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  • Global Startup Podcast: Toronto | Bank Automation News

    Global Startup Podcast: Toronto | Bank Automation News

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    When considering credit underwriting for small- and medium-sized businesses, satellite heat mapping and detailed traffic patterns may not be the first data points that come to mind. 

    Yet these are precisely the sources of information Toronto-based startup Uplinq draws on to help extend credit to SMBs not served by traditional scoring models, co-founder Ron Benegbi tells Bank Automation News during today’s edition of the Global Startup Cities Podcast from “The Buzz.”   

    Uplinq, founded in 2021, allows [lenders] to evaluate the entire ecosystem of the business itself, and look at all that information in context,” Benegbi said, explaining that the company uses environmental, community and market information data in conjunction with a borrower’s credit score and financials. 

    The Canadian fintech has already partnered with some of the world’s largest financial institutions, including JPMorgan Chase and Citigroup, according to its website, and is active in Latin America and Africa and planning an expansion in Asia soon, Benegbi said. 

    Listen as Benegbi discusses how his experience as an immigrant in Toronto inspired his business, what alternative data can do for SMBs and the collaborative ethos shared by Canadian founders. 

    The following is a transcript generated by AI technology that has been lightly edited but still contains errors.

    Victor Swezey 0:02
    Hello, and welcome to a special edition of the buzz, a bank automation news podcast. Today is August 2 2023. My name is Victor Swezey. And I’m the editorial intern at Bank Automation News. Today is the last episode of our global startup cities series, where we have taken you to some of the most innovative tech hubs around the world to give you a look at these startup cultures and the markets they serve. Along the way, we’ve talked to FinTech founders, from the cities about the products they’re bringing to market. On this final episode, we’re bringing you back to Toronto to get a look inside Canada’s startup capital just over the border. We’ll be talking about the immigrant experience in Toronto, the collaborative ethos shared by Canadian founders, and some of the resources that have grown in the city to support them. Joining me today is the co founder of uplinq a startup using AI and alternative datasets to help financial institutions lend to small and medium sized businesses. Please welcome Ron Benegbi.Ron Benegbi 1:12
    Yeah, sure, a so first of all, Victor, thanks so much for having me excited to be here. Like you said, I’m founder and CEO of uplinq in a sentence, we are a credit decisioning support technology for small business lenders. So in English, what that means is we provide institutions that lend money to small business, a lot of data and a lot of insight to help support their evaluation process and their credit adjudication process. And ultimately, though, the decision is still stays with the, with the lender, but we we support them. So a little bit about me. I’m Cyril founder, fifth startup, by the way, I’ve been told it’s my last startup, so very excited about that. But really, more importantly, as I’m an immigrant, and my family migrated to Canada in the early 70s, we were poor. We had no money. My dad was baking bread at night, to put food on the table for our family. And he went to a bank in 1973. And I know I’m dating myself a little bit, because I look exceptionally young. I was around in 73. And he asked the banker for a small business loan. And the banker told them Look, Mr. Bernanke, you really don’t qualify for how the bank lends to small business. However, I believe in people. And here’s $5,000. And my dad was able to take $5,000.19 73 start a small business, which turned into a medium sized business over time. And that really became the springboard the backbone for our family’s lives and in a new country. And I, I share that because that that really correlates directly to your question. I’ve grown up in a small business family, my successes, and my failures have come as a small business owner. So it uplink, our mission is to work with lenders and through the use of data to the use of science. And some pretty sophisticated techniques, provide them the information they need to help them extend additional working capital into the hands of small business. So in other words, say yes, when they were initially going to say no. So it is a very personal and meaningful story for me, Victor, I mean, small businesses always been underserved in financial services, no one would argue that, but if you look at the impact that COVID had on small business owners all over the world. And now if you look at the impact that, you know, the economy’s having, and we’re in this sort of uncertain times, whether some days we’re in a recession, other days, we’re not access to fair and ethical credit, has never been more difficult for a small business owner to obtain. So if we can just help turn a few nose into yeses, we would really be serving our purposes.Victor Swezey 4:19
    Let’s dive in maybe on a on a technical level, a little more into how uplinks credit decisioning process actually works, we’d love to hear more about what kind of alternative data sources you use, maybe some of your most unique types of categories of data that you pull from, and you know, any use cases and ways that AI and machine learning might be involved in your credit decisioning process. I think our listeners would be really interested in that as well.Ron Benegbi 4:43
    In terms of alternative data. Here’s how I would I would I would talk about this, you know for years and going back to when my dad was applying for a loan lenders would evaluate a small business the same way. Give me your For financial records, let me pull some type of credit score on you. And then from that I’ll make a credit decision. Well, that’s a very antiquated way of thinking about credit, especially in today’s day and age where the profile or the DNA of the small business owner has changed significantly over the last few years. So, you know, a lot of new small businesses have cropped up, a lot of these small businesses are sort of, you know, sort of in the gig economy, so to speak, they don’t have established financials or credit reports, and ultimately, they’re gonna, they’re set up for failure. So when we talk about alternative data, what we present to a lender is, we allow them to evaluate the entire ecosystem of the business itself. And look at all that information in context, meaning environmental data, community data, market information, data, all of these different types of data sources, in combination with traditional financials and credit scores. I’m not, you know, I’m not trying to downgrade or poopoo credit scores. But if you look at them in concert with all of these other macro and micro economic types of data sources, then you as a lender have a much better perspective on the true health of the business. So, you know, you ask the question, well, like so what are you talking about? Well, it can be things like cell phone data, it can be traffic information, it could be information from governmental sources, like, you know, the US Bureau of Labor, or the Census Bureau or Department of Housing or Department of Commerce and an on and on and on. I mean, in some cases, we actually use data that we acquire from a NASA feed of looking at satellite imageries sure, because there are all kinds of small business operators out there, it’s not just tech. So it’s, what we do is we tap into all of these sources, but we don’t just dump it on a lender, because at the end of the day lender won’t know what to do with it. We crystallize it for them, we leverage the years of experience and insights that we’ve garnered from the programs our customers have utilized over that time. And ultimately, we make a recommendation and we provide it the recommendation in a very, very detailed manner as to why we think this is a good or a bad loan. And ultimately, though that decision does stay stay with the lender. So that’s a little bit about what we’re doing and how we do it. I hope I answered your few questions. But if I missed one, just fired over? No,

    Victor Swezey 8:05
    absolutely. I really appreciate that. And, you know, you really piqued my interest with some with the traffic data and the NASA Data. Can you tell me a little bit more specific use case for how that might be relevant in?

    Ron Benegbi 8:19
    Yeah, I mean, if you if you Well, if you look at traffic data, so let’s say you’re a restaurant. Well, that’s really, really important. If we can get information about traffic flow and patterns in your specific neighborhood. That’s a really important piece of information to determine what, you know, potential future performance could look like beyond just again, traditional financials and Bureau scores. If you look at like things like I use satellite imagery, people love that. So I’ll give you a use case. So let’s say you’re a manufacturer, and you’re applying for a loan with a bank. And you’re telling the bank, listen, we run seven days a week, we’re running night shifts, because this is where we’re manufacturing this widget, whatever the widget is, well, if we have access to satellite imagery, that can then capture sort of heat patterns and heat signals over your location. And we noticed that on the weekend, it’s like there’s nothing there. But during the week, at during these hours, we’re getting different types of readings. Well, we know that they’re fibbing or they’re stretching the truth a little bit. So those are the kinds of things that the system can look at and intelligently and this is where, you know, leveraging different AI techniques helps us develop models that ultimately attenuate directly to the lender, but also specifically to the applicant itself. And that’s something that is a true point of differentiation for us against others.

    Victor Swezey 9:58
    And tell me about Some of the banks that you that you partner with who are some of the lenders that you use your data to advise,

    Ron Benegbi 10:06
    right now where we are with our business is we are in heavy proof of concept mode, with a number of banks all over the world. And we typically take that approach first, because it’s a pretty big deal when you’re going to a lender, and even though we’re not making the decision for them, you’re talking about potentially transforming their loan book, in which case, you’ve got risk, you’ve got compliance, you’ve got it security, you’ve got the business itself, all have to kind of look at this. So you know, the, the proof of concept or POC approach, like try before you buy, has resonated very well. So right now we’re working with two of the large to the top five banks in Canada, we’re working with to top 20 small business lenders in the US, we’re working with one in Mexico, we’re working with a couple in Africa, and I’m hoping to be able to share that, you know, by as early as you know, next month, we can add Hong Kong and India to that list as well. So, you know, it’s it’s, it’s a global approach in terms of we can help anyone who’s lending the small business, and anyone who wants to make some type of meaningful impact on their loan book,

    Victor Swezey 11:30
    in the spirit of comparing Canada and the US. Maybe if we could zoom out a little bit and compare the startup cultures in Toronto to to, you know, some of the other startup hubs around the world, maybe take Silicon Valley in the US and London? What makes Toronto unique?

    Ron Benegbi 11:49
    Yeah, well, you know, it’s hard for me to answer that just because I’m, I don’t know what the startup culture in Silicon Valley is like, or it isn’t Israel, or it is in London, but, you know, as far as Toronto goes, you know, I can I can talk to that it’s, it’s certainly what I feel, is a tight knit community where anyone kind of in this community is open to helping one another, there’s sort of a pay it forward mentality here that I’d like to think exists within Toronto. Yeah, I mean, the community itself has grown substantially over the years, especially in FinTech and especially with the organizations that support technology here, in Toronto. So I would tell you that, you know, you can, if you want to, you could probably attend some sort of tech event, whether virtually or in person, just about every night of the week, here in Toronto, there’s always something going on, and being a pretty large Metropolis onto its own, you’ve got some, you’ve got some great entrepreneurs in here. And, and, and a big reason for that is because, you know, Toronto has always been known as fairly diverse, and multicultural, and you have a lot of different ethnicities and immigrants like myself, and my family, who have come at one point from a different country. And you know, many of them have decided to, you know, go into the startup world. So it’s great, because we get to meet different different people from different cultures, different perspectives, and they certainly bring that added element to the entrepreneurial world. And I can tell you, it’s exciting. Like I’ve, I’ve made a lot of friends just being in the community. Not necessarily by working with these companies, but just like I said, bumping into them in advance, whether it be in person, or you know, you’re at as sort of a zoom seminar and you see them in you know, people start talking and then you, you reach out. So overall, I would tell you that look, it’s a it’s a great place to be. It’s a big city, but it feels like it in many ways it feels like a small town and that that’s how I would describe Toronto in my in my from my view.

    Victor Swezey 14:20
    Can you tell us a little bit about maybe how Toronto became the startup hub that it is now?

    Ron Benegbi 14:26
    Yeah, I mean, I would tell you that I think Toronto really started to take shape as a tech hub in the kind of early to mid 2000s. I will tell you that. A big a big jumping stone is an organization called Mars. And no, it’s not the planet and it’s not the chocolate bar company. Mars is an innovation ecosystem. I like to think of it as almost as a platform to which it It has four different tracks, like different types of startups, like clean tech, digital health, enterprise software, and fintech. And it supports these ventures through different programs that originally were government funded both federally and provincially. But over time, as you know, government funded funding naturally declined or has gotten more difficult to obtain corporate sponsorship really stepped in. So I think Mars has played a critical role in the in the ecosystem, and has grown has helped grow and develop that ecosystem over time. There are other organizations that have also played a big role. The one, the one that really resonates with me is an organization called Tech to start by an individual named Alex Norman, probably sort of Mr. Tech Canada, if I would describe Alex but it started off as a kind of a small community gathering, trying to help a few startups and all of a sudden tech to has grown into Montreal, you know, Montreal tech, and Vancouver tech. And really, it’s a, it’s a community for all startups in Canada, it’s a it’s a Canadian community, and they host a bunch of different events, both in person and online. Newsletters go out a couple times a week, you know, a lot of a lot of a lot of information has garnered from them. And then accordingly, you know, there’s a lot of, there’s some really good media focus specifically in Toronto, probably the most prominent one is organization called beta kit, which everyone kind of defers to as the sort of the go to go to source for information on all things tech in Canada. And then there are a few technology writers as well that are very well known. So, you know, over time, it has really, really grown. And as more venture capital dollars, started to enter the ecosystem, both from Canadian firms as well as US firms. And I can tell you, there are a lot of US firms who invest in Canadian companies and Toronto based companies. And I’m proud to say that most of our investors that are actually American, really helped the community grow and flourish and become what I believe is a top 20 tech community globally, as ranked by different startup reports out there. So I hope that answers your questions. I’m sure there are a lot of other great communities out there as well.

    Victor Swezey 17:56
    Definitely, definitely. And that’s really exciting to see. And, you know, looking forward, I guess, with with, with all that momentum, what are some fintechs that you think we should be watching coming out of Toronto?

    Ron Benegbi 18:08
    Yeah, I mean, there’s a lot of I think there’s just a lot of great companies, there’s, there’s one that you know, pops into my head, called lat Li, they’re, they’re sort of a hybrid FinTech kind of Prop tech. But they’re doing some really exciting things with respect to real estate, and trying to help you, you as a potential homeowner, get access to your first home. And I think that is a really, really big problem. It’s certainly a huge problem in Toronto. And I can tell you, as a father of like, she’s not a millennial, she’s a Gen Zed. It’s just really, really hard to like, buy your first home. And, and I’m pretty sure that other markets here in Canada, they’re experiencing the same thing. So they’re doing some really exciting and creative things around how they use financing to help these individuals get access to real estate that they can own. There’s also a really interesting company, sort of in the FinTech InsurTech space called walnut, which is doing some really cool things around embedded insurance and insurance again, is another problematic area where you know, rates are kind of like rates and access to fair and market market value policies are, are tough to get especially for startups and especially for fintechs. So, you know, so that companies wall not so those are the two that kind of dropped off by head but certainly there’s there’s quite a few and, you know, we’re all kind of trying to take it one day at a time. I’m in grind it out. So, you know, hopefully many, many will succeed.

    Victor Swezey 20:08
    You’ve been listening to the bones, a bank automation news podcast. Please follow us on LinkedIn and Twitter. And as a reminder, you can rate this podcast on your platform of choice. Thank you for your time. And be sure to visit us at Bank automation news.com For more automation news,

    Transcribed by https://otter.ai

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    Victor Swezey

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  • Promise and Peril: AI and Lending | Bank Automation News

    Promise and Peril: AI and Lending | Bank Automation News

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    Artificial intelligence has revolutionized credit decisioning. What was once a slow, manual and subjective process is becoming highly automated, and the all-important act of approving or denying credit is increasingly being turned over to highly sophisticated neural networks. Compared with the simple logistic regression models still used by many financial institutions, AI models can provide […]

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    Victor Swezey

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  • Why Working With A Mortgage Broker Is Essential In Today’s Market

    Why Working With A Mortgage Broker Is Essential In Today’s Market

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    Real estate investors looking to secure debt could face significant challenges due to today’s market conditions. As I mentioned in a previous article, bank failures and rising interest rates have led to a tighter lending environment. Borrowers may need to search far and wide for the financing they need and bring more of their own money to the table. Resources such as a local bank might not be as readily available as they were in the past.

    Given these trends, working with a mortgage broker is a crucial step when securing financing for a real estate investment. These professionals serve as an intermediary between borrowers and lenders in the commercial space. If you don’t have a mortgage broker already, you’ll want to tap your network to find one as you build the capital stack and prepare to make an offer on a property.

    The Advantages of a Mortgage Broker

    Rather than going out on your own or relying on your own data, you’ll be able to gather more options and insight with a mortgage broker. These professionals operate in the lending environment day in and day out, which can give them an inside edge into what sources might be available. They’ll often know who the active lenders are, and those players could extend beyond traditional banks. Mortgage brokers may be aware of private lending sources and have insight into activity related to insurance companies and the commercial mortgage-backed security (CMBS) market.

    These professionals can help you match the right debt for the deal. It can be valuable to have several choices available when securing debt to avoid getting into a tight financial position. If you’re trying to lock in and commit to a purchase price and aren’t able to get a commitment from a lender until 60 days later, the rates may have changed by then. The lender could come in and appraise the property, and then reduce the loan proceeds. As such, you’ll want to have backup plans in place so you can fall on them if needed.

    As you’re looking at a property, a mortgage broker may be able to advise you on how to reposition it to make the proceeds more favorable. In some cases, a mortgage broker might have an earn-out provision. If you improve the performance of the property, you may be able to increase the loan. A good mortgage broker should be able to negotiate these for you.

    Working with a Mortgage Broker

    Before you start bidding, you’ll want to talk to a mortgage broker to get an idea of the available financing for your investment. These professionals can evaluate your position and help determine if you are bankable. You’ll also be able to see what you might have to bring to the table in terms of equity. Mortgage brokers will often charge 1% of the loan, though you’ll want to discuss fees so you know what to expect.

    As you work together, a mortgage broker can help you sort through whether lenders will make you personally guarantee a loan. For real estate investments, non-recourse is always best, as you won’t be putting your own assets at risk for the loan. However, there could be cases in which you are asked to personally guarantee a loan until certain conditions are met, such as a lease out on the property. A mortgage broker can help you prepare and maneuver these steps, and set up a plan for special circumstances, such as a major tenant vacating a property.

    Given the current lending conditions, you may find that traditional go-to lenders are not in a position to offer financing. This further fosters the need to work with a mortgage broker to secure debt. They’ll understand the lending beat and how it relates to your chosen asset class. Ultimately, a great mortgage broker can help you fill out the capital stack, enabling you to get a solid picture of the debt and equity layers in a deal.

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    James Nelson, Contributor

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  • Federal Home Loan banks don’t stifle the American dream. They enable it.

    Federal Home Loan banks don’t stifle the American dream. They enable it.

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    An executive with the Federal Home Loan Bank of Chicago pushes back on a BankThink article criticizing the Mortgage Partnership Finance program.

    Andrii – stock.adobe.com

    The Federal Home Loan Bank System was created to provide a reliable and readily accessible flow of liquidity to member financial institutions more than 90 years ago. One way we do this is through products such as the Mortgage Partnership Finance (MPF) program, which is currently used by six Home Loan banks fulfilling our housing finance mission as we celebrated our 26th anniversary last week.

    A recent BankThink article “The Federal Home Loan banks and the disappearing American dream” inaccurately describes our products and the role of the Home Loan banks in the mortgage markets. We are very proud of the MPF program’s success in enabling millions of American families in every U.S. state and territory to buy a new home or lower the cost of their existing homes in furtherance of our statutory mission. For example, the MPF program provides more than 700 community lenders across the nation with a competitive secondary mortgage market option to sell their fixed-rate residential mortgage loans. In 2022, Home Loan bank members used various MPF products to sell more than 33,500 mortgages totaling $8.1 billion. Over 80% of the MPF participants are small community lenders with assets under $1.5 billion that otherwise would not have the ability to offer mortgage loans to their customers, or do so competitively. Additionally, more than one third of the mortgage loans purchased by Home Loan banks through the MPF program for investment or securitized through our MPF products were made to low- or very low-income borrowers or made to borrowers in low-income areas.

    The MPF program serves a critical need in the current mortgage landscape, particularly for small lenders that lack direct access to the broader secondary mortgage market. The program supports the mission of the Home Loan banks, and often it is the best way for participating community lenders to provide traditional fixed-rate, freely prepayable mortgages that their customers expect.

    “The MPF program keeps us competitive in the markets we serve through their unique mortgage products. The fact that we are able to retain servicing is an important feature that allows us to keep that ‘small town bank’ feel as we continue to develop customer relationships,” said Joni Jorgenson, VP, Mortgage Lender at Western Nebraska Bank.

    “For most people, purchasing a home or piece of real estate is one of the biggest transactions they’ll ever do,” said Nick Brooks, IAA Credit Union’s vice president of lending. “Since we now maintain control over the whole lending process, we can ease the anxiety that our members may have, and it gives them confidence in a transaction that’s new to them.”

    The BankThink article infers that the Home Loan banks are partially responsible for “tens of millions of Americans who have been unfairly denied homeownership,” which is inaccurate. We do not impose technology on our ecosystem of lenders, nor are we “hamstrung by decades-old, loan underwriting technology.” In fact, quite the opposite. Unlike other secondary market entities, the traditional MPF products do not use proprietary underwriting software to underwrite loans and do not approve or reject the origination of loans. Rather, participating lenders use their own origination systems to submit loans into our systems.

    We allow members to use Fannie Mae’s Desktop Underwriter and Freddie Mac’s Loan Product Advisor Automated Underwriting Systems in submitting loans to us, but those are not our systems. Additionally, we do not mandate what technology must be used by members to underwrite loans. Some members choose to underwrite loans manually.

    Regarding the real issues raised in the article, one is the statistical basis and appropriateness of FICO scores as opposed to more big-data driven types of statistical analyses — a concept we don’t oppose, but one to address with the mortgage marketplace in general, rather than the Federal Home Loan banks. Home Loan banks directly purchase mortgage loans from our member financial institutions. This gives them a liquidity alternative to the traditional government-sponsored enterprise securitization channels. The article’s implication that members in the MPF program would necessarily turn down loans to borrowers with low FICO scores because of the program is also incorrect, because the FICO score is just one of the data points used in assessing the credit quality of the loans. Loans can be sold into the MPF program in certain cases without FICO scores.

    Another issue the authors raise is the racial homeownership gap, an issue that the Home Loan banks fully acknowledge and are committed to improve through different measures and programs. One example of such a program is the Home Loan Bank of Chicago’s Community First Housing Counseling Resource Program. Investment in education, training and additional resources are critical in assisting first-time homebuyers. We are working with housing counseling agencies to assist in expanding support to minority and low- and moderate-income homebuyers in need. Another example is the Home Loan Bank of Boston’s Lift Up Homeownership program, which provides down payment and closing-cost assistance to people of color purchasing their first home. 

    For 26 years, the Mortgage Partnership Finance program has provided community lenders with an innovative way to share mortgage risk as they originate loans to borrowers in their communities. We are always looking for new technology, better ways to serve communities across the country and to do our part in creating equitable solutions for all our members and their communities. We appreciate and share the concerns on the broader societal issues facing homeownership in America, but felt it appropriate to set the record straight on the scope of the MPF program.

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    John Stocchetti

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  • U.S. bank lending holds steady in latest week

    U.S. bank lending holds steady in latest week

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    The numbers: Commercial and industrial loans — a key economic driver — held roughly steady in the week ending July 5, the Federal Reserve said Friday. Loans rose $200 million to $2.754 trillion, the central bank said.

    Bank lending has been slowly decelerating, falling for three straight months. C&I loans hit a peak of $2.82 trillion in mid-March, right before the collapse of Silicon Valley Bank.


    Uncredited

    Key details: Total bank deposits rose by $24.9 million to $17.367 trillion in the same week. Deposits have been shrinking slowly. They peaked at $18. 21 billion in mid-April.

    Big picture: In the wake of the collapse of Silicon Valley Bank in March, economists have been watching the data carefully for signs of a credit crunch, as banks have weak balance sheets as a result of the Fed’s swift increases in interest rates since March 2022.

    San Francisco Fed President Mary Daly said Monday she hadn’t seen credit tightening that is in excess of normal.

    “I do think, from research literature, that this takes a while to show itself, and so I think we are still looking into the fall before we would have a declarative statement to make about the extent of credit tightening and the impact on the economy,” Daly said.

    Market reaction: Stocks
    DJIA,
    +0.33%

    SPX,
    -0.10%

    finished the week higher on Friday. The yield on the 10-year Treasury note
    TMUBMUSD10Y,
    3.832%

    rose to 3.83%.

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  • Bank loans to NBFCs under RBI scanner

    Bank loans to NBFCs under RBI scanner

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    Annual inspections by the Reserve Bank of India (RBI) has commenced for banks. With FY23 financials under the scanner, what’s grabbing the regulator’s attention is the loans handed out by banks to non-banking finance companies (NBFCs).

    With the share of bank loans to NBFCs as a percentage of loan book increasing to 13-16 per cent for the top 20 players — a jump of 200-250 basis points — the RBI is ascertaining the implication of these loans to the balance sheets of banks from an asset quality perspective.

    Higher provisioning

    To put things into context, loans to NBFCs are categories as ‘secured’ by banks as they are often backed by liquid collaterals, including receivables.

    However, with the growing proportion of NBFCs, particularly those operating in the non-housing segment such as business loans and personal loans which are often unsecured, there is a debate between banks and the regulator on how these loans should be treated.

    If unconvinced by the merits put forth by banks, the regulator may insist that banks take contingent provisioning against loans lent to NBFC borrowers. “The question is whether such a provisioning would be insisted on FY23 financials or banks will get some breather to implement higher provisioning in the ongoing FY24 fiscal,” said a person aware of the matter.

    Secured or not?

    Are loans to NBFCs really secured — that’s the debate doing the rounds, according to highly placed sources.

    “For banks, these could be secured loans, but the end-use of these loans goes into building unsecured books. In that case, even if loans to NBFCs are backed by hard collateral, they may not be recoverable in practice. This is the concern for RBI,” said a person aware of the matter.

    Bankers say this debate has been ongoing for a while, but the magnitude it has taken in FY23 annual inspection has taken them by surprise. “It’s in early stages of talks and in a quarter or so, the outcome will be known,” said the person.

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  • Banking risks amid challenges: How economic turbulences are spilling over into the banking sector – Banking blog

    Banking risks amid challenges: How economic turbulences are spilling over into the banking sector – Banking blog

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    The COVID pandemic, the war in Ukraine and the merger of UBS and CS represent the three most prominent in a series of events that have affected the Swiss economy. While pandemic-related aid given by the Swiss government was covering up parts of it, the consequences of higher corporate debt are manifesting now. In this blog we investigate the effects of these developments on corporate loans and on how financial services providers are and will be affected.

    Over the past few years, the financial markets have experienced several shocks, most recently the announcement of the merger of Switzerland’s two largest banks, Credit Suisse, and UBS. Before that, the armed conflict between Russia and Ukraine and the COVID-19 pandemic had already weighed on the economic outlook. The accumulation of these events in a short period of time resulted in severe economic consequences, which we explore in this blog.

    To begin with, the measures taken by the Swiss government in March 2020 to counter the impact of COVID-19 negatively affected the local economy. The restrictions on personal mobility led to a sharp reduction in household consumption. Consequently, many firms faced a large drop in revenue. Liquidity shortages and a wave of company bankruptcies were expected, and a spillover into the banking sector, with defaults and, ultimately, loan losses was widely anticipated.

    Such scenarios were not just predicted by analysts and the media – banks themselves were anticipating an increase in defaults in their loan books. This expectation manifested itself mainly through large increases in banks’ loan loss provisions in the first quarter of 2020. Banks in both Europe and the US reported much higher loan loss provisions compared to the same reporting period in the previous year (Deloitte 2020). A similar pattern was observed for Swiss banks. Graph 1 shows the changes in Swiss banks’ loan loss provisions over time. The large Swiss banks increased their loan loss provisions by over 100 bps in the first half of 2020, whereas the retail and cantonal banks increased their provisions more moderately.

    Graph1

    Graph 1: Development of provisions by banks (loan loss provisions as a share of total loan book)

    Nevertheless, as shown in Graph 2, a wave of corporate defaults did not occur in 2020. On the contrary, a significant reduction in the number of defaults was observed throughout 2020-2021, compared to the pre-pandemic years. This was likely a consequence of the legal and fiscal measures implemented by the Swiss government.

    The legal measures, which included an extended debt collection holiday and no obligation to report over-indebtedness, gave firms additional time to adapt to the changed circumstances. The financial aid directly supported firms through two different measures: first through the COVID-19 credit programme which from the end of March 2020 onwards enabled companies to obtain state-backed loans on favourable conditions, and second, the government allowed firms to introduce short-time working, thereby reducing their fixed personnel costs.

    Graph2

    Graph 2: Cumulative number of Swiss corporate defaults on a monthly basis

    These government measures were successful in preventing the anticipated wave of bankruptcies. However, COVID-19 was only the first in a series of hits to the economy.

    Interplay of negative factors

    While the pandemic did not cause an immediate wave of bankruptcies, it had several secondary effects. In order to remain liquid, many Swiss firms made use of additional credit lines and corporate loan volumes in Switzerland increased substantially, both during and after the pandemic, by a total of CHF 53 billion. Of this total, only CHF 13 billion in loans were granted as part of the federal COVID-19 credit programme. The remaining credit of over CHF 40 billion since then has consisted of standard bank loans.

    In addition, the global economy experienced complications due to the mobility restrictions imposed around the world. This resulted in a first wave of upward price pressure, but central banks did not respond to the signs of inflation because they considered it transitory. Subsequent the easing of pandemic measures by governments, the macroeconomic outlook worsened following the attack by Russia on Ukraine in February 2022, which led many European countries to impose sanctions on Russian fossil fuel exports. The resulting energy scarcity and rising energy costs led to increased production costs in many industries, and higher consumer goods prices. The price pressures in Switzerland were lower than in many other European countries. This can be attributed to the favourable energy mix in Switzerland and the comparatively low energy intensity of the Swiss economy. Nonetheless, as shown in Graph 3, year on year price inflation in Switzerland reached more than 3 per cent in June 2022, a 25-year-high. In response, the Swiss National Bank raised its key interest rate by 225 bps in a period of less than a year.

    Graph3

    Graph 3: Development of the inflation rate in Switzerland and the SNB key interest rate over time

    The rising cost of capital might already have worried over-leveraged Swiss firms, but the overall lending outlook for the Swiss market worsened further with the announcement of the merger between Credit Suisse and UBS. Given that the share of the enlarged UBS in trade finance, bank guarantees and unsecured corporate loans might be as high as 70 per cent, costs for corporate clients are expected to increase. Corporate clients from Credit Suisse are in a particularly difficult situation. In the best-case scenario, UBS will take over the existing loans from Credit Suisse – 15 per cent of total corporate loan volume in Switzerland – and refinance firms at similar risk assessments. In the worst-case scenario, the newly established bank would introduce stricter risk assessment and therefore deny refinancing of some corporate loans. Given that clients may be unknown to the bank, this second scenario is not unlikely. If it turns out to be the case, further corporate liquidity shortages would occur – assuming that no smaller lender would be willing or able to take over the credit risks instead.

    Spill-over to banks

    While the effects of lower corporate revenues caused by the pandemic were partially offset by state intervention, the effects of events following the pandemic could not be dealt with as effectively by the Swiss government. Even though the state interventions during the pandemic could mitigate the problems temporarily, due to the subsequent external shocks they failed to prevent corporate defaults in the long run. In the current situation, Swiss firms not only pay significantly higher interest for the debts they accumulated in the past, they also face challenges in refinancing their debt.

    Mortgage rates in Switzerland are an illustrative example. These rates hit a low of below 1 per cent in 2020 but in less than 3 years, correcting slightly to levels that still constitute an increase by a factor of 2.5. The increases in loan rates, combined with historically high loan volumes, negatively affect companies with tight budgets. This is also reflected in the analysis of corporate defaults, shown in Graph 2, which shows a 14 per cent year on year increase in the first months of 2023. It is expected that this rising trend will continue further throughout the year. The sharp increase in corporate defaults is worrying not only for the indebted firms themselves, but it also directly affects banks. Lenders are expected to incur significant losses on defaulted corporate loans as a consequence of these developments. In addition, losses due to greater market volatility and the resulting need to reshuffle loans will weigh on banks’ operations and results. Similar trends are visible in wealth management, securities-backed Lombard loans as well as retail, private, and leasing credits. Graph 1 shows that the large Swiss banks began to readjust their loan loss provisions in Q4 2022 in response to recent developments.

    In addition to being concerned about loan defaults, lenders should also be aware of the fair value of their loan books in relation to their liquidity reserves. The recent outflows of upwards of USD100 billion in deposits at First Republic Bank can be taken as a warning sign of what can happen when lenders neglect this ratio. As a result, the lender was first seized by the Federal Deposit Insurance Corporation and later sold to JP Morgan.

    Rising key interest rates will in general cause a fall in the fair value of loans: the fall is greater the longer the maturity and the lower the interest rate on the loan. In the current situation, in which central banks are trying to counter inflation and are therefore raising interest rates at a faster than usual pace, it is more important than ever to stay alert to changes in the fair value of loan books.

    In order to minimise their losses, lenders need to act fast to mitigate rising non-performing loan ratios and perform quality reviews on their loan books and assets. Measures such as stress testing uncover potential problems in time to allow banks to adjust their asset and loan books to fit their risk appetite. Additionally, lenders should monitor closely the fair value of their loans and ensure that they have sufficient liquidity reserves to meet a potential outflow of assets.

    This is the third blog in our series on the impact of the COVID-19 crisis on Swiss banks and the increased risk of loan defaults. Read the previous parts here.

     

    Key contacts

    Marc-blog

    Dr. Marc D. Grüter – Partner – Risk Advisory

    Marc leads the FS Regulatory, Risk and Compliance practice of Deloitte in Switzerland and is part of the leadership team for FS Regulatory within Deloitte North West Europe (NWE). In addition to this he is a senior financial services Partner and lead client Partner for leading Financial Institutions in Switzerland. With nearly 20 years of experience in financial services and Consulting (leading global Strategy Consulting firms, Big4) he has built deep expertise in this context with large financial services organisations in Switzerland, Germany, UK, USA, Middle East and Asia.

    Email | LinkedIn

    Eric

    Eric Gutzwiller – Director – Risk Advisory

    Eric is a Director at Deloitte specialising in the Financial Services industry, with a particular focus on process optimisation and digitalisation as well as TOM design projects. He brings over 10 years of strategy consulting experience in financial services, for both, leading global institutions and developing players, as well as central banks and regulators, in various established markets (Switzerland, UK, US, HK, Germany, Canada) and also in emerging markets (CEE, Middle East).

    Email | LinkedIn

    Marco kaser

    Marco Käser –  Assistant Manager – Risk Advisory

    Marco is an Assistant Manager with the Financial Services Transformation team of Deloitte’s Risk Advisory practice in Zurich. Besides his core focus on front-to-back process optimization, Marco worked on projects around stress testing, scenario modelling as well as operational risks for Swiss and international banks. The first-hand client expertise coupled with his quantitative background contribute to his interest in macroeconomic developments and their manifestation within the banking sector.

    Email | LinkedIn

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  • Lessons as a lender: How FlexiLoans was conceived and grew in scale   

    Lessons as a lender: How FlexiLoans was conceived and grew in scale  

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    Enthused by a strong wave of India’s march in the areas of Jan-Dhan (Banking accounts), Aadhar (KYC solutions) and Mobile (contactability/ alternate data), Ritesh, Deepak and I (classmates from Indian School of Business 2009) started FlexiLoans.com in 2016 to serve the deserving yet unserved micro and small businesses across India using data-backed credit underwriting and technology infrastructure for superior customer journeys.

    When we met our first set of e-commerce and merchant platforms for distributing business loans digitally using surrogate data within 48 hours, we were welcomed with a red carpet. Our prospective investors/ lenders, however, wanted to see the traction and credit behaviour giving us the first lesson that in lending risk is rewarded more than book growth and potential.

    Soon, FlexiLoans became one of the leading lenders for e-commerce sellers selling on platforms such as Shopclues, Snapdeal, Flipkart, Amazon, Paytm, and many more. During 2016-17, Indian MSMEs witnessed 2 big macro changes: a) demonetisation; and (b) Introduction of GST regime — pivotal changes for the Indian small businesses.

    We developed surrogate underwriting models based on POS pay-outs, e-commerce sales that ensure seamless delivery of credit and data-backed eligibility computation for loans, which was unheard of till then. Covid period from year 2020-22 further spiralled the digital adoption of the Indian businesses, and today we receive over 3.5 lakh monthly applications and over 10 lakh monthly visits to our digital platforms. The lesson learnt here is that India is a very large underserved and high potential market, waiting for disruption in lending by category defining lending companies like FlexiLoans.com that leverages data and technology to service the loans viable

    During 2019, Indian NFBCs suffered a huge setback post PNB and ILFS crisis where the funding literally dried up and sanctions which would take a few weeks to get disbursed started taking months. We learnt a tough lesson then that liability and liquidity management is one of the trickiest and a core task at Lending and if not set as a disciplined process, can hamper growth. We developed co-lending solutions for our customers along with a few prominent banks and NBFCs and these came very handy in 2021-22 when funding scenario for lending was again tight owing to covid but 70% of our AUM growth was catered seamlessly by our partner lenders via our co-lending platform. Our liability franchisee is today diversified with over 25+ Banks and FIs lending to us directly and multiple co-lending partners.

    Lastly, the COVID period was a true test for any lender and we learnt the virtues of empathy, communication and technology in our Collection efforts. We kept in constant touch with our customers, expanded our reachability to the customers, restructured their loans at a customer level understanding and landed at credit costs of <5% even during the Covid years and least customer escalations. We used technology tools to remind customers, get payments and update them on their track records.

    In summary, the last 6+ years have seen one of the toughest macro economic environments for Indian MSMEs but at the same time, saw the Indian Digital Stack gaining enormous strength aided by regulatory support. We are now amongst the leading Fintech Lenders in the country with over ₹1,000 crore of AUM, over ₹4,000 crore of annual disbursement run rate and amongst the few profitable fintechs supported by the trust and support of our valued customers and stakeholders. In lending, one is judged by the ability to grow risk sensitivity than loan book.

    Manish Lunia is the co-founder of FlexiLoans.com

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  • Rebeca Romero Rainey: Authentic connection

    Rebeca Romero Rainey: Authentic connection

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    Photo by Chris Williams

    For community banks, marketing often points to finding ways to educate, support and grow community, as well as customer knowledge and awareness.

    True relationships withstand the test of time, and such is the case with the community bank/customer connection. It’s not unusual to hear about a community bank having served a family or a business for generations, and that’s a testament to the strength of the relationship.

    As we consider marketing in this month’s issue, I took time to reflect on exactly what differentiates the community banker and how marketing can help in growing and retaining business. I kept coming back to the fact that for community banks, marketing often points to finding ways to educate, support and grow community, as well as customer knowledge and awareness. By extension, these promotional efforts assume a natural role in a community bank’s journey, just enhancing what are already mission-critical initiatives.

    map pin

    Where I’ll be this month

    I’ll be connecting with community bankers from around the country at ICBA LIVE in Honolulu, Hawaii, from March 12–16. I hope to see you there!

    For example, consider ICBA chairman Brad Bolton’s Community Spirit Bank in Red Bay, Ala., and its work to share tips for financial resolutions in the local paper. Offering that information to the community helps individuals strengthen their financial savvy and supports a broader story of community bank leadership.

    Or look to ICBA past chairman Bob Fisher’s bank, Tioga State Bank in Spencer, N.Y., and how it teams up with local television stations to support cause-related activities, like the No Shave November Cure the Blue 5K. Not only does this event help raise funds for an important program, it also demonstrates the bank’s commitment to its community.

    These examples offer only a snapshot of what community banks all over the country do to support their communities from a mission-based approach. In many cases, the added promotion these efforts deliver is a side benefit to serving the community.

    That’s precisely why these efforts are successful: They garner attention because they are the right things to do. These stories create a value proposition around why banking with a community bank is so vital, and the differentiation from megabanks and credit unions happens by leading with the community bank relationship model front and center.

    So, as you think about your bank’s planned storytelling this year, know that ICBA is standing by to help. In fact, stay tuned for a very exciting announcement that we’ll be making during ICBA LIVE, which will shine a light on what differentiates community banking. And our work won’t stop there. We invite to you join us as we continue to tell the community banking story.

    Because beyond marketing, what you do matters to the customers and communities you serve. You are and will remain a partner through your customers’ lives and financial journeys. From a marketing perspective, that’s an ideal place to be.


    Rebeca Romero Rainey
    President and CEO, ICBA
    Connect with Rebeca @romerorainey

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  • The community bank guide to FedNow resources

    The community bank guide to FedNow resources

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    Photo by Ismail Rajo/iStock

    The time has come for the long-awaited FedNow launch. As community banks navigate this process, there are plenty of resources available to answer questions and provide guidance.

    By Colleen Morrison


    Between May and July of this year, non-pilot instant payment transactions will be live on FedNow, the first new Federal Reserve payment rail in more than 40 years. After much strategy, planning and discussion, the implementation phase has arrived.

    “As we near launch, I’m reminded of where we started,” says Nick Stanescu, senior vice president and business executive of the FedNow Service. “The decision to build the FedNow Service was the result of a multiyear initiative of collaborating with the industry to explore ways to modernize the U.S. payment system.”

    He notes that the launch of FedNow will represent a major landmark in modernizing and improving the U.S. payment system. “Importantly, this will level the playing field by allowing financial institutions of every size to benefit from safe and efficient instant payments,” he adds.

    Three sources of information on FedNow

    As community banks look to take advantage of this new opportunity, they seek resources to help them navigate the journey. With that in mind, industry experts agree there are three key sources of information to support banks in honing their instant payments plans.

    1. FedNow Explorer

    The Federal Reserve launched the FedNow Explorer to help financial institutions establish their individual evaluation and implementation needs. Offering a guided journey, a self-explore option and a quick link to resources, this site incorporates the latest news and information from the Fed about FedNow. In particular, the Service Readiness Guide and the Service Provider Showcase provide insights into preparation requirements and available solutions.

    “You have to educate yourself; you have to educate your employees and your management team. So, starting off with the FedNow Explorer has a lot of great resources,” says Sherri Reagin, chief financial officer at FedNow pilot participant North Salem State Bank, a $590 million-asset community bank in North Salem, Ind. “We even showed one of the videos at our annual training to all of our employees. They’ve heard me talking about FedNow for a couple of years now, but they didn’t fully understand it until there was a visual. There are so many great resources on that website where people can really get started.”

    2. Your Federal Reserve account executive

    The Federal Reserve account executive stands as a valuable resource for asking bank-specific questions about the FedNow Service and can benefit community banks that want to be early adopters. For example, Stanescu points out that there are four core capabilities of instant payments readiness that a community bank’s Federal Reserve account representative can help evaluate:

    • Connectivity to FedNow
    • Real-time posting and immediate funds availability
    • Settlement through either a Fed master account or a correspondent’s
    • Send and receive functionality

    Each area creates important decisions for the bank, and the Fed account executive can help financial institutions navigate the pros and cons.

    “Your Fed account executives are great places to start, as well as your technology solution providers, based on the product lines you think are going to use FedNow,” says Kari Mitchum, vice president of payments policy at ICBA.

    3. Core and third-party providers

    To that point, solution providers will play a crucial role in implementation from the core system to downstream customer-facing applications. Community banks will need to decide their required functionality in receive-only or a send-and-receive scenarios and work with their providers accordingly. For most, that process starts with talking to their cores.

    “My advice: Build a plan, understand what partners must be involved and do a lot of exploring with vendors,” says Debra Matthews, chief of deposit operations at $2.1 billion-asset Texas First Bank in Texas City, Texas, a FedNow pilot participant. “Explore what your core has available and plans to do in the future and determine if any additional third parties are needed for implementation.”

    Reagin agrees, emphasizing the enhanced role that core providers will play to accommodate FedNow. “Everything we do, all the fintechs that we use—if you’re going to settle a payment, it has to go through your core provider to get through your system,” she says. “So, they’re going to have to be involved, regardless of who you use to interface between the Federal Reserve and your financial institution.”

    Instant payments will soon be table stakes

    While the FedNow Service will launch in just a few months, the wide-scale rollout will take some time, and customer adoption will follow suit. However, if market history bears any indication, instant payments will be a critical part of payment processes in the future.

    “Keep in mind Apple Pay has been out for almost 14 years, and QR codes were created in 1994. FedNow coming out is not going to be some overnight change,” Mitchum says. “There’s that story from [FedEx founder] Fred Smith that he had the idea for FedEx in the 1960s, and the paper got a ‘C’ on it. They said, ‘Nobody wants stuff next day; there’s no need for this.’

    “Now we’re in the time of Amazon same-day delivery, two-hour delivery. But that doesn’t mean that we got rid of USPS. It doesn’t mean we got rid of two-day shipping. There are multiple choices for moving goods; there’s going to be multiple choices for moving money.”

    But with the rate of change in today’s digital space and this immediate gratification environment, it won’t take long for demand for instant payments to accelerate.

    “I think FedNow is going to transform the way that we do business, and the way that businesses operate in the future.”
    —Sherri Reagin, North Salem State Bank

    Use cases like early wage access, P2P payments and insurance disbursement have already emerged, and others will continue to develop. Community banks that don’t begin exploring instant payments may find themselves at a competitive disadvantage more quickly than they might think.

    “Financial institutions need to really learn the benefits of FedNow to be able to accelerate the services that we can offer to our customers. I think FedNow is going to transform the way that we do business, and the way that businesses operate in the future,” Reagin says. “The sooner we can get our customers and our employees acclimated to it, it’s just going to skyrocket.”


    FedNow resources from ICBA

    Community bankers benefit from education tailored directly to their needs, so ICBA has developed customized education to complement available resources.
    For example, ICBA Bancard ran a five-part webinar series called Ramping Up for the FedNow Launch, which includes the following sessions:

    1. Delay No More: Creating Your FedNow Plan
    2. FedNow Features, A Deep Dive
    3. Lessons Learned from Community Banks Implementing Instant Payments
    4. Preparing for 2023 and Q&A with a Fed Expert
    5. Exploring Instant Payments Use Cases

    ICBA is planning more events as the FedNow go-live date nears.

    “We’re looking to put together a robust 2023, and it’s going to be dynamic,” says Kari Mitchum, ICBA’s vice president of payments policy. “So, as we get closer to launch, make sure you’re always reading NewsWatch Today. We’re going to make sure there are frequent webinars and lots of education out there.”


    What about RTP?

    Currently, more than 180 financial institutions belong to The Clearing House’s Real Time Payments Network (RTP), and 80% of network participants are community institutions with less than $10 billion in assets. It became an attractive option for banks that wanted to get an early jump on instant payments.

    “We do think that there’s value in being set up to receive on both the RTP Network and FedNow,” said Nick Denning, senior vice president of payments industry relations at ICBA Bancard. “For a bank that is still trying to figure out what its broad instant payments and FedNow strategy will be, getting set up on RTP to receive now is one thing it can do to get moving forward while they figure out the nuances of their plans and approach.”

    Many third-party providers will use the same instant payments solution to hook into FedNow and RTP, so setting up to receive RTP transactions will help banks prepare for FedNow.


    Colleen Morrison is a writer in Maryland.

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  • Brad Bolton: Keep advocating

    Brad Bolton: Keep advocating

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    Photo by Chris Williams

    I am grateful to have had the opportunity to serve as chairman. I will continue to advocate for community banking, and for the rest of my career, stand side by side with you to fight our future battles.

    Serving as ICBA chairman has been one of the highest honors of my life. It’s hard to put into words how special this experience is. The work you’re doing every day puts real faces and names to the communities we’re fighting for, and it has been a privilege to be your representative at the national level.

    Yet, it takes the voices of many to make a true impact. That’s why I’ve asked community bankers to sacrifice a few minutes every day to advocate for our industry. We are what stands between our customers and an overreaching federal government and regulatory system. We hold the line for Main Street America, which needs us.

    My top three

    Reflections on community banking:

    1. Never take our community bank mission for granted; advocate for it.
    2. Keep innovating and implementing new technologies for your customers.
    3. Someone at your bank wants to lead it for the next generation. Let them.

    In today’s environment, that vigilance is critical to staying ahead of emerging threats. Each day brings forward new concerns, and we have to stay focused on who we are and who we represent. So, keep pressing forward in defending this great industry we get the opportunity to serve.

    For example, every community banker has a primary focus on how they can better serve their customers. It isn’t about making more money, but how we respond to community needs. We should also remind policymakers that community bankers are small business owners, too. And even though we have fiduciary and regulatory responsibilities to remain profitable and provide a return to our shareholders, our focus always comes back to how we can serve our customers better. In maintaining that focus on our relationship-centric mission, we will continue to thrive.

    That’s why it’s vital for community banks to remain independent, and a big theme for me has been encouraging bank executives to identify their next generation of leaders. There are those within your institution who share your vision and passion. Support their development and groom them to take the reins. Without your bank, your communities are at risk. So, make a succession plan to ensure your bank remains the lifeblood of the community.

    With that in mind, I implore you to keep fighting for Main Street. Keep raising your voices to advocate for your customers. Keep engaging with innovative companies to grow, evolve and better serve. Keep identifying future leaders to ensure the longevity of your institution, because your communities need you in their corner.

    I want to close by saying I am grateful to have had the opportunity to serve as chairman. I will continue to advocate for community banking, and for the rest of my career, stand side by side with you to fight our future battles. With that passion leading, I’m confident we’ll witness the continued growth and success of our beloved industry.


    Brad Bolton, Chairman, ICBA
    Brad Bolton is president and CEO of Community Spirit Bank in Red Bay, Ala.
    Connect with Brad @BradMBolton

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  • BankOnBuffalo redefines mobile banking

    BankOnBuffalo redefines mobile banking

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    BankOnBuffalo president Michael Noah says the bank’s mobile branch will provide service to those who don’t have easy access to banks. Photos by Luke Copping Photography

    BankOnBuffalo has hit the road with its new mobile bank, BankOnWheels, to meet the needs of underserved communities.

    By William Atkinson


    Name:
    BankOnBuffalo

    Assets:
    $1.1 billion

    Location:
    Buffalo, N.Y.

    This past November, BankOnBuffalo, a division of $5.5 billion-asset CNB Bank headquartered in Clearfield, Penn., added a new branch to its preexisting lineup of 12 branches and offices in or around Buffalo, N.Y.

    Where is this newest office located? Well, it depends on the day of the week. The $1.1 billion-asset community bank division based out of Buffalo built and outfitted a “rolling branch,” called BankOnWheels, an innovative banking experience that makes full-service banking accessible to more consumers and small businesses, particularly those in underserved communities, according to BankOnBuffalo president Michael Noah.

    “We are providing banking options in areas that have been known as ‘bank deserts,’ which is very important to us as a community bank.”
    —Michael Noah, BankOnBuffalo

    The first of its kind among financial institutions in western New York, BankOnWheels is a full-service bank branch within a 34-foot recreational vehicle. It enables the community bank to deliver essential banking services to communities that previously had little to no access to them. “We are providing banking options in areas that have been known as ‘bank deserts,’ which is very important to us as a community bank,” Noah says.

    All the bells and whistles

    The mobile branch has all the essentials to fill that void. BankOnWheels includes a walk-up ATM and two exterior teller windows where transactions can be performed and a platform desk is located for customers to speak with a bank associate.

    “Anything you can do in one of our branch locations, you can do in the BankOnWheels.”
    —Michael Noah, BankOnBuffalo

    Inside, it has most of the features of a traditional bank: a lobby, teller window and an office for private conversations with a BankOnBuffalo associate.

    “We saw the need, and we were eager to get the BankOnWheels rolling across our community,” says Noah. “Even with the rapid rise of technology allowing so much banking to be done remotely, research told us that consumers and business owners still greatly value branches where they can have face-to-face conversations with bankers, get answers to their questions and receive the assistance they need with transactions, loan applications and account openings.”

    BankOnWheels has all the technology and services that the community bank’s brick-and-mortar locations do, including wire transfers, an ATM, a teller cash recycler and an instant-issue debit card machine. “Anything you can do in one of our branch locations, you can do in the BankOnWheels,” Noah says.

    BankOnWheels evolved over several years as bank executives spoke with and listened to community leaders.

    “People didn’t ask for another bank location that the community couldn’t get to,” Noah says. “They wanted a way to bring the bank to the people and make it more accessible for the community. That really was the evolution of BankOnWheels: listening to and responding to the community.”

    Building a branch

    The planning process took more than two years. “We were involved in a ground-up planning process, similar to opening a new branch,” says Noah. “The project evolved over time, because we had to make sure that BankOnWheels had all the necessary capabilities of one of our branches.”

    BankOnBuffalo worked with local vendors to build and outfit the inside of the RV. A firm called Mobile Facilities LLC built the mobile banking unit, and multiple vendors were engaged in wrapping and servicing BankOnWheels. “This was an extensive process undertaken to bring the final product to the community,” says Noah.

    The community bank uses its existing branch staff to operate BankOnWheels, with four to five employees working on rotation, two at a time. “This creates a consistent client experience from a very well-trained and versatile team,” Noah says.

    As for security, BankOnBuffalo vetted and selected a third-party security firm, based on the firm’s ability to manage the complete security process and protect the community bank’s employees.

    “They work closely with local law enforcement and our corporate security team,” Noah explains. In addition, a professional security team from the security firm drives the RV and provides comprehensive security for BankOnWheels and its staff when they’re on the road.

    Expanding its footprint

    When the branch first became operational, it began serving three communities through its deployment in Niagara Falls and Buffalo.

    Within weeks of opening, BankOnBuffalo gained new customers in these areas and began opening new accounts. Based on the results and additional input from the communities, the bank plans to add other sites to the list in the future and keep this show on the road.


    William Atkinson is a writer in Illinois.

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  • Lindsay LaNore: 7 ideas for cultivating inspiration

    Lindsay LaNore: 7 ideas for cultivating inspiration

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    By Lindsay LaNore, ICBA


    The theme for ICBA LIVE 2023 is “Light the Fire. Light the Way.” As leaders, that’s a huge part of what we do: spark enthusiasm, encourage creativity and guide our teams on the paths to success. But inspiration doesn’t always happen spontaneously, or even daily, so it’s incumbent upon us to develop strategies and create environments that inspire and motivate our teams, all while making sure we stay inspired ourselves.

    Here are some great tools for cultivating inspiration.

    1. Remove limitations. Sometimes a project or task seems, on its face, to have restrictions. But we can often remove those perceived limitations, be experimental and think outside the box. Yes, this could result in a few errors, but it might also generate successful new ideas or strategies. Let your team know that it’s OK to fail.
    2. Don’t forget to dream. This idea is inspired by the book The Dream Manager by Matthew Kelly, and it’s a powerful message to share with your team. Encourage everyone to start a dream book, to write down their dreams (both professional and personal), and to dream without limits. The book can serve as a resource to remind us of the dreams (big or small) that we have, and that reminder can jump-start the enthusiasm needed to begin or continue a task.
    3. Focus on strengths. Lean into your employees’ strengths and talents, and they’ll feel naturally more authentic and empowered. Cultivating a strengths-based environment increases creativity and productivity.
    4. Focus on team bonding. On average, a full-time employee spends 40 hours a week working with the same people. Don’t underestimate the value of team-building exercises to bring them together. If they’re in the thick of a project, invite them to take a break, pose a fun question to the group or play a quick game. Fostering camaraderie cultivates a stronger team. Colleagues who are invested in each other will look forward to working together.
    5. Make motivation a topic. Adopt “Motivation Monday” and ask the team to talk about what motivates them. Ask them how they find inspiration personally. This can give leaders and fellow colleagues a beneficial understanding of what each employee values.
    6. Let people do their jobs. No one wants to be micromanaged. Allow for autonomy where possible and be clear in your words so that employees know they are empowered to do their job. It shows a level of trust and respect, which generally leads to higher job satisfaction and greater productivity.
    7. Show appreciation. We’ve said this before, but leaders must show appreciation for the work their team is doing. It goes a long way.

    But above all, remember that employees are individuals. What inspires or motivates one may not be as powerful for another. So, tailor your tactics to suit both your team and the individuals within it.


    Lindsay LaNore (lindsay.lanore@icba.org) is ICBA’s group executive vice president and chief learning and experience officer

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  • Valley Bank helps lead women home

    Valley Bank helps lead women home

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    Valley Bank offers financial literacy education to women through Hoving Home.

    Valley Bank is working side by side with Walter Hoving Home, a place of refuge for women struggling with addiction and other personal challenges, to offer residents financial empowerment.

    By Roshan McArthur


    For Valley Bank in Wayne, N.J., success brings with it an obligation to help others succeed, too. The near century-old, $57 billion-asset community bank believes deeply in financial empowerment, not just for its customers but for the most vulnerable community members, too.

    For more than five years, Valley Bank has worked with Walter Hoving Home, a community nonprofit organization in Oxford, N.J. Hoving Home is a faith-based facility that helps mostly low-income women recover from issues like drug addiction, alcoholism, abuse, prostitution and human trafficking. In the 56 years since it was founded, the nonprofit has grown from one home in Garrison, N.Y., to six branches throughout the U.S., helping more than a quarter of a million women find their feet again.


    Valley Bank’s relationship with Walter Hoving Home began in 2018.


    “Hoving Home has provided them a safe place to recover from these situations, to reestablish themselves so they can reenter society, gain custody of their children and be productive,” says Karen Austin, Valley Bank’s VP and market manager. Austin initiated the relationship in 2018 after a chance encounter with one of Hoving Home’s team members during a conference at a local university.

    “Valley was able to enter into this relationship by providing financial empowerment to the women who are residents of Hoving Home,” she explains. Over the years, that empowerment has taken the form of grants, donations of equipment and volunteer hours. In June 2022, for example, the community bank’s team members took part in a beautification day with shovels, rakes and “a lot of sweat equity,” preparing for the nonprofit’s annual graduation ceremony at its Oxford site. Valley Bank also provided laptops and printers for a new computer lab, and its property management group donated desks and cubicles from branches and departments that were being renovated to a new learning center.

    “Our opportunity is to reach those who need it the most and provide a service so that, when they are able to regain their lives, they’re going to be able to make informed decisions and know there’s advocacy available to them.”
    —Karen Austin, Valley Bank

    “Having a local impact is something that’s very important for us,” says Bernadette Mueller, Valley Bank’s EVP for corporate social responsibility. “We want to be viewed as partners in our local communities, serving not only the people who live there but the people who work there, our whole constituency in that area, whether that be community groups or households.”

    Creating a path forward

    In addition to donations and volunteer hours, Valley Bank also provides financial literacy education as part of Hoving Home’s Career Readiness Program. Using a Consumer Financial Protection Bureau curriculum called “Your Money, Your Goals,” Austin teaches nine one-hour sessions to the women, covering saving, spending, budgeting, credit, debt management, managing financial setbacks and more. She also makes a point of keeping her students informed about current events that illustrate why financial literacy is so important.

    These days, she is reaching more women than ever. “I used to do the sessions in person in Oxford, N.J.,” she recalls, “so I would drive on a weekly basis from an office in the Wayne area, an hour and a half up to Oxford, and then back another hour and a half home to my house. When COVID hit, that changed everything. And I became a little bit more effective at using Zoom. So, I conducted Zoom classes for the individuals in Oxford.”

    At the beginning of 2022, the director of Hoving Home asked her if she could conduct classes for its other facilities as well: two in Garrison, N.Y., one in Pasadena, Calif., and another in Las Vegas. By teaching virtually, Austin has expanded Valley Bank’s reach nationwide.

    “I feel that we as Valley have to support our local community, wherever and whoever that might be,” says Austin. “And our opportunity is to reach those who need it the most and provide a service so that, when they are able to regain their lives, they’re going to be able to make informed decisions and know there’s advocacy available to them. I feel Valley has played an extraordinary part in that, and I’m grateful to be part of that work.”

    That gratitude runs deep, says Mueller. “Our people, across the board—from the facilities and the property management people loading desks, to the tech people setting up laptops—have been feeling the same way, just feeling so good about what they’re doing,” she says. “We’re getting much more than we’re giving.”


    Roshan McArthur is a writer in California.

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  • The benefits of offering virtual advisor services

    The benefits of offering virtual advisor services

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    From left: Coastal Heritage Bank staff Pat Driscoll, Sondra Krieg, Lisa Levy, Janet Joyce, Diane Calabro and Scott Ambroceo. Photo by Mike Ritter

    Spurred by social distancing and shutdowns during the pandemic, many community banks turned to virtual financial advisory services, and these new practices are expected to stick around.

    By Katie Kuehner-Hebert


    The pandemic shutdowns expedited community banks’ digital transformation journeys—including the adoption of virtual financial advisory services. More and more community banks offering wealth management now provide these services, not as a substitute for in-person meetings, but rather as a supplement.

    They are following a trend across the wealth management sector. While most financial advisors still prefer in-person meetings with clients, a 2021 survey by SmartAsset Advisors LLC found that the pandemic spurred most to offer video calls, and more than a third said they expected to continue the practice post-pandemic, in addition to sending emails and texts to clients.

    By offering virtual advisory services, community banks have the potential to significantly reduce the amount of time required from, and friction for, customers, says Ashish Garg, cofounder and CEO of Eltropy Inc. in Milpitas, Calif., a fintech that provides a digital communications platform for community financial institutions.

    “Traditionally, customers preferred going to a branch for financial advisory services, because they were discussing large sums of money,” Garg says. “With the rise of virtual and video banking technologies, however, customers still have the reassurance of talking to someone face to face, but they can do so from the comfort of their home, their car or wherever they may be.”

    Like telehealth and healthcare, virtual options make financial advisory services more accessible for many people—especially if the level of service online is on par with what they would experience in person, he says.

    Going digital

    Coastal Heritage Bank in Weymouth, Mass., recently adopted Eltropy’s digital communications platform and plans to roll out virtual capabilities across the institution, including for its wealth management arm, says Scott Ambroceo, senior vice president at the $910 million-asset community bank.

    “While the bank is starting slow in its deployment to develop internal subject matter experts on the platform,” he says, “it can see opportunities in the near term to expand on what it’s doing today, in order to assist in attracting and retaining relationships through a secure and convenient digital banking platform.”

    The virtual capabilities are built on the success of Coastal Heritage Bank’s earlier digital transformation moves, in part due to customer preferences during the pandemic, he says.

    “As we were seeing high adoption rates of our digital platform by our customers, we were also seeing significant success in managing our business, many times remotely, through internal web-based collaboration software, due to the ongoing pandemic,” Ambroceo says. “Naturally, we began focusing on our options to expand our digital banking platform to include a face-to-face experience from the comfort of the customer’s home, business or wherever life placed them at the moment they needed their bank.”

    Via an interactive widget on Coastal Heritage Bank’s website, customers will be able to initiate video calls to staff, aided by technology to authenticate the customer’s identity, he says. Joint-account owners can join the calls from two different areas of the world, if needed.

    Moreover, staff will be able to help customers complete forms through video calls using eSign, Ambroceo says. eSign documents can be presented for signature and retained as part of the bank’s permanent records, eliminating the need for single or joint account owners from having to provide wet signatures either in-branch or through the mail.

    In addition, customers can use the digital platform for 24/7 chatbox conversations with automated responses to more than 100 common questions received by the bank, as well as text-only conversations for quick questions and audio-only conversations depending on customers’ preferences, he says.

    To be more user-friendly, digital communication platforms need to offer all these capabilities in addition to video calls, Garg says.

    “The fact that consumers have become used to so many different channels of communication—and prefer different kinds of communication for different situations—creates a challenge for community banks,” he says. “They need to offer the full suite of communications options that their consumers may want.”

    Other needs for virtual advisory services

    Integrations are another important consideration for community banks, because they navigate so many IT systems—a lending system, a CRM, and an e-signature system like DocuSign, among others, Garg says. Institutions need a solution that can automate the flow of information from one system to another.

    Data security is also critical—digital communication platforms need to encrypt both stored data and data that is captured during a voice call, he says.

    Offering virtual advisory services not only supplements in-person meetings; it can also help ensure that staffing levels are maintained—something particularly important in this era of the Great Resignation, Garg says.

    “With ongoing labor shortages, this is a big challenge for community financial institutions, especially as they expand into new markets,” he says. “This kind of technology ensures that banks can address the concerns of customers no matter where they live.”


    Katie Kuehner-Hebert is a writer in California.

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  • New ICBA chairman Derek Williams’ commitment to community

    New ICBA chairman Derek Williams’ commitment to community

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    Derek Williams, president and CEO of Century Bank & Trust in Milledgeville, Ga., wanted to be a financier before finding his way to community banking. Photo by Harold Daniels

    Derek Williams, president and CEO of Century Bank & Trust in Georgia, is bringing his passion for community banking to his term as ICBA chairman for 2023/24.

    By Roshan McArthur


    Derek Williams is, he says, excited, honored and humbled to make his debut as ICBA chairman at ICBA LIVE. A banking stalwart described by outgoing chairman Brad Bolton as “a passionate community leader and a staunch leader of our industry,” Williams has built a career by immersing himself in the community banking world. He has also served on ICBA’s executive committee for many years, including a term as treasurer from 2016 to 2018.

    He has served as president and CEO of $365 million-asset Century Bank & Trust in Milledgeville, Ga., for eight years. But, unlike many in the industry, this profession wasn’t in his blood. Asked if there is a history of banking in his family, he laughs—something he does often.

    “That’s an interesting story,” he says. “It’s kind of an anti-banking history!”

    Williams grew up in Barnesville, Ga., at the time a small town of about 5,000 residents. It was something of a humble start, he says. He was raised by a mother who stayed home with her four kids and a father who built houses.

    “He was a craftsman by nature,” Williams says of his father. “So the most experience I had with banking growing up was him as a bank customer. I knew the bankers in town because my dad knew them, and I learned a lot just from being around them and watching how dad dealt with them. He had a great relationship with banks and bankers, and that attracted me, just from the standpoint of what they did to help my dad.”


    Williams (second from left) with ICBA’s 2022/23 executive committee, including outgoing chairman Brad Bolton, at ICBA LIVE 2022 in San Antonio. Photo by Chris Williams


    That said, Williams left the University of Georgia, Terry College of Business, in 1984 with a BBA in finance, determined to get out of Barnesville and become “the next great corporate financier.” But the world had other plans. He graduated into a recession, one of two that would have a profound influence on his career. During that time, at an interview for a job as a stockbroker, he asked one of the brokers how well his office performed. The response he received reshaped his career. “I don’t have any idea what the office does,” the broker told him. “I only worry about what I do.”

    The implication was simple: The broker didn’t care about anybody he worked with, which was anathema to Williams. “So many of the jobs that I looked at in the corporate finance world, and certainly the stockbroker world, were very much like that,” he recalls. “I was used to family, I was used to teamwork, and I need that. I needed camaraderie.”

    So, he joined a training program at what was then Citizens & Southern National Bank, once the largest bank in the southeastern U.S., now part of Bank of America, before moving to Griffin, Ga., in 1987. “I went to work for a community bank, kind of by accident, and found the job love of my life,” he says. “I got a job with First National Bank of Griffin, and I’ve been a community banker ever since.”

    That love of community has defined his career. “One thing about community banking that I love is we get paid to be active in the community; that’s part of what we do,” he explains. “We’re committed to the community, not just from the standpoint of its financial health, but community banks, especially in small towns, are really their financial centers. They’re where everybody gathers, where people come in the morning.

    “I like that, and I like the idea of being able to be active in the chamber and active on the local boards. This was a job that not only allowed me to do that but encouraged me to do it.”

    Williams has a passion for relationship building, whether it’s sitting on the boards of local museums or fundraising for Relay for Life, and he admits he’s always the first person to stand up and take on those roles as a way of getting to know the neighborhood he’s working in.


    Derek Williams and fellow Georgia community bankers at the 2013 ICBA Washington Policy Summit, now the Capital Summit. Photo by Stephen Gosling


    A rapid ascent

    Williams set himself a goal of becoming CEO of a bank by the age of 40. He achieved it at 34 years old at First Peoples Bank in Pine Mountain, Ga., where he stayed for 15 years, from 1998 to 2013. During that time, he took the community bank through the Great Recession of 2008–09.

    “That’s when the bottom fell out, and Georgia was markedly hit,” he reflects on the tumultuous period. “We lost 90-plus banks to failure in between 2008 and 2013. So, it was a very, very difficult time.”


    Williams with Tori Kala, Century Bank & Trust’s assistant vice president, loans; and teller Filicia Mohammed.


    What drives Williams—and what got him through that time—is “an absolute belief in and a love for the model of community banking.” As chairman of the Community Bankers Association of Georgia during that recession, he would remind others of the importance of their roles.

    “I told them, ‘Guys, what we do matters, what we do works and the model works,’” he recalls. “‘And yes, we’re having some exceptionally tough economic times right now, but there’s always going to be a place for local banks to take deposits from people they know, live with and work with, people they understand, and loan that money to people that they know and understand—local community.’”

    It’s a belief he still holds. “There’s always going to be place for it, no matter how big the big banks get, no matter how automated they get, no matter how much things change. There’s always going to be a place for that model.”

    We use the word ‘family’ a lot. We’re serious about it at Century. We believe in it. We believe in each other.”
    —Derek Williams

    Williams believes there is great potential for a resurgence in community banking, thanks to shifting demographics. He describes acquaintances in their twenties and thirties choosing local coffee shops over big names like Starbucks, local hardware stores over Lowe’s or Home Depot—so why not, he suggests, choose a community bank over a national bank?

    Williams with head teller Connie Davis (left) and senior customer service representative Jennifer Tarver

    He recalls serving on FDIC’s Community Bank Advisory Committee years ago and being introduced to a group of millennials who worked there. All but one of them had the same checking account they had opened in high school. When asked what they wanted from a bank, they told him, “If you’ll give us the technology, if you’ll give us the ability to bank on our phones … but assure us that Ms. Sally who we used to talk to at the bank is still there if we need to talk to somebody, then you’ve got us for life.”

    This approach is key to Century Bank & Trust’s success. “If we can get them in the door, we can keep them,” he says, “because we can blow them away with the service that we provide.”

    And that means putting ethics front and center. “We use the word ‘family’ a lot. We’re serious about it at Century. We believe in it. We believe in each other,” he says. “I had an HR attorney tell me one time, ‘Derek, I want you to remember something. Just because something is legal, doesn’t mean it’s right or ethical.’ So, I always think about that. When we have situations, I know [my team is] going to respond with what’s best for the people who work at the bank and what’s best for our customers.”

    Community banks have a great reputation with legislators and regulators because of our track record of safe and sound performance and our support of consumers and small businesses.”
    —Derek Williams

    It’s his confidence in Century’s culture and in his team that has allowed him the freedom to work closely with ICBA. As CEO, he says, his job is “to create a culture and to encourage and to motivate and to live at the 30,000-foot level, trying to make sure that everybody else has an opportunity to do their job as effectively as possible.”

    Keeping the flame burning

    Williams foresees a challenging year ahead, with issues from inflation and interest rates to the ripple effects of the pandemic, but he plans to spend his year as chairman lending support to ICBA president Rebeca Romero Rainey and her team, as well as reminding bankers that the community banking model works and to take pride in what they do every day.

    He believes ICBA’s advocacy work in Washington D.C., is critical to shaping the industry and affects all community bankers in profound ways. “Community banks,” says Williams, “have a great reputation with legislators and regulators because of our track record of safe and sound performance and our support of consumers and small businesses. We just want that track record to be acknowledged and considered so that regulations can be tiered to fit the risk profile of the institutions.”

    He believes passionately in the ThinkTECH Accelerator, saying it’s at the forefront of bringing technology to community banks and is making it possible for those millennials he met, plus the Gen Zers coming up behind them, to bank locally.

    “There are some brilliant, brilliant people who are doing some really cool things with not only advocacy on the hill but from an education standpoint and also from an innovation standpoint,” Williams says. “ICBA is cutting edge on that. They’re working with technology firms to come in and not try to take our business away from us but help us do it better and more efficiently. Community banks can now provide technology that’s just as slick, mobile apps and all the technology that the big banks have, but we back it up with personal service.”


    Williams during a Community Banker Association of Georgia meeting held at the U.S. Capitol. Photo by Stephen Gosling


    Williams filming a video to be shown at ICBA LIVE 2023


    March will be a busy month. Century Bank is celebrating 125 years in business, and he kicks off his term as chairman with a speech in front of a large crowd of bankers at ICBA LIVE in Honolulu.

    But that’s not fazing him in the slightest. He recalls a conversation with Aleis Stokes, ICBA’s senior vice president of communications, at last year’s convention, when she warned him that she would need the first draft of his speech by November.

    He laughs, “I said, ‘Aleis, that speech has been written for 10 years! This is something I’ve always wanted to do.’”

    So, while community banking may not be in Derek Williams’ blood, it’s clearly a job he was born to do.


    Family first—always

    Derek Williams and his family at his daughter Betsy’s wedding in 2022. Photo by Justen Clay

    Derek Williams has many strings to his bow, but ask him how he likes to spend his time most, and the answer is simple: with his family. He and his wife, Karen, just celebrated 37 years of marriage, and she has stayed by his side as he built his career, a fact he is keen to acknowledge, given the frequency of their moves from bank to bank as he advanced his career.

    “Her dad is a retired lieutenant colonel in the army, and she still jokes that I moved her around more than he did,” he laughs. “That’s pretty bad!” The couple have three daughters and spend as much time as they can with them, whether it’s boating near their home on Lake Sinclair or playing with their three granddaughters.


    Century Bank & Trust turns 125

    Century Bank & Trust originally opened as Merchants and Farmers Bank on March 1, 1898, in Milledgeville, Ga. In 1993, it rebranded to reflect its evolving role in the financial services industry. Today, the $365 million-asset community bank has two branch offices in Milledgeville, plus a loan production office in Greensboro and a diverse team that reflects its community.

    Community service is as much a pillar of the community bank as it has always been. In October 2021, the bank raised more than $13,000 for the American Cancer Society’s Relay for Life, and in March 2022, the bank made a $10,000 donation to John Milledge Academy to help provide scholarships for K–12 education in the local community. On March 1, 2023, it celebrates 125 years in business, with Derek Williams at its helm for the last eight.


    Roshan McArthur is a writer in California.

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  • Charles Potts: How to use data to drive bank growth

    Charles Potts: How to use data to drive bank growth

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    Photo by Courtney K/iStock

     
    By Charles Potts, ICBA


    If you’ve heard it once, you’ve heard it a thousand times: In today’s landscape, data reigns supreme. Working hand in hand with digital transformation, data provides a powerful tool for community banks. Its accessibility, readability and applicability in today’s digital-first environment has enhanced community banks’ ability to serve their customers, creating a heightened experience.

    But beyond its analysis to help you in your product journey, data can help transform your marketing efforts, offering insights into customer interests and behaviors to better align your offerings with their expectations. In fact, 73% of consumers believe companies should understand their unique needs and expectations, and 56% think offers should always be personalized.

    Fortunately, your community bank does have the information necessary to do just that. Data analysis and performance marketing do not have to be in-house skillsets. Working with trusted third-party providers to mine your data for opportunities will help you not only grow your business but better serve your customers in the process.

    For example, ThinkTECH Accelerator alum FI Works, a data-driven sales and marketing software platform, partnered with a community bank to deepen customer engagement. Through statistical and machine learning techniques, the FI Works platform estimated the probability that a customer would want a specific product. The bank then used that data to create a personalized marketing piece, providing individualized offers based on customers’ predicted preferences. The results? Following the eight-week campaign, the bank captured $25 million in new deposits.

    Or consider how another Accelerator participant, KlariVis, saved one bank up to 400 hours per month of ad hoc reporting by consolidating and aggregating data from the core and ancillary systems. With data dispersed in multiple places due to acquisitions, this consolidation yielded not only increased bank efficiency but also a way to deliver more targeted product offerings to existing clients.

    Another ThinkTECH alumni company, Fintel Connect, worked with a bank to extend its brand marketing via third-party publishers. By brokering an affiliate partner program with 25 publishers whose digital footprints matched bank targets, Fintel Connect was able to help the bank achieve tangible results, including opened deposit accounts. This approach resulted in the bank’s highest-performing marketing initiative to date—with costs significantly less than its previous pay-per-click campaigns.

    All three of these initiatives achieved impressive outcomes, yet the examples only scratch the surface of performance marketing’s potential. So, as you look to what’s next for your marketing plan, contemplate how partnering with a fintech can help you achieve business objectives. With the strong results we’ve seen, it bears repeating: In marketing, data reigns supreme.


    Charles Potts (charles.potts@icba.org) is ICBA executive vice president and chief innovation officer

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  • Market your community bank with first-party data

    Market your community bank with first-party data

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    Illustration by The Laundry Room/Stocksy

    Customer data fuels efficient and effective marketing these days. Community banks own an enviable amount of data, but not all are leveraging it to its fullest extent.

    By Mindy Charski


    People share important data about themselves with their community bank in myriad ways. It happens every time they open a checking account, apply for a mortgage, make a direct deposit, log into a bank’s website or chat with a banker, and more. From these actions, community banks receive data on their income, home address, email address, credit card debt, employer and financial products they want to learn more about.

    It all forms what is referred to as first-party data, or information that organizations own and collect themselves, and it’s generally considered more valuable and accurate than information that outside providers collect, or third-party data.

    “When we have first-party data, we can target much more precisely and can obviously reach those individuals one-to-one.”
    —Andrew Catalano, Austin Williams

    While most community banks aren’t yet using first-party data for marketing purposes to grow revenue and retain customers, experts say those willing to invest in the effort can reap big rewards.

    “To be able to get access to first-party data and use it strategically is probably the next big opportunity for banks,” says Eric Cook, chief digital strategist at digital marketing agency WSI Digital in Prudenville, Mich.

    First-party data for targeted marketing campaigns

    Community banks can use their first-party data to upsell and cross-sell to existing customers with highly relevant messages. “When we have first-party data, we can target much more precisely and can obviously reach those individuals one-to-one,” says Andrew Catalano, chief innovation officer of digital marketing agency Austin Williams in Long Island, N.Y.

    For example, instead of sending 20,000 mailers about a home equity line of credit to everyone within a certain radius of a branch, a bank could focus the campaign on only customers in its database who it deems may be in-market for one. “We can look at people who got a new mortgage within the last one to two years and make over X amount of dollars in income and meet whatever other qualifications,” Catalano says.

    In addition to direct outreach efforts, first-party data can be used for advertising campaigns across a variety of media, including streaming services and social media. “We can take that data and we can reach that person online,” Catalano says. “If we have an export of phone numbers or email addresses from our client, we can take that to Facebook, and Facebook can match those phone numbers and emails to user accounts and serve ads to those people specifically.”

    Banks can also employ first-party data to build predictive models that can inform their marketing efforts. These models could predict which products individual customers will need next, for example, and which customers are likely to leave the bank and should be put in retention programs, says Ryan Wilson, vice president of client relationships at Aunalytics. The South Bend, Ind.-based company can tap into bank databases, including the core processing system, to generate advanced analytics and insights.

    Data about existing customers can even help community banks improve their efforts to find new customers. “The key is to understand the profiles of the best and [more challenging] customers, which can then impact who you target for solicitation,” says Stephenie Williams, vice president, financial institution marketing product and strategy at marketing solutions company Vericast in San Antonio.

    Enhance the customer experience with first-party data

    Community banks pride themselves on offering excellent customer service and anticipating the needs of clients. They can supercharge those efforts with first-party data.

    Take online banking, for example. Community banks can welcome customers by name when they log in. In addition, banks can send a message to specific customers that congratulates them on being a candidate for a loan, Cook says. The message could include a link to a local lender’s calendar to set up a conversation. “Just make it easy for people to take the next step in that discovery process,” he says.

    Likewise, customer service associates who have data at their fingertips can play their own marketing role. “When [customers] call in, if [associates] knew that their next best product could be a CD, they can have that conversation and more intimate relationship,” Wilson says. “We know that community banks want that white glove service in the community.”

    How to activate first-party data

    Though financial institutions own a treasure trove of data, some marketing teams might not be able to determine key information like which customers are small-business owners, who uses online banking and who is unprofitable for the bank. A big reason is because those valuable insights are often siloed away in a core system that marketers can’t access.

    In addition, many marketers don’t have tools for capturing customer information themselves. They may not have customer relationship management (CRM) software, which can store customer data and handle tasks like segmenting customers and tracking leads. Or, they may lack a marketing automation system, which can help banks manage their emails and send automated messages based on how recipients engage with content.

    There could be other factors at play beyond the technical. Cook, who was once a community banker himself, says many senior managers think, “‘We don’t want to be intrusive, we don’t want to freak our customers out, we don’t want to seem greedy, we don’t want to overstep our bounds.’”

    Making the investment

    On top of that, he says many balk at the cost of the technologies. “Marketing for a lot of folks still is a necessary evil,” Cook says. “It’s not seen as an asset, income-producing activity.”

    Successfully leveraging first-party data does come with a high price tag because of the required additional tools and resources necessary to own, understand and capitalize on such data.

    “These are projects in the hundreds of thousands of dollars, ultimately, if you do it all right,” says Crystal Steinbach, digital and marketing automation manager at Mills Marketing in Storm Lake, Iowa. “But that doesn’t mean you’re taking on all of that cost at one time.” These efforts often will roll out incrementally over time, according to Steinbach.

    Extracting marketing value from first-party data can be a long, complicated and expensive endeavor. Yet, Catalano says doing so can be a strategic advantage for banks. He adds, “Even if they’re not using [first-party data] right away, but if they’re starting to collect it and starting to get proper opt-ins, those folks are at a major advantage.”


    Early considerations for implementing a first-party data strategy

    Experts offer these tips for community banks who want to leverage their first-party data:

    1. Invest in a CRM and other marketing tools that can get access to data within the core system.
    2. Prioritize data accuracy. Eric Cook, chief digital strategist of digital marketing agency WSI Digital, has a client who can’t send birthday emails to customers through marketing automation because the bank can’t determine which spouse’s email address is in its core system. Unreliable data creates missed opportunities.
    3. Take measures to protect data. “Organizations are increasingly required to do so by laws, regulations and the desire to maintain a good reputation and trust with their customers,” says Stephenie Williams of Vericast. She says banks need to understand where customer data is located and its lifecycle within the organization. They should also conduct risk assessments and put protections in place to manage risks.
    4. Get buy-in from department leaders. “Change management is a huge deal with these solutions,” says Crystal Steinbach, digital and marketing automation manager at Mills Marketing. For instance, she says before implementing a CRM, banks need a plan to incentivize employees to use it and perhaps even tie their performance metrics to CRM usage. “What our banks are forgetting is, besides all the first-party data that lives within our core … our sales and support teams are talking to people every day,” she says. “They know so much about customers that if that doesn’t get translated into data, usable data at scale, we’re not going to be able to take advantage of that either.”
    5. Adjust processes accordingly. Processes may need to change as well. For example, banks need permission to send emails with promotional content. Yet, while many banks ask for email addresses when people sign up for new accounts, they don’t ask if it’s OK to send emails. “That’s one of the big barriers we have,” Andrew Catalano, chief innovation officer of digital marketing agency Austin Williams says.

    Mindy Charski is a writer in Texas.

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  • Real Estate Association Addresses Racial Equity Issues At Black History Month-Timed Conference

    Real Estate Association Addresses Racial Equity Issues At Black History Month-Timed Conference

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    As state governments across the country debate whether structural racism exists, whether it should be compensated for with reparations, or discussed in classrooms, a group of minority real estate professionals is about to hold its next conference addressing related homeownership and career issues in the last week of Black History Month.

    SHIBA Explained

    The National Association of Real Estate Brokers sees what it calls “institutional discrimination” persisting in the financial service sectors that keep Black homeownership rates lower than that of other groups – and even lower than it was 19 years ago – while creating challenges for its members.

    In the introduction to NAREB’s latest State of Housing in Black America (SHIBA) report published in November 2022, the organization identified “institutional biases that have undermined Black homeownership,” citing lenders using outdated credit scoring models, federal housing finance institutions charging financially vulnerable borrowers more to access mortgage loans, allowing predatory loan marketing, and failing to expunge appraisal discrimination.

    “The year 2004 marked the highest rate of homeownership for Blacks (at just under 50 percent),” wrote the organization’s president Lydia Pope in the report’s forward. Losses to this community have been substantial since the housing market collapsed 15 years ago, she noted, adding that despite a national recovery, “by the second quarter of 2019, the Black homeownership rate had fallen to 40.6 percent – a rate lower than the Black homeownership rate in 1968, the year the Fair Housing Act was established in law.”

    Education for Equity

    NAREB’s mid-winter conference, to be held in San Diego from February 22 through 26, will address these issues with targeted career-building sessions like “Recruitment of Black Professionals: How to Become an Appraiser,” to help reduce pervasive bias in this underrepresented field. Much has been written recently in prominent publications like the Washington Post and New York Times about dramatic inequities in home appraisals for Black homeowners, based both on the racial profile of the homeowner and the neighborhood – even in affluent areas. NAREB would like to see more Black appraisers join the industry to serve homeowners more fairly.

    Community action is another topic that will be tackled at the event. “As NAREB partners with various organizations such as the African American Mayors Association, we want to ensure our members have a seat at the table to advance the agenda of Building Black Wealth in various cities,” the preliminary agenda suggests for a session, beckoning attendees, “Come and gain the knowledge that will position and prepare you for Boards and Land Bank Commissions in your city.”

    A session on the last morning of the event will “dive deep into current housing discrimination cases” and one that afternoon will “clearly identify the barriers that Black women face on their home ownership journey and outline strategies and solutions to help Black women overcome these obstacles.”

    What sets the NAREB conference apart from similar industry gatherings with universally-popular tips on search engine optimization, team building, media skills and marketing is its special focus on addressing racial biases – both casual and structural – that keep Blacks from thriving as real estate professionals and homeowners.

    Last Words

    Whether your statehouse wants these topics covered in high school or college classrooms, the leaders of this professional real estate association that predates the Fair Housing Act by two decades absolutely wants to teach them in their conference classrooms this month. And any real estate firms that aim to expand and serve new markets in their regions could benefit by studying the lessons.

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    Jamie Gold, Contributor

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  • How to Choose the Right Debt Provider for Your Business

    How to Choose the Right Debt Provider for Your Business

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    Opinions expressed by Entrepreneur contributors are their own.

    When founders think of raising debt, they often imagine going to a bank. In my three years advising companies on debt financing options, I frequently remind founders that banks are certainly an option — but not the only one. Founders exploring debt should familiarize themselves with all of the options in the market, from traditional asset-based loans to more innovative venture debt and revenue-based financing solutions.

    These various lenders don’t just have distinctive structures and terms for their capital, they also each have a particular set of criteria to qualify for a loan. By acquainting yourself with the entire market upfront, you can focus on the lenders that suit your business the best, maximize the number of term sheets you receive and spend less time chasing dead ends.

    Related: Why Founders Should Embrace Debt Alongside Equity

    Banks

    Banks themselves come in various shapes and sizes. When it comes to business loans, you have your regional community banks, large multinational banks and specialized venture debt banks. Sometimes one large bank may roll up all of these divisions under one roof, providing a range of options from revolving lines of credit, term loans, warehouse lines and more.

    Oftentimes these banks have access to the cheapest available capital and therefore can offer you the lowest interest rate. But bear in mind that while this is usually the cheapest option, banks also have a high bar to qualify for their capital. They may include covenants or other performance requirements to ensure the business continues to meet their benchmarks throughout the duration of the loan.

    For many small businesses, taking a loan from a local community bank can be a simple low-cost option. But be aware that they may have minimum asset or cash flow requirements to qualify or even ask for a personal guarantee.

    Venture debt banks, on the other hand, specialize in VC-backed cash-burning businesses that show huge growth potential. Oftentimes, getting a loan from one of these banks requires several rounds of equity from brand-name venture capital funds, providing up to 25-35% of your most recent equity raise amount.

    Eventually, once your business is generating several millions of dollars in cash flow, an even wider spectrum of bank options opens up including some of the largest multinational banks.

    Venture debt funds

    More traditional venture debt offerings are very similar to those one would find at a bank. A three- to four-term loan structure is standard, though generally, rates are more expensive than banks with the flipside of a greater quantum of capital.

    Similarly, venture debt funds look for VC-backed companies or at least some form of institutional backing, rapid growth and high LTV/CAC. More bespoke options do exist as well, oftentimes branded as growth debt rather than venture debt, since they can provide capital to angel-backed or even fully bootstrapped businesses.

    Both of these options typically come at a cost of capital in the teens with interest-only periods and can be quite creative in structure. Founders should be aware that for both venture debt banks and funds, loan packages often come with warrants — effectively an option to purchase shares of the company in the future at a fixed price. Meaning, a small amount of dilution should be expected, though some lenders in this space pride themselves on being fully non-dilutive.

    Related: When is the Best Time to Raise Venture Debt – Here’s the Key

    Revenue-based financing (RBF)

    An increasingly popular non-dilutive financing solution for early-stage companies is technically not debt. Revenue-based financing functions more akin to a cash advance. Capital injections are repaid as a percentage of monthly revenues, as opposed to a fixed principal repayment schedule.

    If you’re looking for the fastest path to receiving capital, revenue-based financing is the solution. Many firms that use API integrations to your accounting and commerce data are able to aggregate that data through their underwriting systems and offer terms in 24-48 hours.

    While this capital tends to be on the more expensive side, speed and flexibility make up for it. Unlike other lenders, RBF facilities usually don’t require collateral or impose restrictive covenants that may limit your ability to grow.

    In terms of qualifying for an RBF, monthly revenue minimums can be as low as $10K with at least six months of operating history. The crucial requirement is to show evidence of recurring revenue. This usually means SaaS revenue with low churn, but can also be applied to most subscription-style businesses or even transactional ecommerce businesses that show a strong history of sticky customers.

    Non-bank cash flow lending

    Traditional private credit funds lend to established companies that have several years of traction under their belts. They generally are EBITDA or cash flow positive, some starting at as low as $3M annual EBITDA while others require $10M+. Businesses can be founder or sponsor-owned, and range from fast-growing later-stage tech companies to more traditional businesses and even turnaround financing for distressed situations.

    Use of capital covers a huge spectrum from funding leveraged buyouts or asset purchases to growth capital. Funding structures run the gamut, from senior secured to mezzanine debt (below senior lenders but above equity-holders) or even preferred equity in the capital stack. Rates are typically higher than banks from single digits to mid-teens, with three- to five-year terms. Closing fees and exit fees are common, as are covenants, and loan sizes are derived either holistically on the business fundamentals or as a function of cash flow.

    Non-bank asset-based lending (ABL)

    An ABL facility allows borrowers to use an asset as collateral for a line of credit or term loan. The asset can be as liquid as accounts receivable and inventory or as illiquid as real estate or a specific piece of equipment. Some of these loans can be secured with just one asset. For instance, a company needs a new warehouse and gets ABL financing for that, or it could be a combination like A/R and inventory.

    Asset-based lenders will often focus on a specific industry and require a minimum amount of whichever asset(s) they specialize in (accounts receivable, inventory, capital equipment, real estate or even intellectual property). Those assets can be held on the books as collateral or in some cases purchased outright at a discount (receivables factoring, for example).

    Unlike the other debt facilities covered, ABLs normally carve out a specific asset rather than taking a security interest on the entire company. This lowers the risk for borrowers and provides some flexibility to stack on additional debt, provided they can cover it. The advance rate (the amount of cash you get up-front) is usually between 50% and 90% of the value of the pledged assets.

    Related: The Old-School Solution to Cash Flow Problems Hiding in Your Receivables

    Questions to ask yourself

    As you consider which debt provider to approach, you need to think about the characteristics of the funding vehicle that will unlock the long-term potential of your business — while covering your short-term cash flow needs. Don’t forget that each lender has its own unique criteria. Fundraising without a clear plan of action can become a huge time suck for founders, pulling them away from operating the business. By strategizing upfront and learning the market, you can ensure that you only spend valuable time with lenders that can provide a real offer.

    Once the term sheets are in hand, you can now leverage them and pick the terms that are best for you. I’ll discuss that in my next article.

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    Tim Makhauri

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