capitol Summit, where he was made an honorary member. He has become an ambassador for community banks, speaking worldwide about the need for more support of local banks due to branch closings and for more targeted regulations.

    The following interview was edited for length and clarity:

    American Banker: Bankers and banks are often vilified in the movies. But many have called “Bank of Dave” a modern-day version of “It’s a Wonderful Life.” Tell us about it.   

    Dave Fishwick: What happened in England is there was a documentary series called Bank of Dave that was made about me and the team, myself and partner David Henshaw, who is a very key part of the story of the bank, a very old-fashioned bank manager, and he’s the most honest, ethical man on the planet. 

    We went up against the big banks right at the beginning. We wanted to open a community bank, the Bank of Dave, to help people get the best rate of interest on the High Street. We then wanted to lend that money out to people in businesses who couldn’t borrow from the High Street banks, through no fault of their own, and the profit we wanted to give to charity. We thought, how difficult can it be? And it was just a nightmare. So difficult. 

    Bankers are important people and they’re the people that are needed. We do need some bankers and banks. We need honest, ethical, moral people who are doing it for the right reasons and doing it not because they need the wages. They’re doing it because they believe in what they’re doing. I’ve got some bankers working for me who are career bankers, and they are really good people. 

    AB: Why is it so hard to get a bank license?

    Fishwick: We’ve now lent over $50 million to thousands of people and businesses all over the UK. There’s a huge need for what we do in our community. And the licenses we’ve got, it’s like a mixture of licenses at the moment. We’ve got a bunch of licenses that all fit together to allow us to do the things we want to do. They allow us to do mortgages, to do personal loans, to hold money, and an anti-money laundering license, to name just a few. And they all fit together. 

    What we want is a check-clearing license, which is the one that we’re going for now, but I think that’s probably another year to 18 months away. But we’ve got the licenses to do what I want to do at the moment. Each time we get a little bit nearer, we move a little bit further forward. Unfortunately here in Britain, we haven’t got something like the ICBA. Unfortunately here in Britain, there’s just me, David Henshaw and my team and the lawyers and everybody that works with me. Each challenge is met by a huge barrage of problems from the regulators and the big banks because they do not want me to exist. And what makes me very cross about that is [that] in 2008, the banks crashed like they did in the USA and they were bailed out by the taxpayer. 

    Royal Bank of Scotland here was run by a guy that we called Fred the Shred, who lost billions of pounds of the taxpayers money and he was given a knighthood. And here I am helping people to get the best rate of interest, I’m lending to businesses who can’t borrow from the High Street banks, and I’m a terrible person here in the UK. But in America, I win awards. 

    AB: The movie ‘Bank of Dave’ did really well in the U.S. Why do you think it resonated?

    Fishwick: The movie was released December 18th, and within three days it was there in the top 10 alongside Tom Cruise’s Mission Impossible. Netflix has been really, really helpful and they are massively supportive of what we do and it’s been a real breath of fresh air to work with Netflix, who really believe in community banking. I’ve met the big bosses, and they came to the premiere and we got the fastest commissioned sequel in Netflix’s history. 

    The ‘Bank of Dave’ is the most successful independent British film on Netflix ever made. Normally they spend hundreds of millions getting to No. 1 around the world and they didn’t spend that. Now, the second one is much bigger. There are fantastic, huge American stars. You’ll see lots of actors from America in this one that you’ll recognize. America is where a lot of the payday loan company bosses are.

    AB: The sequel, ‘Bank of Dave II,’ is coming out early next year. Tell us about the movie and this new passion of yours going after the payday lending industry.  

    Fishwick: I do feel the payday loans — they’re loan sharks, they’re terrible people. In just the last few weeks, I’ve just done a program for ITV, Good Morning Britain, here in the UK. And it’s the biggest and fastest growing news story of this year for ITV News.

    In the documentary series, ‘The Lone Ranger,’ we take them on and we come up with a better way for more community lending, or being able to dig these poor people out of the payday loan debt and get them into an affordable loan that eventually they’re going to pay off. But in the documentary series, as in the movie, you will see that it’s much more difficult than it looks to be able to find these people to pay them. 

    I think sometimes in life you’ve got to think how to break something, to be able to learn how you can fix it and make sure you don’t go near there again. People don’t have access in the community to funds and they need money from somewhere. 

    AB: What do you want to tell bankers that you’ve learned about banking? 

    Fishwick: What is clear that I’ve learned over the last 12 years is the basic legislation around banking, in effect precludes the formation and operation of small community banks, not just here in the UK, but in America and Australia. I went to Australia and I met an awful lot of people in Australia that have exactly the same problem as we have in the USA and the UK. 

    There seems to be a one-size-fits-all model which simply is not proportionate to the operation of a small, local deposit-taking institution and credit facilities. And I don’t mean credit unions. I feel credit unions are actually getting in the way of the community banks. They don’t pay taxes, they don’t contribute to society, and they are probably getting in the way of the American community banks. 

    I feel that we’ve been very badly served by the big banks and we need change. One of my real bugbears is that the big banks just are not interested in customers anymore, they’re only interested in taking money in or giving people very little interest and then sending that money into the stock markets and investments ini the credit default swaps and things that I call ‘financial weapons of mass destruction.’ And if it goes well the banker makes a fortune in bonuses, and if it goes badly the taxpayer bails them out. They’ve got a no-lose situation.

    AB: You’re advocating for local community banks that in your words “challenge the system,” yet Burnley Savings and Loans has fewer than 20 employees. How can small banks emulate what you’re doing?

    Fishwick: What we do is very old-fashioned, but we do it better than the big banks. David Henshaw has taught my team to manually underwrite and that’s a skill that has been lost in the world today and he has brought it back. Most of my staff has been with me over a decade. We have about 14 full-time employees and another five or six and a few other volunteers. We’re a very small operation making a big noise all over the world. We’ve proved that you can have a community financial institution in every town or village across the UK or America that is run by people like us. 

    We are 100% capitalized. We only lend out money that comes in. And my money guarantees everybody’s money. I call it Granny’s money, because I think of it in my head as Granny’s money and then nobody could ever lose it. So there is no chance of us crashing. 

    We’re very much asset-based. If somebody wants a wagon, or a truck for their business, or a piece of machinery, we like lending on that sort of asset. We also do lots with cars and we’ve just started doing mortgages. I own six businesses. We’ve been incredibly successful and very lucky in lots of ways and I put that behind Burnley Savings and Loan so I give a personal guarantee for every single penny. And it could be rolled out all over the world with that model. There’s lots of people who love the place they live and they could become the entrepreneur behind it and that’s what you need. 

    KB: Why do you think that regulators and big banks are making it so difficult for small banks?

    Fishwick: Regulations and computer systems need to be proportionate to the size of the community bank that you are opening. This is one of the problems that America’s got. The regulators and the powers that be, I think sometimes are governed by the big banks behind the scenes, and are trying to make it so difficult for a community bank to open. And they’re doing that for a reason. They’re making it so you can’t be a problem to their future earnings by keeping you to a very small size. Here in the UK, you need to have $50 million or $60 million worth of computer systems to even think about opening a standard bank. Why would you want $50 million of equipment to let in less than $50 million out?

    If I can use my brand and movies to help community banks get a fairer go, a fairer crack, and maybe get some of the regulators and some of the powers that be to have a listen. Community banks work for the community to benefit that community and they are the way forward all over the world. If we can build as many community banks in as many communities as possible, then that stops the big banks having a monopoly. If the big banks are too big to fail then they’re too big to exist, and that’s the problem with some of the really big banks. 

    AB: You got into banking after growing several businesses. How does the industry attract more people?

    Fishwick: Unfortunately, banking isn’t an interesting subject. It isn’t like Formula One. It feels a little bit boring. A lot of people don’t want to write about it. What I try to do is I try to make it a little bit fun, I try to make it interesting. I try to get people to understand and tell people in layman’s terms exactly how things work, because that’s how I had to understand it. And I really understand the whole banking industry. And then I stand at the front and then I get the media interested in things with television and programs and movies and radio and podcasts and newspapers and magazines. And then I’ll let career bankers, like the team you have at the ICBA, who really understand, put their point forward.

    We’ve got to get young people using community banks. We’ve got to get them to understand. Young people love green technology, and they probably don’t want to work with a faceless bank. 

    Burnley Savings and Loans has the ability for all our customers to be in the cloud. But we also have all transactions written down on a pad and that goes into the safe every night. If we burned down this afternoon, we have the backup for everything. I think there’s an argument to have a community bank app but also to have a community bank for people like my mom who wants to be able to come in and talk about fraud, deception, deceit, if they get a bad phone call about somebody trying to steal money out of their account. 

    AB: You speak very highly about bankers. 

    Fishwick: Bankers are important people and they’re the people that are needed. I’ve got some bankers working for me who are career bankers, and they are honest, ethical and moral people who believe in what they’re doing. 

    I think it’s important for young people to understand the benefits of having a community bank. The problem is you either use them or lose them. There are 54 branches closing every month in the UK. Banks need to concentrate on lending more money and give hard work and serve us a better interest rate. I think banks have forgotten why they were put there in the first place and I think that we need to concentrate on helping the public and speaking about the positives of community banks.

    Kate Berry

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  • Small banks ‘feel like hostages’ to their core systems: OCC’s Hsu

    Small banks ‘feel like hostages’ to their core systems: OCC’s Hsu

    The power wielded by a small number of companies in the core processing market is one of the — if not the most — pressing issues that affects minority depository institutions wishing to innovate.

    “In every single discussion I’ve had about banks, digital, and modernization, especially with community banks, all roads lead through the core,” said Michael Hsu, Acting Comptroller of the Currency, said in a recent fireside chat hosted by the Alliance for Innovative Regulation. “I’ve heard a lot of frustration from community banks because they feel like hostages in these relationships and have no negotiating leverage.”

    That was one theme to emerge in a daylong set of panels and conversations on Thursday organized by AIR around its multi-year MDI ConnectTech initiative, which explores problems and solutions related to minority depository institutions and digitization in partnership with the National Bankers Association, Inclusiv and other groups. Speakers, who included Hsu and former National Credit Union Administration chairman Rodney Hood, laid out the other obstacles for MDIs in buying and implementing technology, from the cost to finding the necessary expertise, as well as solutions.

    At stake is the ability for financial institutions focused squarely on under-resourced communities to be competitive and serve their audiences effectively. 

    In her ongoing research as the program director for MDI ConnectTech, Alexandria Currie, of the National Bankers Association, found that cost is the number one barrier to minority depository institutions across the board in adopting technology. The institutions she examined ranged in size from $30 million of assets to more than a billion.

    Staffing is next on the list.

    “If I have the money, do I have the staff capacity to implement and learn the technology with my three to four-person loan department?” she said during a panel on MDIs and digital transformation.  She pointed out that a March report from the Government Accountability Office on small lenders and technology concluded something similar: initial and ongoing technology costs were the top two reasons that community development financial institutions and MDIs could not obtain the technology they needed, while limited staff capacity came third. 

    The topic of negotiating contracts with core services providers came up frequently as something complex and cost-prohibitive. 

    The three major core providers, FIS, Fiserv and Jack Henry, have grown through mergers and acquisitions, meaning different banks will have different experiences depending on which service they are using under the larger umbrella, said Rob Nichols, CEO of the American Bankers Association.

    Currie has seen situations where, for example, a bank will sign a long-term contract with a core company only to find the provider is sunsetting that specific product midway through the contract and ceasing compliance updates. Yet the bank will have to pay to convert to a new system under the same provider.

    “There are sticking points in contracts, and there is space in the regulatory environment to tighten that up and not allow some of these things to happen,” she said.

    Brian Argrett, CEO of CityFirst Bank, a $1.4 billion-asset institution in Washington, DC, echoed the thought. 

    “My question is, how can the regulatory community provide both pressure and perhaps policy that benefits small institutions?” said Argrett. “The imbalance in power makes it very difficult to change cores from a financial and contractual standpoint.”

    The cost issues facing MDIs can partially be offset through “being creative with other forms of finance that are loosely structured to let you use it for operational transformation,” Argrett said, pointing to the Emergency Capital Investment Program and the Environmental Protection Agency’s Greenhouse Gas Reduction Fund, as two examples.

    The broader issue of digitizing an institution with few resources can be tackled by taking small steps.

    “Community bankers will say, we know we have to modernize but we don’t know where to start,” said Hsu.

    He recalls one fintech investor recommending that banks start by digitizing their forms because it’s a manageable project, pulls in different teams, and encourages the snowball effect once the institution sees an immediate impact.

    He also suggests small banks boil down their strategy to a simple question: who is your future customer? 

    “MDIs and CDFIs are excellent with their existing customer base. They know them better than anyone,” said Hsu. “But who is the future customer? Probably someone younger and more addicted to their phones.”

    Currie has advice for small banks to counterbalance some of the power the three major core providers wield: stop signing all-in-one bundled deals, which typically combine core data processing, card processing and online and mobile banking. Out of the 15 MDIs she assessed as part of her research, all had bundled their core contracts.

    “That means even if I want to switch one of those things I’m now bound to all three for the term of this five, seven, or 10 year contract,” she said. 

    Even though discounted pricing for all-in-one packages can be enticing, she finds it pays to shop around for digital banking and card processing services.

    “I hear that everyone wants to go to a different core,” she said. “That is not the solution. It’s how we navigate within the confines we have now.”

    Current and former regulators also acknowledged the role they could play in guiding MDIs toward digitization.

    Jo Ann Barefoot, founder and CEO of AIR, noted on one panel that one element she didn’t appreciate as a former bank regulator is “the degree to which the examiners raise an eyebrow at some new piece of technology and the bank determines, I better not do that,” she said. “We’re going to have to reverse that. I’m dreaming of the day when a field examiner will come into a financial institution, see an antiquated piece of technology, raise their eyebrows and say ‘I can’t believe you’re still on that.’”

    The role of the regulator is especially potent when it comes to leveling out the balance of near-monopolistic power between the three major core providers and small banks.

    “I wish I’d been more proactive in taking this on as an issue,” said Hood of his time at the NCUA. “It’s lamentable that in the wake of George Floyd, you had Wall Street investing in these institutions that serve communities of color but you didn’t hear anything about the core providers.”

    Miriam Cross

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  • Hope Bancorp to buy Hawaii bank in $79 million deal

    Hope Bancorp to buy Hawaii bank in $79 million deal

    Hope Bancorp would add $2.24 billion of assets, including $1.31 billion of loans, with the acquisition of Territorial Bancorp.

    Adobe Stock

    Hope Bancorp, a Los Angeles-based company focused on serving Korean Americans, will acquire Territorial Bancorp in Hawaii in an all-stock deal valued at $78.6 million, the acquiring bank announced Monday.

    The $18 billion-asset Hope, which operates through its Bank of Hope subsidiary, said the acquisition will expand its footprint to Hawaii and double its residential mortgage portfolio. The deal is expected to be immediately accretive at a double-digit growth rate, and is slated to close by the end of 2024, pending regulatory approval.

    Hope Chairman and CEO Kevin Kim said that the leaders of the two banks began serious conversations toward the end of 2023, and Territorial spoke to other potential buyers throughout the process.

    “This transaction creates the largest U.S. regional bank catering to multi-ethnic customers across the continental United States and the Hawaiian Islands,” he said Monday on the company’s first-quarter earnings call. “Hope is excited to be partnering with a bank that shares our values, and we intend to preserve and continue to build on Territorial’s long and storied legacy to ensure continuity of service for the customer base and employees.”

    Kim added that the bank will be able to grow its customer base in Hawaii, which has a large Asian American and Pacific Islander community. Territorial will continue to operate under the Territorial Savings Bank brand.

    Hope operates 48 branches in nine U.S. states, and it has an outsized Southern California commercial real estate portfolio, which makes up more than one-third of its $13.7 billion loan book. 

    Territorial operates 28 branches across Hawaii, with total assets of $2.24 billion, $1.31 billion of loans and $1.64 billion of deposits, as of Dec. 31.

    Tim Coffey, a managing director at Janney, said the deal’s announcement was surprising because Bank of Hope had announced a cost restructuring plan on its fourth-quarter earnings call. He added that he thought the deal made sense, though it was “the opposite” of the company’s implied plan from last quarter.

    Accessing a new market and obtaining low-cost funding are beneficial to Hope, and gaining access to a larger balance sheet will be an advantage for Territorial, so that it can offer bigger loans and serve different types of clients, Coffey said. While he predicted that the deal will pay off, he thinks it will take time because of Territorial’s bulk of long-term, fixed-rate mortgages. 

    “Financially, it does work,” Coffey said. “It’s going to make money for them. I think the question is, ‘When is that going to happen?’”

    Hope Chief Financial Officer Julianna Balicka said on the call that the company is still in the process of planning the Territorial integration, and it currently expects deal expenses to “be in the $25 million to $30 million range.”

    “This is not necessarily a cost-saves transaction,” Balicka said. “This is a strategic market expansion transaction that provides us an excellent, high-quality core deposit base. And we are focused on making sure that the customer experience and transition period is seamless.”

    The transaction is expected to be about 6% dilutive to Hope’s tangible book value, with a three-year earn-back period, which Coffey said “was significant for a company that was already trading below its tangible book value.” But the transaction will help Hope make more money than it otherwise would have in the long term, Coffey added.

    Upon close, Hope shareholders will own about 94.4% of the combined entity, and Territorial shareholders will own about 5.6%.

    OnMonday, Hope’s stock price dipped 9.44% to $9.92. Coffey said he thinks the market’s reaction to the acquisition was due to surprise at the announcement.

    Kim has overseen the combination of three major Korean-focused regional banks in the last 15 years to create what’s now Hope Bancorp. In 2017, the bank was forced to scuttle an acquisition when it couldn’t get regulatory approval due to “material weaknesses” in its financial reporting, which it cleaned up the following year. 

    The Territorial deal takes Hope back to its roots, building an amalgamation of banks through mergers, Coffey said.

    M&A activity in the banking industry has had a tepid couple of years. Experts had forecast that deals would pick up again in 2024 as interest rates were expected to fall. However, with rate cuts now seeming less likely, unrealized losses on bond portfolios are continuing to serve as a headwind.

    In the deal announced Monday, Bank of Hope has to mark down loans by 15% and securities by 17%, although Balicka said that Territorial has strong credit quality. The large marks are due to high interest rates, Coffey said.

    Recently there have been some signs that M&A activity isn’t dead, such as Capital One Financial’s deal to buy Discover Financial Services and Wintrust Financial’s agreement to purchase Macatawa Bank Corp.

    In another sign of the M&A environment thawing, UMB Financial said Monday that it has agreed to pay $2 billion to acquire Heartland Financial USA,

    Kim said on the call Monday that the Territorial deal will help diversify Hope’s loan mix and grow its customer base. 

    “We believe that Territorial’s long legacy in the state of Hawaii has established a very good market presence,” Kim said. “And with our larger balance sheet and our broader array of banking products and services, I think we have really good market share expansion opportunities in Hawaii. And this will also become a very beneficial experience for the customers of Territorial.”

    Greenberg Traurig is legal adviser to Hope Bancorp, and D.A. Davidson’s investment banking firm is its financial adviser. Territorial is being advised by the investment banking firm of Keefe, Bruyette & Woods and the law firm Luse Gorman.

    Catherine Leffert

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  • Republic First fails; Fulton Bank acquires assets, branches

    Republic First fails; Fulton Bank acquires assets, branches

    Regulators took over Republic First on Friday with Fulton Bank acquiring substantially all of the bank’s assets and deposits. The sale will result in a $667 million loss for the Deposit Insurance Fund.

    Republic First Bank was shuttered by its state regulator and taken over by the Federal Deposit Insurance Corp. on Friday, ending the Philadelphia-based bank’s yearslong struggle to maintain adequate capital amid a bitter proxy war with investor groups.

    Fulton Bank in Lancaster, Pennsylvania, will assume substantially all of Republic First’s $6 billion of assets and $4 billion of deposits, according to a statement from the FDIC.

    Republic First’s 32 branches, which are spread across Pennsylvania, New Jersey and New York, will open for business on Monday morning — or Saturday morning for locations that normally operate on the weekend — as Fulton Bank branches, the agency announced. 

    Republic First’s parent company, Republic First Bancshares, has been dealing with internal strife since late 2021, when a group of activist investors sought to force a sale of the bank, citing concerns about decisions made by then-CEO Vernon Hill. 

    Problems for the bank compounded just six weeks later when a second investor group called for Hill’s ouster. The embattled executive eventually succumbed to the pressure — following the death of a key ally — and lost his chairmanship of the bank’s board in May 2022. Hill ultimately resigned from his post as CEO two months later.

    The bank attempted to raise $125 million in additional capital from investors last year — an effort that launched on the same day that Silicon Valley Bank failed — but the deal fell apart only months later.

    A subsequent capital infusion came together last fall amid reports that the FDIC was seeking a buyer for the troubled bank. But that capital raise also ultimately fell apart

    As is customary in a bank failure, the FDIC was appointed receiver for Republic First after its failure. The sale to Fulton Bank will result in a $667 million loss for the Deposit Insurance Fund.

    In its announcement, the agency said the sale to Fulton Bank would be the least costly outcome for the fund.

    Republic Bank’s demise is the first of this year. The last bank to fail was Citizens Bank in Sac City, Iowa, in November 2023.

    Kyle Campbell

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  • Insurance deal too rich for Trustmark to pass up, CEO says

    Insurance deal too rich for Trustmark to pass up, CEO says

    Trustmark, in Jackson, Mississippi, says the sale of its Fisher Brown Bottrell Insurance unit to the Marsh McLennan Agency for $345 million would more than offset a $160 million loss it’s taking to restructure its securities portfolio.

    Shelly Greer/JEEPhade – stock.adobe.com

    Echoing one of the most noteworthy trends of 2023, Trustmark Corp. in Jackson, Mississippi, announced it would sell its Fisher Brown Bottrell Insurance unit to the Marsh McLennan Agency for $345 million. 

    The cash will help the $18.4 billion-asset Trustmark restructure its securities portfolio, fuel organic growth and support potential merger-and-acquisition opportunities, Chief Financial Officer Thomas Owens said Wednesday on a conference call with analysts. 

    The deal price amounts to nearly six times Fisher Brown Bottrell’s 2023 revenue and 28 times earnings, according to Duane Dewey, Trustmark’s president and CEO. “The transaction multiples prove what we’ve known for some time, that we have a very valuable and well-regarded franchise,” Dewey said on the conference call.  

    “The positive implications of a sale for our shareholders and for the bank became compelling,” Dewey added. 

    Investors put their seal of approval on the news, bidding Trustmark shares up nearly 7% to $29.36 Wednesday. 

    In a separate transaction, Trustmark announced plans to sell $1.6 billion of available-for-sale securities yielding 1.7%. After taking a $160 million loss, Trustmark expects to utilize the proceeds of the securities sale to purchase $1.4 billion in securities with a yield closer to 5%. 

    But since the gain from selling the insurance unit is much larger than that loss, Trustmark’s overall capital levels will improve. “We’ll be taking the advantage of the opportunity to remix our securities portfolio to achieve a more consistent ladder of cash flows over time,” Owens said.

    Acquiring Fisher Brown Bottrell will give the Marsh McLennan Agency its first presence in Mississippi, Peter Krause, the firm’s Southeast CEO, noted in an email to American Banker. It also adds what Krause termed “a strong base of production talent.”  

    “We were impressed with the strong leadership of [Fisher Brown Bottrell] and the remarkable industry professionals who share a passion for not only their clients but also the communities in which they serve,” Krause wrote. “From the initial meeting, there was a natural and organic fit between our teams.”

    The deal with Trustmark, expected to close in the second quarter, is the Marsh McLennan agency’s third Southeast acquisition in recent months. It acquired two Louisiana-based agencies, Querbes and Nelson in Shreveport and  Louisiana Companies in Baton Rouge, last month. 

    In all three instances, Marsh McLennan sought to partner with “high-quality agencies that fit the evolving needs of our clients,” Krause wrote. In its 25 years of ownership, Trustmark grew Fisher Brown Bottrell from a single office in Jackson into a regional powerhouse with 2023 revenues nearing $60 million. 

    Banks selling insurance units for eye-popping multiples became something of a common occurrence in 2023, as at least nine institutions, including Eastern Bancshares in Boston, Truist Financial and the Houston-based Cadence Bank, announced sales. Trustmark’s move extends the trend into 2024, and it may still have legs as a number of banks still operate sizable agencies. 

    Trustmark reported first-quarter net income totaling $41.5 million Wednesday, down 17.5% year over year. Fee income provided nearly 30% of the company’s $192 million in first-quarter revenue. While that total will be reduced going forward as insurance is removed from the mix, Trustmark still possesses strong and growing wealth management and mortgage banking franchises, Dewey said.

    Fortified by capital from Fisher Brown Bottrell’s sale, Trustmark is projecting mid-single-digit loan and deposit growth in 2024.

    John Reosti

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  • Four hurdles for bank buyers to clear

    Four hurdles for bank buyers to clear

    Bank merger-and-acquisition activity is poised to bounce back in 2024 — or is it?

    After a two-year lull, during which deal volumes slowed to a crawl amid pervasive economic doubts, bankers and analysts entered 2024 with high expectations for a resurgence. They pointed to the ever-mounting need for scale and diversity in an era of fierce competition and escalating technology costs. They also noted the U.S. employment market’s enduring strength — it posted six-figure job gains every month last year and again in January and February — and said it had effectively countered the adverse impacts of a surge in interest rates. 

    Fears of credit quality deterioration had eased, and bank stocks, often the currency used to pay for acquisitions, had begun to recover from a rough 2023. 

    Conditions, the bullish M&A argument went, were ripe for the unleashing of pent-up demand. 

    “Everyone was worried about the economy, but it’s hard to see a big slowdown anywhere on the horizon right now, given the job growth,” said Mike Matousek, head trader at U.S. Global Investors. “I’m not saying there are no concerns, but nothing seems to be derailing this economy, and that does not bode well for more dealmaking.” 

    It would mark a stark reversal from the doldrums of the past two years. 

    Banks announced only 99 deals in 2023, according to data from S&P Global Market Intelligence. That was far below the 157 in 2022, which was hardly a banner year for M&A. It fell far short of the 202 transactions inked in 2021, when activity rebounded from the temporary pause imposed by the pandemic. The 112 total in 2020, when COVID-19 paralyzed vast swaths of the economy, was still higher than last year. 

    In the same span, the S&P data showed, the aggregate disclosed deal value plunged to $4.2 billion last year from nearly $9 billion in 2022 and $77 billion in 2021, when several large deals were announced. 

    Through the first two months of 2024, meanwhile, acquisitive banks announced 20 deals, putting the industry on pace for 120 transactions this year — more than last year yet hardly strong momentum. 

    Total U.S. M&A deal value across all sectors totaled $1.3 trillion in 2023, down nearly 50% from 2022 and the lowest level since 2010, according to KPMG. Carole Streicher, head of deal advisory and strategy for the firm, said 2023 “was a very weak year for M&A.” Deal talks were on the rise early in 2024, but ultimately, much depends on the interest rate environment, she added. 

    While the economy and the banking industry as a whole weathered a storm of interest expense spikes between 2022 and last year as the Federal Reserve sought to combat inflation, policymakers continue to delay a shift to lower rates. 

    They cited an inflation rate that, while far from its 2022 peak of 9.1%, continues to hover above 3%. That is more than a percentage point above the level that Fed officials say is healthy. 

    “We are waiting to become more confident that inflation is moving sustainably down to 2%,” Fed Chair Jerome Powell said before the Senate Banking Committee in March. “When we do get that confidence, and we’re not far from it, it will be appropriate to begin to dial back the level of restriction so that we don’t drive the economy into recession.” 

    Powell’s statement spurred fresh futures market bets on initial rate cuts in June or July. But Matousek noted that investors have awaited reductions for about a year. Powell’s outlook, he said, hardly cements a move to lower rates this summer. 

    “Predicting the Fed’s next step is a fool’s game,” Matousek said. “I don’t think there’s any assurance of rate cuts this summer, and if we do see that, the process could be long, slow and gradual. “Uncertainty tends to accompany that kind of process, and that can have side effects for things like M&A. So there are bullish and bearish factors at play for deals,” he added. 

    Against that mixed backdrop, here are four impediments that may prevent an M&A rebound. 

    Jim Dobbs

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  • Racist emails becoming focal point in redlining settlements

    Racist emails becoming focal point in redlining settlements

    The Justice Department has secured $122 million from a dozen banks and mortgage companies in redlining cases since Attorney General Merrick Garland announced the agency’s Combat Redlining Initiative in 2021.

    Haiyun Jiang/Bloomberg

    When the Justice Department alleged last year that American Bank of Oklahoma had engaged in redlining, emails containing racial slurs became a focal point of the allegations. One bank executive forwarded an email that proclaimed “Proud to be White!” and used the “N word” in its entirety and other racial slurs.

    In another separate redlining case against Trident Mortgage, the Justice Department described how loan officers, assistants and other employees received and distributed emails containing racial slurs and content that used racial tropes and terms. The communications sent on work emails included a photo showing a senior loan officer posing with colleagues in front of a Confederate flag, and pejorative content related to real estate and appraisals and content targeting people living in majority-minority neighborhoods. Trident, which is owned by Warren Buffet’s Berkshire Hathaway, settled the DOJ’s complaint in 2022 for $24 million.

    Since the Justice Department launched its Combatting Redlining Initiative in late 2021, racist emails have received more attention from both the DOJ and the Consumer Financial Protection Bureau in an effort to show racial bias has permeated a company’s culture.

    Discriminatory emails on their own have not been used to allege redlining. Rather they are combined with key lending statistics that show how lenders compare with their peers in making loans in minority communities and whether a lender has avoided locating branches or hiring loan officers in minority communities. All of that, taken together, is then used to show intentional discrimination.

    In some cases the emails help regulators differentiate among lenders that are not providing equal access to credit.

    Banks rarely push back against redlining claims and typically choose to settle such cases, often citing the cost and distraction of protracted litigation as the reasons for reaching an agreement with authorities. But some legal experts say that financial institutions have little control if a racist email is sent to an employee from outside a company. A distinction is being made when discriminatory emails are sent by a company’s employees, or are forwarded to others even without comment.

    “Holding a company accountable for an employee’s views or statements, even when those statements are inconsistent with the company’s values and culture, places a burden on that company to censor its employees to avoid the risk of being branded as a discriminatory lender,” said Andrea Mitchell, managing partner at Mitchell Sandler, who represented American Bank of Oklahoma.

    “There are limits on an employer’s ability to prevent staff from receiving racially insensitive emails or sharing personal views to exercise their right to freedom of expression,” she added.

    Still, legal experts are quick to point out that discrimination is against the law. Employees have no First Amendment rights to assert when using a company’s communication system.

    “If there are racist jokes or an employee saying they’re proud to be white, they’re not going to have much of a case on free speech grounds because no one is punishing the employee for saying it. They’re just using it as evidence to bolster claims of discriminatory intent,” said David E. Bernstein, a law professor at George Mason University School of Law.

    Lisa Rice, president and CEO of the National Fair Housing Alliance, recalled working at the Toledo Fair Housing Center nearly two decades ago and routinely sending requests for emails, text messages and audio and video recordings that included a list of specific racial slurs.

    “We’ve always been able to use public statements, verbal or written, as evidence in fair housing and fair lending cases,” said Rice. “You can request for emails to be turned over and those emails can be used as evidence and as evidence of discrimination. And they might even be used as evidence of discriminatory intent.”

    She added that regulators “may not have gone full throttle” in using emails in the past to bolster claims of intentional discrimination.

    To be clear, racist emails are found in a minority of redlining cases currently being brought by the DOJ.

    Though searching hundreds of thousands of emails or texts is a ponderous task, sophisticated tools, including those that utilize artificial intelligence, can make it much easier to root out racist terms. In some cases there may be just a handful of racist emails out of hundreds of thousands.

    “This is old-school redlining using new techniques,” said Ken Thomas, president of Community Development Fund Advisors and an expert on the Community Reinvestment Act, which requires that banks lend to low- and moderate-income communities. Among the LMI population, about 60% are minorities, he said.

    If there are racist jokes or an employee saying they’re proud to be white, they’re not going to have much of a case on free speech grounds because no one is punishing the employee for saying it. They’re just using it as evidence to bolster claims of discriminatory intent.

    David E. Bernstein, professor at George Mason University School of Law

    Thomas said regulators are searching for the digital-age equivalent of a smoking gun.

    “They are checking emails, Instagram and text messages, looking across the board at all communications, period,” said Thomas. “It’s more than a smoking gun. It’s a gun with fingerprints and blood stains on it.”

    Bernstein agreed, adding that the emails typically are used as supplementary evidence to get a bank or lender to agree to a settlement rather than have a case go to trial.

    “Some of the emails may actually signal a racially charged environment where you wouldn’t really trust the people not to be discriminatory and some may just be from a few adolescent-types sending silly or stupid jokes that they really shouldn’t be sending, but either way it’s not gonna look good to a jury or the public,” he said. “If it ever got to a jury, the government says, ‘Look, here are these five emails that show the racist environment people are working in.’ That’s a very effective tactic.”

    Since Attorney General Merrick Garland announced the Combat Redlining Initiative in 2021, the department has secured over $122 million from 12 banks and mortgage lenders to resolve redlining allegations. The Justice Department is working with its civil rights division and U.S. attorneys’ offices in coordination with the Office of the Comptroller of the Currency and the CFPB. Garland has said the DOJ has 25 redlining cases in its pipeline.

    Garland has spoken about how lenders are breaking the law by redlining and he has put a priority on cracking down on lenders to redress past wrongs. He also has highlighted how the gap in homeownership rates is wider today than in the 1960s. The homeownership rate for whites currently is 74% compared with 45% for Blacks, a 29-point gap, according to the U.S. Census Bureau. In 1960, the homeownership rate was 65% for whites and 38% for Blacks, a 27-point gap.

    The gap in homeownership is wider now than before the passage of the Fair Housing Act of 1968, which bans discrimination in home lending. That’s the law that the DOJ typically uses to bring discrimination cases against lenders. Additionally, the CFPB has jurisdiction over the Equal Credit Opportunity Act, which prohibits discrimination in any aspect of a credit transaction.

    “Redlining remains a persistent form of discrimination that harms minority communities,” Garland said at a news conference in 2021, when the DOJ first announced its redlining initiative.

    He also has stated that “redlining is a practice from a bygone era, runs contrary to the principles of equity and justice, and has no place in our economy today.”

    Rice said that the increase in redlining cases suggests that lenders need more training in compliance management and fair lending.

    “Every single year the federal regulatory agencies conduct fair lending training and HUD provides all kinds of training on best practices in fair housing to learn about what are the best practices and what you should and shouldn’t do,” she said.

    Still, some experts have voiced concerns that incendiary emails have become a centerpiece of some fair lending investigations.

    “Federal regulators have effectively investigated and pursued redlining claims for decades without the need for combing through emails and text messages that are entirely unrelated to lending and branching,” said Mitchell, the attorney for American Bank of Oklahoma.

    She also suggests banks push back against claims that are false and inflammatory or that harm a bank’s reputation.

    In the case of American Bank of Oklahoma, the Justice Department made a reference in a complaint filed with the courts to the 1921 Tulsa Race Massacre in which white rioters killed as many as 300 people, according to some accounts. The tragedy destroyed the city’s Black business district called the Greenwood District.

    The $313 million-asset bank in Collinsville, Oklahoma, vehemently objected to any link between the current redlining allegations against it and the massacre given that the bank was founded in 1998 — nearly 80 years after the massacre occurred. A magistrate judge sided with the bank, and struck the two paragraphs from the complaint that mentioned the massacre. The rest of the order remained intact.

    There also is a concern that the use of racist emails has the e ect of branding a company as racist even as settlement agreements require that lenders build relationships and extend credit in minority communities.

    In the case of American Bank of Oklahoma, its settlement requires it to lend $1 million in Black and Hispanic communities in Tulsa.

    “There’s obviously all sorts of unintended consequences,” said Bernstein, the law professor at George Mason University.

    “It’s an interesting paradox. We’re going to announce you’re racist and said now go lend to people who we just told shouldn’t trust you. They’re making it much harder for these companies to lend and get people to borrow from them, or to recruit members of minority groups on their staff,” he added.

    Kate Berry

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  • Federal Home Loan banks’ profits skyrocket from 2023 liquidity crisis

    Federal Home Loan banks’ profits skyrocket from 2023 liquidity crisis

    The March 2023 banking crisis will be remembered for three major bank failures, the demise of a fourth bank tied to cryptocurrency and more than $35.5 billion in losses to the Federal Deposit Insurance Corp. 

    Yet one entity that came under scrutiny for lending billions to failed banks last year also reaped billions in profits from the regional bank crisis, a dichotomy that has critics up in arms. 

    The Federal Home Loan Bank System earned $6.7 billion at year-end, a 111% jump from a year earlier. The system also paid out a record $3.4 billion in dividends to its members, more than double the $1.4 billion paid in 2022.

    Critics are pointing to the system’s combined operating highlights, released last month, to raise fresh concerns about whether the Home Loan banks are providing a public benefit that is commensurate with the profits paid to members. 

    “Numbers don’t lie,” said Sharon Cornelissen, director of housing for the Consumer Federation of America, who chairs the nonprofit Coalition for FHLB Reform, a group of academics, housing advocates, regulators and Home Loan bank alumni seeking to reform the 91-year-old system. “The numbers show that the Home Loan banks continue to prioritize the profitability of their members over their mission of promoting affordable housing.”

    Each of the 11 regional Home Loan banks is required by statute to give 10% of earnings to affordable housing, an assessment that comes to $752 million for 2024. The banks expect to contribute roughly $1 billion toward its Affordable Housing Program and voluntary programs in 2024, a spokesman said. The amount paid to affordable housing rises and falls based on the system’s profitability.

    “Dividends are reflective not only of the extent to which members rely on the liquidity we provide, which expands and contracts based on member needs; they represent a return on investment that our members pour back into housing finance and other financial services for their local communities,” Ryan Donovan, president and CEO of the Council of Federal Home Loan Banks, said in a statement.

    The collapses of Silicon Valley Bank, Signature Bank, First Republic Bank and Silvergate Bank called into question the dual role of the Home Loan banks in providing liquidity to their members while also supporting housing. The Federal Housing Finance Agency, the system’s regulator, was already conducting a 100-year review of the system when the deposit run on Silicon Valley Bank sparked a liquidity crisis that spread last March across the entire banking system.

    Many experts are waiting for the FHFA to make its next move toward reforms by releasing an expected rule that would define the system’s mission, which has become the subject of much debate. 

    In November, the FHFA released a report with 50 recommendations for reform. FHFA Director Sandra Thompson has said that maintaining the status quo “is not acceptable.”

    Dividends have received renewed focus after the Yale School of Management’s Program on Financial Stability released a report in January that recommended redirecting the system’s dividends toward housing and away from what its researchers called “subsidized borrowing” for banks. 

    Steven Kelly, an associate director of research at Yale’s Program on Financial Stability, said the Home Loan banks’ dividend practices should be better aligned with the system’s housing goals. 

    The Home Loan banks have a unique structure of both membership and activity-based stock. Members are required to hold nominal amounts of stock but when a bank member taps the system for advances, the loan is used to purchase additional stock, typically 4% to 5% of the loan amount. 

    “The dividends reward process would be an easy prong to refocus on affordable housing,” Kelly said. 

    In the past year, the Federal Home Loan Bank of New York raised its dividend to 9.75%, the highest among the 11 banks, followed by Federal Home Loan Bank of Topeka at 9.5%. The Topeka bank garnered attention recently after lending $21 million to Heartland Tri-State Bank, in Elkhart, Kansas, whose former CEO Shan Hanes was indicted for allegedly embezzling funds last year to buy cryptocurrency. Heartland, which failed in July 2023, provides yet another example of troubled banks tapping the system prior to collapsing.

    “Most [Home Loan banks] pay a much higher dividend on activity stock because they want to encourage members to borrow more,” said Peter Knight, a former director of government relations for nearly 20 years at the Federal Home Loan Bank of Pittsburgh, who is also a member of the Coalition for FHLB Reform. 

    There is little public data on the interest rates the Home Loan banks charge and whether the rates on advances are comparable to — or cheaper than — borrowing from the Federal Reserve’s discount window, which has become an issue in the larger debate about reforming the system. 

    Knight noted that in February, the Federal Home Loan Bank of Chicago touted its higher dividends for helping its members lower their borrowing costs.  

    “The net benefit of the higher dividend received on Class B1 activity stock has the effect of lowering your borrowing costs from us,” the Chicago bank said in a press release. “This benefit is estimated to be a 14.9 bps interest rate reduction.”

    The Home Loan banks are a government-sponsored enterprise whose debt receives an implicit government guarantee. Some critics say that more of the system’s profits should go toward its housing mission because the banks receive cheap funding from the implied guarantee that the government would step in in the event of a default. 

    “The FHLBs are getting this advantage by being able to issue debt that is treated as government debt, and then go out and do risky things with it,” said Kelly. “To transform something that’s risky, namely lending to banks on the asset side, into something that’s risk-free, namely government-backed liabilities on the liability side, is a significant advantage.”

    The system says that any effort to change dividends would have an impact on the ability of community banks to tap the system’s low-cost funding to make payroll, smooth out earnings and stay in business. 

    “Without these dividends — which is the only return on the capital paid in by our members — many local community lenders would not be able to provide mortgages and small-business loans in thousands of communities across the country,” Donovan said.

    Kate Berry

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  • Why the torrid pace of branch closings has cooled

    Why the torrid pace of branch closings has cooled

    Enjoy complimentary access to top ideas and insights — selected by our editors.

    JPMorgan Chase
    JPMorgan Chase, the nation’s largest bank, said it would add more than 500 branches by 2027.

    Michael Nagle/Bloomberg

    An uninterrupted march toward fewer branches has permeated the banking industry since 2010. 

    But, while the movement accelerated early this decade, the pace of closures eased in 2023. That could further slow this year as prominent banks look to fortify their branch networks in growth markets.

    It would mark a substantial change if realized. In 2009, the last year that physical locations increased, there were nearly 100,000 branches across the U.S. There are fewer than 80,000 today, according to S&P Global Market Intelligence data.

    Analysts say banks are investing more in their online platforms, where customers prefer to handle increasingly more of their banking transactions. As a result, fewer branches are needed, and banks overall are continuously trimming their physical footprints in response, pushing some of the savings to their bottom lines and reinvesting the rest in evolving technology.

    “The long-term trend of shrinking branch numbers will continue as banks embrace technology and mobile banking,” Jacob Thompson, managing director at Samco Capital Markets, said in a recent interview.

    There were about 77,500 bank branches in the U.S. at the close of 2023, according to updated estimates from S&P Global. The trend was hastened by the social distancing measures enacted to combat coronavirus outbreaks in 2020 and 2021. Such measures brought branch traffic to a standstill and drove increased adoption of digital products and services.

    Taking into account openings and closings, U.S. banks shuttered a net 2,928 branches in 2021, the most on record, according to S&P Global. That also marked an increase in closings of nearly 40% from 2020, the previous record year, the firm’s data shows.

    A long-running merger-and-acquisition movement across the industry has also played a role, Thompson said. Banks often pursue acquisitions of competitors to cut expenses on overlapping staff, services and facilities. The savings support profits. In recent years, closing branches has often proven integral to deal-related cost-cutting.

    National and regional banks have led the branch downsizing charge, mostly because they have the largest networks and therefore the most cutting to do. However, banks of all sizes are shifting investments away from physical locations and toward digital platforms.

    However, bank M&A slowed in both 2022 and 2023 amid higher regulatory scrutiny and broad uncertainty imposed by interest rates that surged over the past two years. There were only 98 M&A bank deals inked in 2023, according to updated data from S&P Global. That was far below the 161 in the prior year and less than half the 202 transactions announced in 2021.  

    Additionally, early in his current administration, President Joe Biden called for increased enforcement of the Community Reinvestment Act, and regulators are asking more questions about planned branch closures, working to ensure that residents of low- and moderate-income communities are not left without convenient access to physical banks — a hallmark of the CRA.

    The result: A net 1,409 bank branches closed in 2023, compared with 1,854 in 2022, according to the S&P Global data. Both years were down notably from the all-time high in 2021.

    What’s more, most bankers say that even their most tech-savvy customers want physical bank offices where they can seek financial advice, open new accounts or manage major transactions such as getting a significant loan.

    Banks also say branches in high-traffic areas function as vital billboards. In neighborhoods with booming populations or fast-growing economies, banks do still carefully open some new branches, even as they close others elsewhere. That includes some big banks that are opening more new branches this year after years of scaling back. 

    PNC Financial Services Group is a case in point. After downsizing its retail network in recent years, the $562 billion-asset company said in February it would renovate more than 1,200 existing offices and open more than 100 new ones in a bid to expand in high-growth cities. Key markets include Dallas, Houston, San Antonio, Miami and Denver.

    PNC said it would invest about $1 billion in the effort, with the new branches getting built between 2024 and 2028. The bank currently operates approximately 2,300 branches.

    While fewer are needed than in past eras, “branches will always have an important role,” PNC President Michael Lyons said in a February interview.

    Additionally, the $3.9 trillion-asset JPMorgan Chase in New York, the nation’s largest bank, said its retail business is in the midst of adding more than 500 branches by 2027.

    “In 2023, we built 166 new branches, and we’re planning about a similar number this year,” JPMorgan CFO Jeremy Barnum said on the company’s fourth-quarter earnings call in January. The company started 2024 with about 4,900 branches.

    Still, analysts say banks are bound to continue shifting resources toward their online platforms. This will further diminish the need for large branch networks. It may also enable institutions to further downsize their physical footprints and reinvest the savings in digital services — though perhaps not at the record pace of recent years.

    Terry McEvoy, an analyst at Stephens, said in an interview that PNC, for example, had certainly shone a new spotlight on branches. But even as the regional bank builds new ones in major cities, it may continue to close some in others.

    “It is a shift in strategy, though a very targeted shift to focus on growth markets,” McEvoy said.

    Jim Dobbs

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  • California AG warns smaller banks, credit unions on penalty fees

    California AG warns smaller banks, credit unions on penalty fees

    “The consumer typically would not know if the check originator had sufficient funds in their bank account, whether the account was closed, or whether the signature on the check is valid,” wrote California Attorney General Rob Bonta.

    David Paul Morris/Bloomberg

    California Attorney General Rob Bonta is warning smaller banks and credit unions about the consequences of hitting consumers with certain penalty fees, arguing that the charges likely violate both state and federal law.

    Bonta, a Democrat, highlighted two specific kinds of fees in a letter to California-chartered banks and credit unions that have less than $10 billion of assets. The Consumer Financial Protection Bureau lacks supervisory authority for financial institutions whose total assets fall below the $10 billion threshold.

    First, the AG warned the banks and credit unions about charging overdraft fees that aren’t reasonably foreseeable. Such fees sometimes get assessed when an account shows a positive balance at the time the transaction is authorized, but a negative balance at the time of settlement.

    “The complexity of how payments are processed, authorized, and settled by financial institutions make it difficult for the average consumer to make an informed decision on whether to use overdraft protection and incur an overdraft fee for any particular transaction,” Bonta wrote in the letter, which was sent this week.

    Bonta also focused on fees that get charged to customers who deposit checks that are later returned because they can’t be processed against the account of the person who wrote them. Customers often deposit checks without the knowledge that they’re bad.

    “The consumer typically would not know if the check originator had sufficient funds in their bank account, whether the account was closed, or whether the signature on the check is valid,” Bonta wrote.

    The letter was sent to 197 state-chartered banks and credit unions, according to the California attorney general’s office.

    Diana Dykstra, president and CEO of the California Credit Union League, said the group is carefully reviewing the message being sent by Bonta’s office.

    “Credit unions have long been dedicated to serving their members diligently, fostering trust through personalized financial services,” Dykstra said in an email. “We are committed to spotlighting the credit union difference with state legislators in Sacramento on the topic of overdraft protection.”

    A spokesperson for the California Bankers Association did not respond Friday to requests for comment.

    The focus by California officials on penalty fees charged by small banks and credit unions dovetails with the Biden administration’s effort to crack down on similar practices at big banks.

    A proposed CFPB overdraft fee rule, which would establish a maximum charge of $14, would only apply to financial institutions with more than $10 billion of assets.

    Bonta wrote in his letter that charging the two kinds of fees he highlighted likely violates both California’s Unfair Competition Law and the federal Consumer Financial Protection Act. Federal banking regulators have previously taken similar stances on the two fees’ legality under federal law.

    Credit unions long avoided the same degree of scrutiny that big banks have gotten in connection with their overdraft fee practices. But earlier this month, National Credit Union Administration Chairman Todd Harper said that his agency will soon require credit unions with more than $1 billion of assets to report data on the controversial fees, similar to an existing disclosure requirement for larger banks.

    Such disclosures about overdraft fees are already required in California by both state-chartered banks and credit unions, thanks to a state law enacted two years ago.

    Data from 2022 was published in a report last year by the California Department of Financial Protection and Innovation. It showed that California-chartered credit unions were more likely than their counterparts in the banking industry to rely on overdraft fees as a substantial revenue source.

    In 2022, no California-chartered banks got more than 6.1% of their total income from overdraft fees and nonsufficient funds fees, according to the report. By contrast, 25 state-chartered credit unions got more than 6.1% of their total income from overdraft fees and NSF fees.

    NSF fees may be charged when a financial institution denies a transaction because the customer’s account lacks sufficient funds.

    Kevin Wack

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  • Why community bank stocks could rally in 2024

    Why community bank stocks could rally in 2024

    Traders work on the floor of the New York Stock Exchange. Bank stocks rallied late in 2023, and analysts see the potential for further gains this year.

    Michael Nagle/Bloomberg

    The prospect of falling interest rates — which would lower community banks’ funding costs and the price of credit — bodes well for loan demand in the year ahead. Such improvements in the operating environment could pave the way for stronger earnings and, by extension, further rallies for bank stocks early in the new year.

    “Rate cuts are definitely a possibility in ’24,” said Robert Bolton, president of Iron Bay Capital, which invests in community banks. “And that would create some clarity for banks’ funding and for the economy in general.”

    The S&P U.S. BMI Banks index, which is made up largely of smaller companies, closed out December down 5% on the year after tumbling more than 25% in the spring amid multiple regional bank failures.

    The collapses ignited worries about surging deposit costs — following several Federal Reserve rate hikes in 2022 and 2023 to prevent runaway inflation — and ratcheted up funding competition as well as expenses across the industry. Those developments hammered stocks.

    However, after the Fed paused its rate campaign last summer and U.S. inflation dropped to nearly a third of its 2022 peak, policymakers began to signal that rate cuts were on the horizon, perhaps as soon as the spring of 2024. The BMI Banks index rallied in the fourth quarter in response, gaining more than 20% over the final three months of last year.

    The index opened 2024 trading on Tuesday by advancing another 1%.

    To be sure, banks’ reports due out this month on fourth-quarter results could include discouraging news — analysts anticipate deposit costs to stay high until rates actually tick lower,  further tightening net interest margins in the short run.

    An S&P Global Market Intelligence analysis of publicly traded banks with under $10 billion of assets found two-thirds posted year-over-year declines in third-quarter earnings per share. Overall, community lenders’ median cost of deposits jumped to 1.44% in the third quarter, up from 0.33% a year earlier. The median NIM among these companies declined 4 basis points in the third quarter to 3.37%.

    Analysts also are braced for an increase in loan-loss provisions and other credit costs given pockets of vulnerability such as heavily leveraged consumers and vacant office properties in the wake of the pandemic and remote-work trends.

    Still, credit quality overall remains historically strong on the whole moving into 2024 and community banks, on average, were profitable in 2023. A boost to profitability this year would generate more earnings-generated capital and bolster banks’ ability to pursue acquisitions, increase dividends or buy back more of their own stock, Bolton said.

    “These are all levers that could create catalysts for bank stocks,” he said.

    Analysts at D.A. Davidson said in an outlook report that banks with strong or improving capital as well as stable credit quality are poised to outperform.

    “While 2023 was a tumultuous year for banks, we think the group is broadly on firm footing entering 2024,” the analysts said.

    Importantly, the Davidson analysts said, moderately lower interest rates could pull price-sensitive borrowers off the sidelines and strengthen loan demand. Yet rates would remain high enough to increase some banks’ overall interest income, given that yields on new loans could eclipse those on years-old credits that mature in the year ahead.

    “We anticipate quarterly revenue trends to be positive, as funding costs stabilize and asset yields reprice higher, even with the possibility of a Fed easing cycle,” they wrote.

    What’s more, a dormant residential mortgage market may also regain some vitality. Mortgage rates have already begun to fall, with the average on a 30-year home loan declining from around 8% last fall to 6.6% in the final week of 2023, according to Freddie Mac.

    Declining rates in concert with enduring economic strength and a vigorous job market — the economy expanded in 2023 on monthly job gains throughout the year, despite inflation and lofty rates — would propel homebuying and further support the broader economy.

    “Rates continue to trend down,” said Sam Khater, Freddie Mac’s chief economist. “Heading into the new year, the economy remains on firm ground with solid growth, a tight labor market, decelerating inflation, and a nascent rebound in the housing market.”

    Jim Dobbs

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  • With bank-owned insurance agencies, not everyone is sold

    With bank-owned insurance agencies, not everyone is sold

    In the late 1990s, the Supreme Court’s decision in Barnett Bank of Marion County, N.A. v. Nelson, and congressional passage of the Gramm-Leach-Bliley Act, tore down restrictions that had blocked banks from selling insurance products. Over the next decade, hundreds of community banks entered the space, spending billions of dollars to acquire agencies. 

    A quarter century later, traffic appears to be moving the opposite direction. In a number of high-profile deals, banks have divested  insurance assets for eye-catching valuations. The trend continued in December as the $1.4 billion-asset CB Financial sold its insurance subsidiary to World Insurance Associates for $30.5 million — or 26 times the unit’s trailing 12 months earnings. CB’s sale followed the agreement by the $2.2 billion-asset Evans Bancorp  to sell its agency to Arthur J. Gallagher & Co. for $40 million. 

    Through October, seven banks agreed to sell agencies, compared with five deals with banks as acquirers. It was the first time in nearly a decade where such sales exceeded acquisitions, according to S&P.

    Banks are “acutely aware” of the  prices agencies are currently commanding, Hovde Analyst David Bishop wrote in a recent research note. Still, many institutions appear to be standing pat, content with the steady income stream insurance generates for them. 

    Here are profiles of some prominent community banks involved in insurance:

    John Reosti

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  • Michael Shriner named CEO of New Jersey's BCB Community Bancorp

    Michael Shriner named CEO of New Jersey's BCB Community Bancorp

    BCB was started on the belief that Bayonne, a city of about 70,000 people that is sandwiched between Newark, Staten Island and Brooklyn, was underserved by community banks, according to the company.

    Ramin Talaie/Bloomberg

    Community banking veteran Michael Shriner is taking the leadership reins at BCB Bancorp following the retirement of the New Jersey bank’s longtime CEO.

    Shriner will become president and CEO of the Bayonne, New Jersey-based firm and its BCB Community Bank subsidiary at the start of next year, the company said Thursday in a press release.

    From 2012 to 2020, Shriner served as president and CEO of New Jersey-based MSB Financial and its Millington Bank subsidiary. In July 2020, Kearny Financial in Fairfield, New Jersey, acquired MSB Financial in a deal originally valued at $94 million.

    “Michael has an established record of building a high-performance banking culture and results-driven profitability management,” Mark Hogan, chairman of BCB’s board of directors, said in the press release.

    Shriner will succeed Thomas Coughlin, who has served as BCB’s CEO since 2014. Back in 2000, Coughlin founded the bank, originally known as Bayonne Community Bank, with the support of local investors.

    BCB was started on the belief that Bayonne, a city of about 70,000 people that is sandwiched between Newark, Staten Island and Brooklyn, was underserved by community banks, according to the company.

    Coughlin, who received $1.6 million in total compensation last year, will continue to serve on BCB’s board of directors.

    “It is an honor to have served BCB for almost 23 years,” Coughlin said in the press release. “Throughout my career, I have been fortunate to work with an outstanding group of banking professionals, and I am extremely proud of what we have accomplished together.”

    BCB, which reported $3.8 billion of assets at the end of the third quarter, operates 28 branches in New Jersey and New York. The bank acquired in-state rival Allegiance Community Bank in 2011 and Edison, New Jersey-based IA Bancorp in 2018.

    Shriner entered banking in 1987, and he served in various leadership positions at Millington Bank before moving into the top job in 2012. During his tenure as CEO, Millington Bank converted from a thrift holding company to a fully public institution through a second step conversion.

    Jordan Stutts

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  • Troubled CRE loan delays merger plans for Arizona banks

    Troubled CRE loan delays merger plans for Arizona banks

    Despite a credit-quality issue vexing Bancorp 34, its $28 million merger with another Arizona banking company — CBOA Financial — is on track for completion in the first quarter, Bancorp 34 CEO Jim Crotty says.

    Adobe Stock

    A deteriorating commercial real estate credit has forced Bancorp 34 in Scottsdale, Arizona, to restate third-quarter earnings and extend the deadline of its pending merger with CBOA Financial. 

    The $28 million, all-stock deal between Bank 34 and CBOA — the Tucson, Arizona-based holding company for the $411.3 million-asset Commerce Bank of Arizona — was announced April 27 and had to be completed within a year. Both companies agreed Friday to extend the completion deadline two months to June 28, according to a news release issued Friday by the $581 million-asset Bank 34.

    The companies agreed further to adjust the exchange ratio upward, according to the release. Originally, CBOA investors were to receive 0.24 shares of Bank 34 stock for each of their shares. Under the new ratio, they would receive 0.2628 shares. 

    Attempts to reach officials at both companies Tuesday were unsuccessful. 

    Credit-quality matters notwithstanding, the deal is on track for completion in the first quarter, Bancorp 34 CEO Jim Crotty said in the release. “While we had to address a single isolated credit with a specific reserve in the third quarter, significant progress has been made towards completing the merger,” Crotty said. 

    Bancorp 34 restated third-quarter earnings to reserve an additional $2.28 million for a single CRE credit it had previously placed on nonaccrual status. As management worked to service the problem credit, it determined deterioration had been present on Sept. 30 and opted to revise its financial statements. The modest $3,000 profit Bancorp 34 previously reported for the third quarter flipped to a $2.275 million loss. Similarly, the $550,000 profit reported for the first nine months of 2023 changed to a loss of $1.73 million.

    Bancorp 34 said previously its results included merger expenses of $1.3 million through Sept. 30. 

    CBOA earned $2.5 million through the first nine months of 2023, according to the Federal Deposit Insurance Corp. 

    Bancorp 34’s difficulties come as banks around the country have dramatically scaled back commercial real estate originations in the wake of rising delinquencies. According to a report issued earlier this month by Trepp, third-quarter CRE originations by banks totaled $2.5 billion, down 46% on a linked-quarter basis and nearly 70% year over year. A recent academic paper, moreover, concluded nearly half of banks’ office loans — one of the five CRE property types Trepp tracks — appear to be underwater, with loan balances in excess of an individual property’s value. 

    Bancorp 34 did not provide any details in Friday’s press release about the type of CRE property tied to the problem loan.

    Bank 34 joins a number of institutions that have announced delays to planned mergers.

    On Wednesday, the $14.1 billion-asset Provident Financial Services in Iselin, New Jersey, and the $11.2 billion-asset Lakeland Bancorp in Oak Ridge, New Jersey, extended the deadline to close their $1.3 billion, all-stock deal to March 31. Announced in Sept. 2022, it was initially scheduled for a second-quarter 2023 close. Two weeks earlier, the outside closing date for the $22.5 billion-asset, Seattle-based WaFd’s $654 million acquisition of the $8.1 billion-asset Luther Burbank Corp. in Santa Rosa, California, was extended through February. None of the companies involved in either merger provided a reason for the delays.

    John Reosti

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  • Why the community bank stock rally stalled

    Why the community bank stock rally stalled

    Traders work on the floor of the New York Stock Exchange. Community bank stocks rallied at points in November, but they remain down for the year.

    Michael Nagle/Bloomberg

    Signs that interest rates may level off into 2024 — and ease pressure on both deposit costs and net interest margins — provided substantial boosts for community bank stocks at times in November. But the gains proved short-lived, and lenders’ shares finished the month where they’ve spent most of the year:depressed relative to the start of 2023 and compared to the market overall.

    The S&P U.S. BMI Banks index, composed largely of community lenders, closed Thursday, the final trading day of November, down 6% from the beginning of the year. The S&P 500, in contrast, was up 19%. 

    On the bullish front, the S&P U.S. BMI Banks index posted its biggest gain of the year by far in the week that ended Nov. 3. The index recorded a 9.4% gain. During that week, Federal Reserve policymakers announced they would leave their benchmark interest rate unchanged. After hiking rates 11 times since March 2022 to cool inflation, the Fed has paused on that front for several months now.

    The small bank index jumped another 6.9% for the week ended Nov. 17. During that stretch, the Labor Department reported that the U.S. inflation rate slowed to 3.2% in October. That was down substantially from its peak of 9.1% in June 2022. This indicated that the Fed’s aggressive rate actions had largely worked. Futures markets started to price in an end to the Fed’s campaign and even the potential for rate cuts next year.

    “More and more people are beating the rate-cut drum, maybe even a cut as soon as March,” said Robert Bolton, president of bank investor Iron Bay Capital. “That’s good news for community banks.”

    The response from investors on interest rate and inflation news signaled bullish undercurrents are simmering — for community banks and favorably priced small-cap stocks broadly.

    “We have seen a notable shift in underlying conditions — investors are sitting on record cash levels in money market funds, indexes are steadily outperforming, and strong institutional conviction is boding well for markets,” said Jeffrey O’Connor, head of market structure at Liquidnet, a trading and liquidity network.

    “As thoughts of rate pressure subsides, the forward thinking prospects for small caps have improved while valuations are enticing, attracting investors searching for opportunities to put to work capital before year-end,” he added.

    Lower rates could lead to lower deposit costs and stronger bank earnings in coming quarters after softer results for the third quarter. With rates elevated, banks have had to pay more in interest to depositors. This, by extension, has cut into NIMs — the profitability margin between the amount banks pay for deposits and earn in interest on the loans they make. Interest income is key for community banks, in particular, because they mostly rely on bread-and-butter lending activity, unlike more diverse megabanks that draw income from an array of business lines.

    “We do think NIMs bottom” out by the first quarter of 2024, Piper Sandler analyst Stephen Scouten said.

    And yet, despite the positives, confidence levels in small bank stocks remain lukewarm. Where’s the rub? “We expect that investors will need to be able to ring-fence the credit cycle before the group can move consistently higher,” Scouten added.

    Analysts are focusing on threats embedded in commercial real estate, given many small banks’ dependence on such lending. In particular, the beleaguered office sector remains a source of concern. As lease agreements expire, more companies are expected to further scale back on office space, due to remote work trends and high costs in major cities. This could leave landlords grappling with falling revenue; many could struggle to service their debts.

    The third-quarter CRE loan delinquency rate across the U.S. banking sector increased 21 basis points from the prior quarter to 1.03%, according to S&P Global Market Intelligence. That was the biggest sequential increase in at least five years and drove the delinquency rate above its early-pandemic high of 1.02% in the fourth quarter of 2020, the firm said.

    There are other soft spots, including areas of consumer credit such as auto loans. The delinquency ratio for car and truck loans reached 2.95% in the third quarter, marking an increase of 20 basis points from the prior quarter and a jump of 56 basis points from a year earlier, the S&P Global data show.

    But the potential for an improving rate environment could lay a foundation for sturdy credit quality and increased investor interest by early next year, Bolton said. He said that banks have robust reserves set aside to cover historically average loan losses, and many also have stout levels of excess capital that puts them in position to increase dividends, boot share buybacks and pursue acquisitions.

    “We’ve got a lot of upside,” Bolton said of community bank stocks.

    Investors generally are eager to put money to work in stocks, O’Connor said.

    “The tug of war of narratives between the bulls and bears that has persisted for much of 2023 looks better for the bulls heading into the final month of the year, particularly on the inflation and rates front,” he said.

    Jim Dobbs

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