Some of the most important relationships a community bank CEO will ever have are formed long before they become necessary.
That wasn't obvious to me early on.
Like many CEOs, I assumed the important conversations would begin when the need appeared.
Looking back, they had already begun years...
By now, conversations about next year are beginning to take shape.
Growth expectations are forming.
Capital needs are being considered.
Dividend expectations are becoming clearer.
Compensation targets will soon follow.
Before those discussions become plans, there is another conversatio...
Strategic planning rarely feels dramatic.
It is organized.
Materials are prepared.
Performance is reviewed.
Forecasts are discussed.
Targets are refined.
In most institutions, the process is disciplined.
Yet a common pattern appears in almost every planning cycle.
Last year's res...
Want to signal you're serious about selling your bank?
Bring serious people to the table:
investment banker,
legal counsel,
and accountants.
This professional team doesn't just provide expertise.
It signals intent and credibility to the market.
Timing Your Sale: The Baseball Analogy
Think...
Many community bank CEOs believe they understand their strategic position. In practice, many don’t.
Strong earnings.
Solid credit quality.
Healthy capital.
A respected brand in the community.
These are important indicators of institutional health.
But they do not necessarily define st...
This is a conversation many community bank CEOs eventually find themselves having with their board.
If your board has ever said, "We're not for sale," this is an important conversation to have before the next strategic decision arrives.
Many community Bank boards believe that declaring indep...
Today’s issue is a bit longer than usual.
It’s foundational.
It brings together the Leverage Matrix,
the Eight Value Drivers,
and the Value Equation
into one cohesive strategic framework.
If you lead a community bank —
and care about control,
optionality,
and long-term value —
this is the architec...
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...
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...
Your investment banker just called with good news—three serious buyers want to move forward.
Then reality hits:
They want detailed information about everything.
Hundreds of documents.
Thousands of questions.
Who can you trust with this sensitive information?
How do you keep your sale ...
Picture this:
Your board meeting is running late.
You've covered loan committee reports, regulatory updates, and budget reviews.
Then you drop the bomb:
"I think we should explore selling the bank."
The room goes silent.
Board members exchange worried glances.
Someone asks, "Is the bank...
Sometimes the best strategy is the one you never saw coming.
In 2017, we were hunting for banks to buy.
By 2022, we were the ones getting bought—and it was the best decision we ever made.
Here's the story of how we built a bank so strong that when plans changed, we had options.
And why ...
