One of your most crucial decisions when selling: how to take your bank to market.
There are three distinct approaches.
Choosing the right one can mean the difference between maximizing value and destroying it.
Why This Decision Matters
Everyone needs alignment.
Your board, your investm...
Most CEOs start thinking about selling when they're forced to.
That's exactly when you don't want to start.
Here's what matters:
Just because you're prepared to sell doesn't mean you need to sell.
Being prepared with low urgency?
That's the ultimate position of strength.
Maximum optional...
Every bank CEO considering a sale faces the same mental trap.
The moment you decide to explore selling; a switch flips in your brain:
"Here's my bank. What will you give me for it?"
Simple, right?
You built something valuable.
Now it's time to cash out.
Here's the problem: That min...
I hear it in boardrooms constantly:
"We'll consider selling when the multiples improve."
Or:
"We won't even look at offers under 2x book."
Here's the truth:
If you're waiting for multiples to determine your bank's future, you're letting fate write your story.
And fate is a terrible autho...
You've decided to sell your bank.
Whether it's market conditions, succession planning, or strategic growth, you're about to face one of the toughest leadership challenges of your career.
Most bank sales that fail don't fall apart because of price.
They fail because CEOs lose control during ...
The deal closed.
You're exhausted. Relieved. Maybe a little emotional.
Now what?
Many CEOs skip straight to "What's next on the list?"
I've done it myself.
We're competitive.
We move fast.
Celebrating feels like wasting time.
But here's what I learned:
Most people aren't obsessi...
The deal closed.
The bank you led no longer exists as a separate entity.
If you had a holding company, that's gone too.
You still have duties related to distributing merger proceeds to shareholders.
That responsibility remains until everyone's been paid.
But everything else changed Fri...
This article is primarily for bank buyers.
But if you're a seller, read it anyway.
Understanding the buyer's perspective helps you prepare your team.
This guidance is meant to help your acquisition succeed.
Read it in that spirit.
If you get this right, you'll distinguish yourself i...
The deal closed.
You think the hard part is over.
It's not.
Your competitors have been calling your customers non-stop since announcement day.
Now that closing happened, they're ramping up even harder.
They smell opportunity.
They're telling your customers the new bank won't care abou...
The deal closed.
The signs changed.
Your shareholders are waiting for their money.
They think it's simple.
Sign the papers, get the check.
Like selling a house.
It's not that simple.
Welcome to the share conversion process—the part of the merger nobody warns you about.
The Que...
The deal closed.
Legal counsel confirmed everything is complete.
Documents were exchanged.
The paying agent has funds ready for shareholders.
Your bank's internal accounts now belong to the buyer.
Friday afternoon, employees walked out the door under your brand.
Monday morning, they'll w...
Your customers heard the announcement.
Now they're confused.
"When does this happen?"
"What changes for me?"
"Do I need to do anything?"
Without a clear roadmap, anxiety fills the gap.
Customers start shopping for new banks.
Employees can't answer questions confidently.
Chaos builds...
