paBanker Magazine 2024 Fall : simplebooklet.com

4 » PA Bankers Association pabankers.com www.GoBaker.com | 844.213.0486 Oklahoma City, OK | Austin, TX | Long Island, NY | Salt Lake City, UT | Springﬁeld, IL | Member: FINRA & SIPCThe Baker Group was founded by a community banker in 1979 with the express purpose of serving and supporting community banks nationwide. Over the last forty-ﬁve years, our commitment to that mission has not wavered. We now help more than one-thousand community banks across the country manage their balance sheets, interest rate risk, and investment portfolios.Some in our industry openly advocate for fewer community banks in the U.S., going so far as to say we should have just a few dozen mega banks. We cannot disagree more strongly!Community banks are the lifeblood of America and the communities they serve. Show us a thriving city or town anywhere and we promise there will be a strong community bank at the heart of that town, lending to small businesses, helping farmers, donating to charities, and supporting the community in countless ways. Without community banks, America as we know it would look much dierent, and not in a good way.Community banks reﬂect the communities they serve—whether suburban, rural, interurban, agricultural, resort, military, or any other demographic. They are the backbone of these distinct micro-economies that abound throughout this great country. As long as these diverse communities exist, the need will remain for local institutions that understand the nuances of each speciﬁc community, from deposit products, to lending programs, to cash management. Without community banks, many customers would be left with an inecient cookie-cutter banking system not structured to meet the unique needs of the communities they are supposed to serve. The Baker Group remains committed to supporting community banks, the banking associations that advocate for them, and our shared mission of strengthening local communities across America. We are customer focused and industry responsive, providing honest and insightful guidance through strategic balance sheet and investment solutions.Join us at our 45th Anniversary Interest Rate Risk and Investment Strategies Seminar in Scottsdale, AZ, November 7–8, 2024. Visit www.GoBaker.com or call Dale Sheller at 844.213.0486 to ﬁnd out how The Baker Group can assist your community bank in deﬁning and meeting your unique ﬁnancial objectives.The Baker Group Is COMMITTED to

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PA Bankers Association » Fall 2024 5PA Bankers STAFF DIRECTORYGeneral Number (717) 255-6900PA Bankers AssociationJill A. Ametrano, Registrar and Records Coordinator jillametrano@pabankers.com | (717) 255-6927Lisa R. Brandt, Legal and Policy Coordinator lbrandt@pabankers.com | (717) 255-6936J. Duncan Campbell III, President & Chief Executive Ocer dcampbell@pabankers.com | (717) 255-6916Jacqueline A. Catalano, Vice President, Professional Development jcatalano@pabankers.com | (717) 255-6939Amy L. Doyle, Communications and Government Aairs Coordinator adoyle@pabankers.com | (717) 255-6937Connie A. Ferraro, Director, Information Technology cferraro@pabankers.com | (717) 255-6921Michelle L. Henry, Administrative Assistant, Member Engagement & Development mhenry@pabankers.com | (717) 255-6900Sara E. Hocker, Director of Marketing and Communications shocker@pabankers.com | (717) 255-6912Annette M. Moshgat, Director, Finance amoshgat@pabankers.com | (717) 255-6938Louise A. Rynd, Esq., General Counsel lrynd@pabankers.com | (717) 255-6935Michelle L. Staton, Chief Operating Ocer mstaton@pabankers.com | (717) 255-6923Marilyn M. Wisniewski, Professional Development Assistant mwisniewski@pabankers.com | (717) 255-6934 PA Bankers Services CorporationTiani A. Chambers, Director, PA Bankers Services Corporation tchambers@pabankers.com | (717) 255-6928Cynthia L. Wallett, President, PA Bankers Services Corporation cwallett@pabankers.com | (717) 255-6913Wayne R. Whipple, Vice President, Business Development wwhipple@pabankers.com | (717) 255-6925magazineSTAFF Managing Sara E. Hocker Editor Editorial J. Duncan Campbell III Advisors Jacqueline A. Catalano Tiani A. Chambers Louise A. Rynd Michelle L. Staton Cynthia L. Wallett PA Bankers Services Corporation Board of  Chair Tracy E. Watkins, SPHR Secretary Ginger G. Kunkel Treasurer J. Duncan Campbell III Directors Janak M. Amin Mary G. Cummings, Esq Brett D. Fulk John C. Gill Andrew Linn Brendan J. McGill John H. Montgomery Michael D. Peduzzi Brian J. Richardson Jerey S. Stauer Joseph R. TothAddress Correspondence to: paBanker Magazine c/o Pennsylvania Bankers Association 3897 N. Front St., Harrisburg, PA 17110 Tel. (717) 255-6912 Email: shocker@pabankers.compaBanker Magazine is published four times a year by the PA Bankers Services Corporation (Services Corporation), a subsidiary of the Pennsylvania Bankers Association (PA Bankers). The Association serves Pennsylvania banks and nancial institutions with educational programs, member services and represents members on the state and federal level. Since 1895, PA Bankers continuously worked to be the premier nancial services organization supporting a diversied membership through volunteer participation, a knowledgeable sta, state of the art technology and a commitment to excellence.paBanker Magazine is the ocial publication of PA Bankers.EditorialThe opinions expressed in articles by authors other than Association sta and ocers are the responsibility of the authors only and not necessarily those of the PA Bankers, the Services Corporation or its members. All articles, unless otherwise notied, have been written by paBanker Magazine sta. Questions and comments should be addressed to the Managing Editor. PA Bankers members may reproduce any non-commercial part of this publication with verbal permission from the editor. All others must receive written permission from the editor prior to reproduction of any part of this publication. Copyright ©2003 PA Bankers Services Corporation. All Rights Reserved.Designed by: Hot Frog Print & MediaSponsored by:

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6 » PA Bankers Association pabankers.com am overwhelmed with gratitude and humbled to be able to represent this great industry that I have a deep respect and passion for, as the 2024-25 PA Bankers Chair. I have been privileged to work in the financial industry for my entire career, which has now spanned over 30 years. There is nothing more satisfying than helping individuals and businesses reach their financial goals and assisting local communities so that they can grow and thrive.None of this would be possible without a great support network, and I owe many thanks for all that you have done. I would like to start out by thanking:1. All of my fellow association member banks for their vote of confidence and support of me.2. My FCCB Board of Directors for granting me the time and energy that will be needed over the next year to fulfill my chair duties and responsibilities.3. My FCCB Management Team, especially my right- and left-hand Gina, for the extra work they will absorb with me being out of the office a bit more, advocating for the association and our cause.4. My wife, Connie, and my daughters and their families for their continued unconditional love and support.5. And, lastly, I would be remiss if I did not thank the PA Bankers Association staff. It has been my privilege to work alongside such a Itruly gifted, talented and forward-looking staff. You have my promise that I will continue my efforts to add real value and pay it forward to the industry and association that has been so very important to me. For more than 20 years, I have made it a priority to support the association through various events, volunteer opportunities and the PA Bankers Services Corporation’s Select Vendor program. Throughout this time, the association has brought incredible value to my bank and my personal growth. We have all heard of the phrase “the right tool for the job.” Trust me when I tell you the association is the right tool for the job – they can make your life easier, save you time and effort, and save you money as they certainly have for me and my bank. They are a true and critical partner for us!My team has used the PA Bankers intern program to create our own intern program at the bank, as well as the DEI Roadmap developed by PA Bankers to support our internal DEI efforts. Let me give you an example of how FCCB saw success with the DEI Roadmap. A few years back FCCB formed an Environmental, Social, and Governance Committee whose mission was to ethically and positively impact FCCB’s employees, customers, communities and shareholders. Unfortunately, the committee struggled with moving forward. But once this committee found the right tool –PA Bankers’ DEI Roadmap – it gained momentum and direction. Now this committee provides a monthly cultural highlight, a DEIB word of the month and a diversity scorecard to our employee base. As a note, both the intern program and DEI Roadmap are free to member banks.Over the years we have used many select vendors. In fact, by using eight Select Vendors through the PA Bankers Services Corporation, my bank has saved millions of dollars. This is not an exaggeration; let me share with you FCCB’s actual results.1. Bank Health Care Consortium of PA –saved $2.3 million in administrative fees2. Bankers Settlement Services of the Capital Region, LLC –received $184,558 in total cash distributions3. ABA Insurance Services –received $124,215 in cash distributions4. APPI Energy –saved $96,282 with a portfolio of 33 accounts across 5 utilities5. Cornerstone Advisors – on a 2021 MasterCard contract, negotiated $892,080 savings Other Select Vendor relationships we have with Compliance Alliance, Virtual Compliance Officer and KlariVis are improving operations and reducing employee costs and hours spent on compliance and data analytics.chairman’sINSIGHTSPaying it ForwardAdapted From His Remarks at the PA Bankers 2024 ConventionRANDALL E. BLACKPresident & Chief Executive OfficerFirst Citizens Community Bank

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PA Bankers Association » Fall 2024 7The savings are real, my friends! While I know some of you take advantage of what PA Bankers has to offer to its members, I know that many more of you have not yet realized the power of engagement with the association. That’s why, this year, I am collaborating with PA Bankers to launch the “Chair’s Challenge.” As many of you remember, the “Stronger Together” campaign was launched last year, under the leadership of Immediate Past Chair Angie Sargent, with a goal of branding member banks’ engagement with the association to show the industry and our communities what we do to strengthen the commonwealth, together. The goal of the “Chair’s Challenge” is to take “Stronger Together” to the next level by challenging leaders at all member banks to increase their engagement with the association through several opportunities. PA Bankers has an extensive array of offerings for its members to educate their employees, develop future leaders, recruit talent, improve processes, increase performance and reduce costs. As part of the “Chair’s Challenge,” I challenge you to:• Review PA Bankers’ educational offerings before creating a program or looking at other vendors;• Meet with the association’s professional development team to discuss your bank’s educational needs;• Send employees to PA Bankers’ conferences, schools or Leadership Institute;• Look at the various committees to ensure that your bank is represented;• Use PA Bankers’ resources around DEI and internships;• Engage with peers at association events and dedicated peer exchanges;• Ensure your bank is involved in the association’s advocacy at the state and federal levels;• Invite local legislators into the bank to see first-hand how banks support their customers and communities; and• Review the Services Corp.’s Select Vendors to save money on products and services your bank may use every day. Part of the challenge includes a recognition of banks engaging with PA Bankers. When your bank completes a qualifying opportunity above, through June 30, 2025, your bank will earn “bankers bucks.” These bankers bucks can be used toward registrations on PA Bankers events from July 1, 2025, to June 30, 2026.We will officially roll out this challenge in the coming weeks, so be on the lookout for an email with more information. I am excited for you all to see the value of the association and what it can provide for your bank.Thank you all for your support of the PA Bankers Association. It means so much to me that the work that I am so passionate about also resonates with each of you. I am humbled and appreciative of this opportunity. To Wes Weymers, Mark Ritter, Angie Sargent, Bill Kuzo and Gene Draganosky, it has been a great honor to serve with you, and I thank each of you for all your leadership. We are…Stronger Together!Does your bank not yet offer a Bank On Certified Account? Visit our website to learn more about the benefits of Bank On Certified Accounts and how you can get started today.

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8 » PA Bankers Association pabankers.comach year, we kick off the new PA Bankers year with our Board and Past Chairs strategic retreat. It’s an opportunity for the new board to come together with members of our Past Chairs Forum and the professional staff to put some focused energy and deliberation into the challenges facing our industry and our association.This year’s retreat took place in early September at The Hotel Hershey and was tied purposefully to the inaugural Executive Management Conference that followed. I would like to give you a firsthand report from these very important meetings, and I will do my best to share with you the highlights, but unfortunately, on the day that we were to begin, COVID put me on the sidelines of this very important game.If you know me at all, you can imagine my frustration at missing this retreat. Not that I was really needed—the board, past chairs and professional staff were fully prepared and capable of discussion. PA Bankers Chair Randy Black led the group with passion and personal conviction, and COO Michelle Staton did a great job ensuring our group discussions were productive and constructive. It was my fear of missing out, or FOMO, that had me slightly unnerved.One person’s FOMO does not a retreat make. In fact, I would argue that this year’s set of meetings was probably one of the most successful retreats we have had in my association career. Monday morning’s meeting started with a briefing by Dave Paulson and Mark Evanco from the Federal Home Loan Bank of Pittsburgh. FHLBank Pittsburgh has been a great source of liquidity for our members, and we greatly appreciate all that they do for PA Bankers and our PA banking industry. We will continue to look for ways that we can be supportive of their mission. Special congrats to Dave on his promotion to CEO of the bank—Dave, we look forward to continuing the solid relationship we have developed for many years now, with you at the helm. Let me further offer my personal gratitude to outgoing FHLBank Pittsburgh CEO Winthrop Watson for his friendship, leadership and overall strategic vision. Winthrop, Kristen and I wish you and Signe all the best in retirement!After the briefing by FHLBank Pittsburgh, we spent some time on the current association strategy and accompanying metrics, framing the strategic discussion around the theme of member engagement. The board was fully engaged in table discussions around topics such as the current banking environment, industry challenges and value-producing programming for the membership. The commentary from these conversations will help to inform the 2025 strategic plan.Let me share a couple stream-of-conscious reflections from what I was hearing through my computer:• Related to the current state of affairs in the banking industry, it has never been harder to be a banker. Interest rates, cost of funds, non-bank competition, regulation, workforce—all of these factors contribute to the challenging banking environment.• PA Bankers must continue its committed advocacy on behalf of the industry in Washington and Harrisburg, both with the regulators and lawmakers. Advocacy on behalf of the industry is essential to our ability to effectively provide service for our customers and communities.• The PA Bankers membership can gain tremendous value from utilizing the association’s training and education offerings. Twenty-five percent of the membership sent someone to a PA Bankers School in 2023-24. The schools are our association’s from the CEO to the CEODUNCAN CAMPBELLPresident & CEO PA Bankers AssociationE2024 Retreat Recap:Facing Industry andAssociation Challenges

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PA Bankers Association » Fall 2024 9signature offering with meaningful curriculum taught by the nation’s greatest instructors. Clearly, there is an opportunity to improve that participation level. Jackie Catalano, PA Bankers’ vice president of professional development, can build a plan specific to your bank’s training needs.• The PA Bankers Services Corporation has an array of Select Vendor relationships for the membership. Cindy Wallett and Wayne Whipple will come to you at any time to discuss your pain points, and then match one of our Select Vendors with your specific need. Entering into these relationships helps the bank, as well as the association.• On the topic of member engagement, the Chair’s Challenge (see Randy Black’s article on page 6) will encourage our members to increase their engagement with the association, through programming, advocacy and meeting with the PA Bankers professional staff so that we can address member needs. Members will earn “Bankers Bucks” that can be credited toward association event registrations the following year.Beyond the meetings, retreat is a great time for our banker leaders to come together to laugh, smile, catch up on personal lives and share fellowship. We are fortunate to have the support of several long-time sponsors for this event. Let me offer my personal thanks to:• The Baker Group;• Griffin Financial Group/Stevens & Lee;• PWCampbell;• Webber Advisors;• FHLBank Pittsburgh; and• PA Banker Services Corporation.We have a tradition of publicly thanking the previous year’s chair during the first evening’s dinner. This year, Chair Randy Black thanked Immediate Past Chair Angie Sargent for her leadership efforts and provided her with a small token of appreciation for all of her dedicated effort on behalf of the association and the industry.I would be remiss if I did not offer my gratitude to Angie. She was a tremendous chair during a very challenging time in our industry’s history. She did whatever was asked of her—always with a smile on her face. There was this one time that we traveled to Idaho on her birthday. . .that story is for another day, but I learned a lot about Angie on that trip. She is a wonderful human being, and we are fortunate to have benefited from her steady hand and strong mind.This year is going to be a great year for PA Bankers. Under Randy’s leadership, along with his officer colleagues Bill Kuzo, Gene Draganosky and Angie, we are poised to have great success as an association and industry. We have a great board of directors—many thanks to all of them for the time and dedication they offer to PA Bankers—not just at this strategic retreat, but every day. We are blessed with the greatest volunteer bankers in the country, and I want to express my personal appreciation to each of these directors.Many thanks to the Past Chairs who made it to Hershey for retreat this year—Bill Hayes, Bill Marsh, Jim Dionise and Mark Ritter—thanks to them and to all of our Past Chairs for their constant counsel, commitment to the association, enthusiastic support and legacy of leadership on behalf of the membership.And finally, I extend my thanks to my staff colleagues—Michelle Staton, Cindy Wallett, Louise Rynd, Jackie Catalano and Wayne Whipple, all of whom demonstrated their capability and member commitment throughout the retreat. They, along with all of our Harrisburg staff, go to work day-in and day-out for the PA Bankers membership. They work hard. They work with great passion. They work for you. I’m honored to call them all colleagues and proud of their professionalism and overall dedication to the association and Pennsylvania banking industry.I am already looking forward to next year’s retreat. This time, I hope to be there in person.adINDEXAGRI-ACCESS ................................................................................................................ 24AGRICULTURAL BANKERS CONFERENCE ................................................19BANK HEALTH CARE CONSORTIUM OF PA .............................................25BANK ON KEYSTONE COALITION..................................................................... 7BANKTALENTHQ ......................................................................................................IBC BANZAI! ..............................................................................................................................35CINNAIRE ..........................................................................................................................41COMPLIANCE ALLIANCE .................................................................................... IFCCSI ..........................................................................................................................................31ENVIRON........................................................................................................................... 24EVOLV ..................................................................................................................................37HERBEIN ............................................................................................................................21INVESTORS TITLE INSURANCE COMPANY..............................................23MOBILE APP .................................................................................................................... 11NEW ERA ...........................................................................................................................27S.R. SNODGRASS, P.C. ............................................................................................ BCTHE BAKER GROUP ..................................................................................................... 4THE PLATEAU GROUP .............................................................................................37

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10 » PA Bankers Association pabankers.comtenONpageTENwithTracyWatkinsTRACY WATKINSExecutive Vice President, Chief Human Resources Officer, C&N President, PA Bankers Services Corporation Board of Directorshe Bank Heath Care Consortium of PA (BHCCPA) is a unique health care alternative for Pennsylvania-based financial institutions and Affiliate Members of the PA Bankers Association. Since its launch in July 2007, Webber Advisors, The Benecon Group and the PA Bankers Services Corporation have collaborated to provide every consortium member with leverage and benefits of economies of scale, plan design flexibility and significant cost control strategies for their group health plan. Since 2007, the consortium has returned $126,427,382 in surplus premiums to the participating members.As a member of the BHCCPA since 2008, C&N has realized the value of the self-funded program with $4.5 million in administrative savings and the leverage to utilize surplus premiums that would be returned to the carrier in a fully insured program. For Tracy Watkins, SPHR, executive vice president, chief human resources officer for C&N and current president of the PA Bankers Services Corporation, there are several additional reasons that set the consortium apart from traditional health care options – partnership, transparency and carrier options by geography. As a participating financial institution and member of the BHCCPA board, Tracy is a true program partner with a voice at the table. From informative board meetings that provide continuing education and keep her abreast of the ever-changing health care industry, to partner support and collaborative services offered through Webber Advisors and the Benecon team, member institutions are empowered to make informed decisions regarding their health care. Whether an institution is funding at maximum expected claims or utilizing the “Pay-As-You-Go” option, there is full transparency of every dollar saved and spent. Participants never experience hidden costs, and the member has the authority and ability to make adjustments that meet their bank’s needs. Finally, carrier selection and plan design, based on C&N’s rural footprint, have made the program beneficial for every covered employee.C&N is one of 41 banks utilizing the BHCCPA to position themselves to better control long-term health care expenses. If you are not a member of the BHCCPA, here are 10 additional reasons why you should request a quote and consider joining:TAbility to leverage premium pricing, by carrierCredit surplus premiums toward future health care costsRealize a significant decrease in administration and legal expensesStop loss carrier that establishes a premium increase cap for all consortium participants and does not issue lasersStop-loss renewals based on actual projections not loss ratioProtection from excessive costs in years when high/shock medical claims are experiencedEvery financial institution is provided with one seat on the BHCCPA Board of DirectorsMonthly monitoring of plan performance and cost of benefitsReduced premium taxes and reduced renewal rates controlled by actuaries that work for youWellness and disease management programs to reduce claims and control costs

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28 » PA Bankers Association pabankers.comgovernmentRELATIONSince the time of President Lincoln, American consumers have benefited from a dual banking system, made up of both state-chartered institutions and federally chartered national banks. This system—which can trace its roots back to the U.S. Constitution—allows consumers to have more choices. It offers them a robust marketplace of banks of different sizes and business models to meet their needs. And it enables the nation’s more than 750 national banks to operate safely, soundly and efficiently across multiple jurisdictions under the supervision of the OCC, while at the same time allowing state banks to serve their communities with local supervision. But this system, which has served our country well for more than 150 years, is now coming under threat, as lawmakers in both red states and blue states have begun to pass laws that will interfere with national bank operations, violate federal preemption and tread squarely on the OCC’s turf. Just look at the situation currently unfolding in Illinois, with the Interchange Fee Prohibition Act that was signed into law this summer as part of the state’s budget legislation. This misguided law bans banks, credit unions, payments networks and other entities from charging or receiving interchange fees in Illinois on taxes and tips charged as part of a credit or debit card transaction. This law—which will create unprecedented chaos and confusion for consumers and businesses if allowed to take effect—violates multiple federal statutes, including the National Bank Act and the Federal Credit Union Act, and cannot be enforced against national banks, federal savings institutions or state-chartered banks, as well as federally and state-chartered credit unions. It also runs afoul of the Electronic Fund Transfer Act, which directly addresses the permissible amount of interchange fees for debit card transactions and does not carve out taxes and gratuities. This law, a gift to corporate mega-retailers as part of a last-minute budget deal, is the first of its kind to pass in the nation. We can’t let it stand and run the risk other states follow, which is why ABA is fighting back. Together with the Illinois Bankers Association, America’s Credit Unions and the Illinois Credit Union League, we filed a lawsuit challenging the law, and we are seeking a preliminary injunction pausing implementation until the court can rule on the merits of our case. With top outside lawyers assisting us, we have confidence we will prevail in this case, sending a strong message to other states looking to follow Illinois’ lead.We’ve seen a different kind of challenge to the dual banking system in other states. Florida and Tennessee have put in place their own safety and soundness tests, encroaching on the OCC’s federal overnight of national banks. Like ABA, the OCC has taken notice. We’ve been encouraged by comments from Acting Comptroller Michael Hsu noting that his agency will continue to defend the dual banking system. The acting comptroller pointed out in recent remarks that “increasingly, banks are being asked by states to pick a side in service of performative politics rather than deliberative policy.” This simply shouldn’t be the case, and we will continue to urge the OCC to exercise its authority when states cross the line. Our dual banking system has served Americans well for decades. ABA will continue to push back against efforts to undermine that system, and we’ll keep pressure on regulators to do the same. SDefend the Dual Banking SystemABOUT THE AUTHOR: ROB NICHOLS, PRESIDENT AND CEO, AMERICAN BANKERS ASSOCIATIONEmail Rob at nichols@aba.com.

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30 » PA Bankers Association pabankers.comgovernmentRELATIONSBank Shares Tax Goodwill Deduction ClarifiedFollowing several denials of the deduction from the bank shares tax for goodwill by the PA Department of Revenue (DoR), the Association engaged for several years to clarify the statute on this point. Amendments to the Tax Reform Code enacted as Act 56 of 2024 included the long-sought bank share tax goodwill deduction clarification. Had the deduction not been recognized, the banking industry in PA would have faced $100M in additional tax each year.Uniform Commercial Code ModernizedImportant updates to the PA Uniform Commercial Code to reflect digital assets sponsored by Sen. Greg Rothman were enacted as Act 41 of 2024.Directed Trusts & Nonjudicial Trust Termination EnactedAct 64 of 2024 amended the PA Uniform Trust Act to include the Uniform Directed Trust Act and amendments regarding nonjudicial trust termination. This legislation sponsored by Sen. Lisa Baker was a priority advanced at the recommendation of our Trust Advisory Committee. Enabling Elder Financial Exploitation Prevention and ResponseEfforts to update the PA Older Adult Protective Services Act (OAPSA), including financial exploitation prevention and response provisions, were made in past legislative sessions. These bills were not enacted in large part due to lack of agreement over who may be employed to serve older adults.PA Bankers, PA Association of Community Bankers and CrossState Credit Union Association requested introduction of only the financial services amendments which we seek. HB 2064 as originally proposed was designed to forge partnerships between financial institutions, protective services and law enforcement to better safeguard our seniors from fraud and abuse. However, as amended in the House, it would impose quasi-fiduciary/insurer-like duties that financial institutions cannot meet without significantly inconveniencing older adult customers and the law-abiding persons and entities with whom they seek to transact. Such a fundamental relationship change is not the right solution and may be subject to federal preemption with respect to national banks and other legal challenges.The Senate’s Aging and Youth and Banking and Insurance Committees held joint hearings on HB 2064 and other potential OAPSA amendments on Sept. 18 and Oct. 23, 2024. Efforts to enact useful financial institution elder exploitation prevention and response tools without draconian penalties and liability exposure will continue into the next session.Preventing the Exclusion of Interchange from Sales and Use TaxHB 2394 which would exclude interchange fees from the sales and use tax portion of receipts did not receive consideration by the full House in large part to the Electronic Payment Coalition’s and PA financial institution trade groups’/their members’ extensive advertising and grassroots outreach to state policymakers. Similar legislation enacted in Illinois faces a preemption challenge in which the Office of the Comptroller of the Currency has filed an amicus brief supporting the American Bankers Association, Illinois Bankers Association and others’ request for a preliminary injunction against the law.Banker Advocacy’s ImportanceThe association’s state legislative agenda and responses are directed by our knowledgeable, patient and tireless Government Relations Policy Committee, its Advisory Committees and Working Groups. They are supported by countless other bankers who met with, called or wrote to their state legislators about these and many other issues throughout the past session. As we look toward the Thanksgiving season, the association staff extends its deepest gratitude to all its volunteers.Financial Services 

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34 » PA Bankers Association pabankers.comvendorARTICLESs we continue into the second half of 2024, the banking industry is undergoing profound transformations driven by technology and evolving consumer expectations. These changes are reshaping banking careers, creating new opportunities and emphasizing specialized skills. Here are the key trends defining the future of banking jobs:1. FINTECH INTEGRATIONTraditional banks are increasingly collaborating with fintech startups to innovate and enhance services. This partnership accelerates technological advancements and creates demand for professionals skilled in both finance and technology. Reports from KPMG and Finance Magnates highlight the growing importance of fintech integration in shaping the banking sector's future.2. AUTOMATION AND AIAutomation and Artificial Intelligence (AI) are revolutionizing banking operations by streamlining processes and reducing costs. The rise of AI, Machine Learning (ML), and Robotic Process Automation (RPA) is driving demand for specialists who can implement and manage these technologies. Companies like LeadSquared emphasize the critical role of AI in improving customer experiences and operational efficiencies.3. DIGITAL BANKINGConsumer preferences for personalized, digital-first banking experiences are driving the adoption of digital banking solutions. This trend forces cybersecurity experts to ensure data protection and UX/UI designers to create intuitive digital interfaces. Insights from KPMG and Finance Magnates underscore how digital transformation is reshaping job roles within banking institutions.4. OPEN BANKING AND APISOpen Banking initiatives are fostering a more interconnected financial ecosystem, enabling third-party developers to build applications around banking services. This shift is creating opportunities for developers and IT professionals skilled in API integration and management. Finance Magnates reports on the transformative impact of Open Banking on job opportunities in the banking industry.5. SUSTAINABILITY AND ESGEnvironmental, Social, and Governance (ESG) considerations are becoming integral to banking strategies. Banks are increasingly focusing on sustainable finance practices such as green lending and ESG investing. Professionals with expertise in sustainable finance are in high demand as institutions align with global sustainability goals. Insights from Finance Magnates highlight the growing importance of ESG criteria in shaping banking careers.6. DIGITAL IDENTITY SOLUTIONSAdvancements in digital identity verification technologies, including blockchain and biometrics, are enhancing security and efficiency in banking operations. There is a rising demand for specialists who can implement secure digital identity solutions to protect customer data and streamline authentication processes. Finance Magnates discusses the transformative potential of digital identity solutions in banking jobs.Customer experience (CX) has become a competitive differentiator for banks. Institutions are leveraging data analytics and customer feedback to enhance service delivery and retention rates. Roles such as data analysts and CX managers are critical in interpreting customer insights and driving improvements in banking services. LeadSquared highlights the pivotal role of CX metrics in shaping job roles within the banking industry.EMBRACING THE FUTURE OF BANKING CAREERSThe evolving trends in banking highlight a dynamic job market where digital fluency and customer-centricity are crucial. Professionals looking to excel in banking careers The Future of Banking Jobs:Key TrendsA

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36 » PA Bankers Association pabankers.comvendorARTICLESn today's digital world, businesses are constantly seeking ways to streamline operations and improve customer experience, especially regarding payments. Electronic invoicing is a key player in this transformation, offering a secure and efficient way to manage transactions.WHAT IS ELECTRONIC INVOICING?Electronic invoicing involves sending invoices directly to customers via email. This eliminates the need for traditional paper invoices, which can be time-consuming to send and receive. With electronic invoicing, businesses can issue invoices in real-time, receive payments faster, and manage outstanding invoices more easily.BENEFITS OF ELECTRONIC INVOICING• Faster payments: Businesses can receive payments sooner, improving cash flow.• Increased efficiency: Saves time and resources spent on manual invoicing processes.• Improved accuracy: Reduces errors associated with manual data entry.• Enhanced security: Electronic invoicing offers secure payment processing, reducing fraud risk.POPULAR SOLUTIONS• Authorize.net: Provides payment gateway services for online transactions, including digital invoicing and recurring payments.• Optimize: Offers robust invoicing software with features like ACH integration and real-time reporting.• Invoice Path: A contactless payment platform designed to accelerate payment processing and reduce costs. Offers features like text-to-pay, email-to-pay, and seamless integration with QuickBooks online.THE FUTURE OF PAYMENTSAs the business world evolves, secure and efficient payment processing solutions are becoming increasingly crucial. Electronic invoicing solutions like Authorize.net, Optimize, and Invoice Path offer a range of features that simplify payment processing, enhance security, and improve the overall customer experience.By adopting these technologies, businesses can stay competitive and thrive in the digital marketplace.ISimplifying Payments and Boosting Efficiency:A Look at Electronic InvoicingABOUT THE AUTHOR: NELLIE SCHLACHTER, EVOLVAs director of strategic partnerships, Nellie is responsible for all financial institution partnerships and relationships throughout the country. She has over 14 years of experience in financial institutions in both branch management and as a financial advisor.Nellie attended Ball State University where she studied accounting and later received her Series 7, 63 and 65 licenses. She enjoys quilting, playing the piano, reading, and wine tasting. Nellie has been a Rotarian for many years and is passionate about working with a local soup kitchen, among various other philanthropic entities. She and her husband live in Boonville, Ind. and have three grown children and seven grandchildren.

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38 » PA Bankers Association pabankers.comvendorARTICLEShe success of a financial institution, especially a community bank, hinges not just on its strategic initiatives but also on the cohesion of its management team, empowered by a data-driven C-suite. A unified management team can drive innovation, eliminate silos to improve efficiency and enhance decision-making. One of the most powerful tools to achieve this unity is data. By leveraging data analytics and business intelligence solutions effectively, community banks can foster a collaborative environment where every decision is informed, transparent, and aligned with the organization’s strategic goals.THE ROLE OF DATA IN UNIFYING MANAGEMENTShared Vision and Objectives: When management teams operate with the same data, everyone is on the same page regarding the institution’s goals and objectives. Clear, accurate data provides a foundation for discussions, strategy development, and decision-making, reducing misunderstandings and aligning efforts toward shared successes. This is especially crucial for understanding customer segments, like millennials, who expect personalized experiences.Informed Decision-Making: Data-driven insights empower managers to make informed decisions that are backed by evidence rather than intuition. This shared reliance on data fosters trust across the organization, as decisions are transparent.Enhanced Collaboration: Data acts as a central point of reference that can bridge gaps between different departments and functions. When management teams have access to the same data sets, it facilitates cross-department collaboration, enabling teams to work together more effectively to address challenges, capitalize on opportunities and tell the same story.Transparency and Accountability: A data-driven approach promotes transparency within the management team. Clear data metrics and performance indicators make it easier to track progress, identify areas for improvement, and hold team members accountable. This transparency ensures that everyone understands their role and contributions towards the institution’s success.Agility and Responsiveness: As this industry becomes even more fast-paced, the ability to respond quickly to changes is crucial. Data enables management teams to monitor developments more quickly and adjust strategies promptly. This agility ensures that the institution can navigate market fluctuations, customer behavior changes, and emerging risks effectively and appropriately.To harness the unifying power of data, financial institutions must cultivate a data-driven culture from the top down. Here are key steps to achieve this:Centralized Data Systems: Implement centralized data systems, like dashboards, that provide a single source of truth. These systems should integrate data from across all business lines, ensuring that all managers have access to consistent and up-to-date information.Data Literacy Training: Equip, retrain, and retool management teams with the skills and knowledge to interpret and utilize data effectively. Regular cross department training sessions can enhance data literacy, enabling managers to interpret meaningful insights these dashboards display and apply them in their decision-making processes knowing the impact on other areas. By providing transparency and fostering collaboration, enterprise dashboards can be a game-changer for attracting and retaining younger talent.TUnlocking Harmony:How Data Unites Your Bank's C-Suite

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PA Bankers Association » Fall 2024 39Collaborative Platforms: Utilize collaborative platforms, like dashboards, which facilitate data sharing and communication among management teams. These platforms can support data access at the fingertips of management providing collaborative analysis, and seamless communication, fostering a more integrated approach to management.Clear Metrics and KPIs: Define clear metrics and key performance indicators (KPIs) that align with the institution’s strategic goals. Regularly review these metrics to ensure that all management team members are focused on the same objectives and can track progress collectively.Regular Data-Driven Meetings: Conduct regular meetings where data is the focal point of discussion. These meetings should involve reviewing key metrics, analyzing performance, and making strategic decisions based on data insights. This practice reinforces the importance of data in guiding the institution’s direction.WHAT DOES THIS ALL MEAN FOR YOU AND YOUR COMMUNITY BANK?Data has the transformative power to unify management teams, driving cohesion, transparency, and informed decision-making. By fostering a data-driven culture, financial institutions can ensure that their management teams are aligned, collaborative, and agile. This unity is essential for navigating the complexities of the financial landscape and achieving long-term success.At KlariVis, we are former bankers. We understand the unique challenges faced by community banks. We are committed to helping financial institutions leverage data to unify their management teams and drive their strategic success, using their data. Our data analytics solutions for banks and business intelligence solutions for banks provide the insights and tools needed to transform data into a unifying force, empowering your community bank to thrive in today’s competitive environment.Empower your community bank’s C-suite with the power of data! KlariVis can be your partner in this data-driven transformation. Here are resources to get you started:• Free Data Assessment: Identify areas where data analytics can empower your leadership team and drive strategic decision-making. Schedule a free assessment with our data experts today!• Free White Paper: "The Data Strategy Playbook for Community Banks" Dive deeper into building a data-driven culture with this comprehensive guide. Download your copy now!ABOUT THE AUTHOR: CHRIS MURACCO, DIRECTOR OF CLIENT SUCCESS, KLARIVISChris Muracco is a seasoned professional with over 20 years of experience in the financial services industry, specializing in driving client success, strategic planning and innovative solutions. Before joining KlariVis, Chris played a crucial role in implementing data-driven strategies that empowered financial institutions to achieve their goals. His career includes leadership positions at prominent banking organizations, where he consistently delivered exceptional results by fostering strong relationships and leading initiatives to enhance operational efficiency and profitability.With a diverse background that includes roles such as senior operations officer, director of digital banking, internal auditor and assistant controller, Chris brings a deep understanding of the financial services landscape. His commitment to client satisfaction aligns perfectly with KlariVis’s mission to deliver transformative insights and solutions to financial institutions.Chris holds a Bachelor of Business Administration from Penn State University, an MBA with a concentration in Finance/Investments from Marywood University, and is a graduate of the Virginia Bankers Association School of Bank Management. He also holds a certification in Fintech Revolution: Transformative Financial Services and Strategies from Wharton Online.

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40 » PA Bankers Association pabankers.comvendorARTICLESn today’s financial landscape, lenders play a crucial role in securing the financial futures of their borrowers. One of the most significant ways lenders can enhance this security is by offering mortgage life and disability insurance. This insurance provides an essential safety net for borrowers, ensuring that their homes and investments are protected in the event of unforeseen circumstances. Here are several compelling reasons why lenders should consider offering this insurance, highlighting Plateau’s leadership and expertise in the field.1. PROTECTION FOR BORROWERS AND THEIR FAMILIESFor many borrowers, their home is their most significant investment. Mortgage life and disability insurance ensure that in the event of the borrower’s death or a covered disability, the mortgage payments are covered. This protection prevents the family from facing the added stress of potential foreclosure during already difficult times. The Plateau Group has been a leader in providing these essential insurance solutions for over 40 years, offering peace of mind to countless families across the U.S.2. ENHANCING BORROWER SECURITY AND CONFIDENCEOffering mortgage life and disability insurance builds borrower confidence. Knowing that their investment is safeguarded, borrowers are more likely to proceed with mortgage agreements. This security fosters a stronger relationship between the lender and borrower, based on trust and mutual benefit. Plateau’s extensive experience and A-Excellent rating from A.M. Best underscore their reliability and financial strength, making them a trusted partner in providing these vital insurance services.3. SIMPLIFIED AND PROFITABLE INTEGRATION FOR LENDERSImplementing mortgage life and disability insurance is straightforward and can be highly profitable for lenders. With tools like Plateau’s FourPoint™ system, lenders can quickly run quotes and complete applications, making the process seamless for both the lender and the borrower. Additionally, offering this insurance can become a significant revenue stream, enhancing the lender’s profitability while providing valuable services to borrowers.4. ADDRESSING GAPS IN TRADITIONAL LIFE INSURANCEMany borrowers have life insurance policies, but these often do not account for the substantial debt of a mortgage. Mortgage life insurance specifically addresses this gap, ensuring that the home loan is covered, and the family can continue to live in their home without financial strain. This specialized insurance complements existing life insurance policies, offering comprehensive coverage for the borrower’s financial obligations.5. THE DISABILITY INSURANCE DEFICITMost employer-sponsored disability insurance plans only cover 60% to 66% of an employee’s wages, and these benefits are typically taxable to the employee. With less than a borrower’s normal take-home pay, it is a struggle to pay bills. Group mortgage insurance plans are not taxable since the claim’s benefits are paid directly to the lenders for the borrowers. Appropriately covering mortgage loan amounts clearly complements the borrower’s other insurance plans.6. DEMONSTRATING COMMITMENT TO BORROWER WELFAREBy offering mortgage life and disability insurance, lenders demonstrate a commitment to the long-term welfare of their borrowers. This proactive approach to borrower protection not only strengthens customer loyalty but also enhances the lender’s reputation in the market. The Plateau Group’s long-standing presence and expertise in the insurance industry make them an ideal partner for lenders aiming to provide top-tier borrower protection.IWhy Lenders Should Offer Mortgage Life and Disability Insurance on Today’s Loans

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PA Bankers Association » Fall 2024 41Mortgage life and disability insurance policies offered through Plateau provide extensive coverage options tailored to meet diverse borrower needs. Features like joint coverage options, protection for the unpaid mortgage balance, and a straightforward application process make these policies accessible and beneficial for a wide range of borrowers. Additionally, the flexibility to offer ACH monthly payments ensures that the insurance remains affordable and manageable for the duration of the loan term.CONCLUSIONLenders who offer mortgage life and disability insurance are not only protecting their borrowers but also enhancing their own business prospects. The Plateau Group, with its decades of experience and proven track record, stands out as a leader in this field, providing robust insurance solutions that safeguard the investments and futures of borrowers. By integrating these insurance offerings, lenders can foster stronger relationships, enhance borrower security, and improve their financial performance.For more information on how to implement these essential insurance solutions, visit The Plateau Group. Protect your borrowers, their families, and their investments with the expertise and reliability that Plateau brings to the table.ABOUT THE AUTHOR: ROBERT J. JOYCEVICE PRESIDENT, THE PLATEAU GROUPIt takes more than good intentions to transform communities. It takes capital, development capacity and trusted partnerships. In our 30+ years, Cinnaire has delivered more than $10 billion in community impact. Overcoming challenges. Solving problems. Backed by a commitment to creating healthy communities that has never wavered.The Return on Investment: Safe, Aordable Homes. Healthy Communities. Better Lives.Transforming Communities. Transforming Lives.CINNAIRE.COM

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42 » PA Bankers Association pabankers.comIn today’s digitally driven world, ﬁnancial institutions (FIs) are constantly seeking innovative ways to enhance communication, engage clients, streamline operations and align delivery channels. One technology that is constantly evolving to become a powerful tool in achieving these goals is digital signage. Moving beyond TV displays on walls, digital signage platforms now present a dynamic and ﬂexible solution for engaging clients, oering educational resources, supporting sales eorts, and enhancing communication. Furthermore, digital signage can bridge the gap between online and physical spaces by providing the ability to feature real-time social media feeds, website content, and interactive elements that connect consumers to the institution’s online platforms while they are in a physical branch. This seamless integration of online and oine experiences creates a uniﬁed brand presence and enhances consumer engagement across multiple touchpoints. Although digital signage is often viewed as an expense with minimal or uncertain return on investment, approaching it from a strategic perspective aligned with retail branch objectives transforms it into a key component of branch optimization. The overall retail banking strategy should dictate the content types, duration, and variety of content to be displayed. Interactive kiosks and touchscreens, in particular, have the potential to draw in consumers and assist them in navigating the initial stages of engaging with and responding to product oerings.When selecting a digital signage platform, the number of options can be overwhelming. Compounded by the fact that some ﬁnancial executives feel they’re lacking in best practices for digital signage, including content strategy, creation, and management, it becomes imperative to choose a platform that is simple to use and aligns with the needs and concerns of key stakeholders. While some organizations opt for a DIY approach with basic wall-mounted screens, prioritizing the requirements and preferences of marketing, IT, and especially your consumers, will allow you the necessary buy-in and support needed for a successful implementation.MarketingMarketing professionals are tasked with creating compelling and impactful content that resonates with target audiences and drives results. Given the average FI’s marketing team consists of just two people, this task can be particularly challenging.Digital signage platforms oer marketers an ecient, ﬂexible, and interactive medium to display messaging in a visually appealing way, particularly when compared to traditional static options. With the ability to schedule and update content in real-time, marketers can deliver targeted promotions, advertisements, and brand messaging to captivate and engage viewers. Research indicates that 86% of consumers are inclined to recommend what they have viewed to their friends and family, thereby enhancing the overall reach and success of marketing eorts. Digital signage also plays a vital role in boosting brand consistency and visibility. By showcasing uniform branding elements such as logos, colors, and messaging across various digital signage screens and video walls, FIs can strengthen brand identity and deliver a cohesive brand experience to their consumers. This visual uniformity helps in building brand recognition and establishing a strong brand presence in the minds of consumers.Information TechnologyIT is required to be involved in every digital signage project. IT is often called in to help once a platform is selected, however, IT should be involved during the evaluation stage. IT teams need to know they are working with a SOC2-compliant organization and a third-party pen-tested application. They need to know they are dealing with a platform that is simple to use, stable - it always works the way it should, and is absolutely secure. IT will look for built-in security features such as multi-factor authentication (MFA), role-based access control (RBAC), and more to safeguard sensitive information and streamline content deployment processes. Additionally, digital signage platforms must provide valuable data analytics and reporting capabilities, enabling IT professionals to track performance metrics, monitor display health, and optimize content delivery for maximum impact.ConsumersFor consumers, digital signage provides a personalized and immersive experience that enhances their interactions within the branch. By delivering relevant and timely information, such as product promotions, educational content, event schedules, and wayﬁnding directions, digital signage platforms empower consumers to make informed decisions and navigate physical spaces more eciently. Interactive features, such as touchscreens and QR code integration, allow consumers to engage with content in a hands-on manner. Studies indicate that 87% of consumers consider a ﬁnancial institution with in-branch digital signage to be trustworthy, and 90% regard it as experienced – two essential qualities that ﬁnancial institutions aim to convey to their consumers. By creating a seamless and engaging client experience, FIs can cultivate brand loyalty and encourage repeat visits.By providing a dynamic and interactive medium for delivering content, digital signage platforms empower marketers to engage audiences, IT professionals to streamline operations in a secure manner, and consumers to make informed decisions. As Fis continue to embrace digital transformation, digital signage platforms will play a crucial role in enhancing engagement, eciency, and overall consumer experience. by Kevin Poirot, Chief Strategy Ocer, PWCampbellAs the Chief Strategy Ocer of PWCampbell, Kevin Poirot is a visionary leader who drives the organization forward with a strategic focus on elevating brand presence and leveraging cutting edge technology. Kevin has a keen understanding of market trends and consumer behavior and works with the senior management team to formulate innovative strategies that equip PWCampbell to adapt to the evolving needs of our clients and company.Choosing the Right Digital Signage Platform to Satisfy the Needs of Key StakeholdersvendorARTICLESn today’s digitally driven world, financial institutions (FIs) are constantly seeking innovative ways to enhance communication, engage clients, streamline operations and align delivery channels.One technology that is constantly evolving to become a powerful tool in achieving these goals is digital signage. Moving beyond TV displays on walls, digital signage platforms now present a dynamic and flexible solution for engaging clients, offering educational resources, supporting sales efforts, and enhancing communication.Furthermore, digital signage can bridge the gap between online and physical spaces by providing the ability to feature real-time social media feeds, website content, and interactive elements that connect consumers to the institution’s online platforms while they are in a physical branch. This seamless integration of online and offline experiences creates a unified brand presence and enhances consumer engagement across multiple touchpoints.Although digital signage is often viewed as an expense with minimal or uncertain return on investment, approaching it from a strategic perspective aligned with retail branch objectives transforms it into a key component of branch optimization. The overall retail banking strategy should dictate the content types, duration, and variety of content to be displayed. Interactive kiosks and touchscreens, in particular, have the potential to draw in consumers and assist them in navigating the initial stages of engaging with and responding to product offerings.When selecting a digital signage platform, the number of options can be overwhelming. Compounded by the fact that some financial executives feel they’re lacking in best practices for digital signage, including content strategy, creation, and management, it becomes imperative to choose a platform that is simple to use and aligns with the needs and concerns of key stakeholders. While some organizations opt for a DIY approach with basic wall-mounted screens, prioritizing the requirements Choosing the Right Digital Signage Platform to Satisfy the Needs of Key StakeholdersI

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PA Bankers Association » Fall 2024 43and preferences of marketing, IT, and especially your consumers, will allow you the necessary buy-in and support needed for a successful implementation.MARKETINGMarketing professionals are tasked with creating compelling and impactful content that resonates with target audiences and drives results. Given the average FI’s marketing team consists of just two people, this task can be particularly challenging.Digital signage platforms offer marketers an efficient, flexible, and interactive medium to display messaging in a visually appealing way, particularly when compared to traditional static options. With the ability to schedule and update content in real-time, marketers can deliver targeted promotions, advertisements, and brand messaging to captivate and engage viewers.Research indicates that 86% of consumers are inclined to recommend what they have viewed to their friends and family, thereby enhancing the overall reach and success of marketing efforts.Digital signage also plays a vital role in boosting brand consistency and visibility. By showcasing uniform branding elements such as logos, colors, and messaging across various digital signage screens and video walls, FIs can strengthen brand identity and deliver a cohesive brand experience to their consumers. This visual uniformity helps in building brand recognition and establishing a strong brand presence in the minds of consumers.INFORMATION TECHNOLOGYIT is required to be involved in every digital signage project. IT is often called in to help once a platform is selected, however, IT should be involved during the evaluation stage. IT teams need to know they are working with a SOC2-compliant organization and a third-party pen-tested application. They need to know they are dealing with a platform that is simple to use, stable - it always works the way it should, and is absolutely secure. IT will look for built-in security features such as multi-factor authentication (MFA), role-based access control (RBAC), and more to safeguard sensitive information and streamline content deployment processes. Additionally, digital signage platforms must provide valuable data analytics and reporting capabilities, enabling IT professionals to track performance metrics, monitor display health, and optimize content delivery for maximum impact.CONSUMERSFor consumers, digital signage provides a personalized and immersive experience that enhances their interactions within the branch. By delivering relevant and timely information, such as product promotions, educational content, event schedules, and wayfinding directions, digital signage platforms empower consumers to make informed decisions and navigate physical spaces more efficiently. Interactive features, such as touchscreens and QR code integration, allow consumers to engage with content in a hands-on manner.Studies indicate that 87% of consumers consider a financial institution with in-branch digital signage to be trustworthy, and 90% regard it as experienced – two essential qualities that financial institutions aim to convey to their consumers. By creating a seamless and engaging client experience, FIs can cultivate brand loyalty and encourage repeat visits.By providing a dynamic and interactive medium for delivering content, digital signage platforms empower marketers to engage audiences, IT professionals to streamline operations in a secure manner, and consumers to make informed decisions. As Fis continue to embrace digital transformation, digital signage platforms will play a crucial role in enhancing engagement, efficiency, and overall consumer experience.ABOUT THE AUTHOR: KEVIN POIROT, CHIEF STRATEGY OFFICER, PWCAMPBELL BRANDED ENVIRONMENTSAs the chief strategy officer of PWCampbell, Kevin Poirot is a visionary leader who drives the organization forward with a strategic focus on elevating brand presence and leveraging cutting edge technology. Kevin has a keen understanding of market trends and consumer behavior and works with the senior management team to formulate innovative strategies that equip PWCampbell to adapt to the evolving needs of our clients and company.

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44 » PA Bankers Association pabankers.comt some point, almost all leaders reach a point where “what got you here won’t get you there.” The playbook stops working. Great salespeople, charming and driven, are promoted to sales leaders, and struggle managing others, unable to understand why everyone isn’t as motivated as they are. Effective first-line managers, whose careful attention to detail, directions, teaching, and accountability, are promoted to a manager of managers, and drive themselves and everyone else crazy with micromanagement. The intuitions and practices that made you successful before, i.e., your “habits of success,” are simply insufficient in the new role.Growing and improving as a leader, creating different and better outcomes, requires new thought-action sequences, and mental models can be a simple shorthand for prompting new thinking. A mental model is a framework for thinking that attempts to take a complex concept and reduce it to a simplified representation. For example, most people have heard of the Pareto principle or “80/20 rule,” which suggests that often, 80% of results or consequences come from 20% of causes or activities. Thus, the Pareto principle is a mental model for considering cause and effect, and as such is a useful rule of thumb for planning and prioritization. Do we also need a 75/25 rule and a 85/15 rule? Of course not. A mental model is an estimate, directionally correct if not precisely accurate, useful because it is simple.Leadership is a large and complex cluster of human behaviors. Marshall Goldsmith says the operational definition of leadership is “working with and through others to achieve objectives,” which seems reasonable, and which means that effective leadership must be situational and adaptive based on the circumstances, the people involved, and the specific objectives. Anyone with leadership experience will instinctively feel this to be true; and is also likely to have experienced a leadership situation where your best current intuition fails. This is where a mental model can step in, providing a simplified framework for reconsidering how you can best work with and through others to achieve objectives. I think it is useful (i.e., directionally correct if not precisely accurate) to think of leadership behaviors as falling into four modalities: Managing, Leading, Coaching and Mentoring.Managing is primarily focused on creating clarity. It is specific, concerned with goals, planning, organizing, training, execution, and accountability. Leading is primarily focused on creating feelings, and is a unique expression of the leader’s character, values, and integrity. Coaching is primarily focused on creating new perspectives. It is simultaneously supportive and challenging.Mentoring is primarily focused on transferring knowledge. It is unstructured, informal, personal, and relationship based. The lines between these concepts are blurry and permeable, and it isn’t important that everyone agrees on exact definitions or on which behaviors go in which modality. Remember, mental models seek to provide insight through simplification. The key here is to use the mental model to prompt conscious and intentional leadership decisions and behaviors. vendorARTICLESAManaging – Leading – Coaching – Mentoring:A Mental Model for Flexible Leadership

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PA Bankers Association » Fall 2024 45ABOUT THE AUTHOR: CARLL WILKINSON, PRESIDENT & CEO, SMITH & WILKINSONCarll Wilkinson is the president and CEO of Smith & Wilkinson. He consults with community banks, credit unions, insurance carriers and related financial services companies, helping his clients to solve talent problems. Since taking over the firm in 2013, Carll has been instrumental in growing the organization and diversifying the services offered to include executive coaching, group leadership development and CEO succession services. Carll has personally managed hundreds of C-Suite executive searches, including several dozen CEO search or succession projects. He is a trusted advisor to boards, CEOs and leadership teams across the United States.Some of these skills and behaviors are relatively straightforward, others significantly more involved, and developing some or all of these skills requires years of learning and practice. There isn’t a right way and a wrong way to lead, but there are definitely more or less effective and productive approaches. As in all areas of life, mistakes and missteps are our greatest teachers, and sound judgment and wisdom are the accumulation of countless data points running through the algorithm that is our intuition.Some readers might look at this model and say “but what about strategic thinking? What about effective communication skills? These are important for leadership as well. Does decision making really fit into the leadership bucket, or is it a category unto itself? Etc.?” These are all interesting and valid points for discussion and consideration. The human condition is complex. My view is that there are some force multipliers that will make you more or less effective in whatever you endeavor. Critical-thinking, self-awareness, empathy, emotional control, physical and mental energy, intelligence and general knowledge, and effective communication skills apply to nearly every human pursuit, and they are useful and necessary in the pursuit of effective leadership skills. Using the model is simple. Read it like a book, from right to left, and top to bottom. These four leadership modalities are not exactly sequential; they must cohabitate in any effective leader, with the ratios differing based on circumstances and personal style. But it is useful to think of them sequentially, like a checklist.As you are preparing for a leadership conversation, run through the model with these questions:• Do I need to create clarity? Are there specific tasks or objectives that haven’t been adequately defined? Do I need to provide course corrective feedback? If so, I’ll be working primarily within the Managing quadrant.• Do I need to motivate this person in a new way? Do I need to transfer some of my passion and enthusiasm to them? Do I need to lend some of my strength and conviction to them? Would it be more effective to appreciate them, or to create a sense of urgency? All of these approaches fall primarily in the Leading quadrant.• Am I trying to help a trusted colleague reassess an assumption or habit? Is this person conscientious and motivated, but stuck in a thinking rut? With the right series of thoughtful questions, can I encourage them to think differently? This approach would live primarily in the Coaching quadrant.• And lastly, is there someone at my organization that just needs some advice? Have I held that role previously, already made mistakes I can see coming, or been through similar challenges where I wished someone had taken me aside to chat? If so, I’ll be working in a Mentoring quadrant.In conclusion, growing and improving as a leader is a lifelong endeavor, challenging but richly rewarding. Leadership is an adaptive skill, not a prescriptive skill, and there is no one way to lead, just more or less situationally effective approaches based on the people and circumstances. The simple act of contemplating this mental model will:• Lead to better awareness around leadership behaviors.• Encourage greater intentionality in creating specific leadership outcomes.• Provide a means for deconstructing conversations after the fact in order to learn from them. Make this model your own, slice and dice the concepts as you see fit, and happy trails as you continue your own leadership journey.

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46 » PA Bankers Association pabankers.comIn the ever-changing banking industry, where customer loyalty is paramount and competition is erce, banks are constantly seeking ways to optimize their operations and deliver exceptional customer experiences. Client Lifecycle Management (CLM) encompasses complex customer relationships from the initial engagement to the ongoing balance of keeping a customer loyal. Traditional CLM methods often struggle to keep pace with the dynamic needs of today’s digitally savvy customers and the ever-increasing regulatory landscape. Enter digital transformation.Digital transformation plays a crucial role in modernizing account opening as an innovative way to revolutionize the method banks approach CLM. The transformation unlocks valuable potential for personalized engagement, streamlines processes, and enhances risk management. But the question remains: why is it important, and what are the risks of ignoring digital transformation?Before we explore the risks and benets of a digital transformation, we rst need to dene what components are included in a digital transformation:1) the customer experience, 2) automation, and (3) articial intelligence (AI). 1. The Customer Digital Experience - Why Is It Important?From opening an account to securing a loan, a smooth, ecient, and personalized digital experience fosters trust and loyalty. Customers with a positive experience are more likely to recommend the bank to others, use more products and services, and remain loyal for the long term. Conversely, a negative experience can damage a bank’s reputation and lead customers to switch to competitors. By prioritizing a seamless and positive customer digital experience, banks can win over new customers, and retain existing ones, ultimately driving Why Digital Transformation is Essential for Account OpeningDiscover the importance of digital transformation for account opening in the banking industry. Learn how automation, AI, and customer experience drive growth and efciency.By Glenn BolstadvendorARTICLESn the ever-changing banking industry, where customer loyalty is paramount and competition is fierce, banks are constantly seeking ways to optimize their operations and deliver exceptional customer experiences. Client Lifecycle Management (CLM) encompasses complex customer relationships from the initial engagement to the ongoing balance of keeping a customer loyal. Traditional CLM methods often struggle to keep pace with the dynamic needs of today’s digitally savvy customers and the ever-increasing regulatory landscape. Enter digital transformation.Digital transformation plays a crucial role in modernizing account opening as an innovative way to revolutionize the method banks approach CLM. The transformation unlocks valuable potential for personalized engagement, streamlines processes, and enhances risk management. But the question remains: why is it important, and what are the risks of ignoring digital transformation?Before we explore the risks and benefits of a digital transformation, we first need to define what components are included in a digital transformation:1) the customer experience, 2) automation, and (3) artificial intelligence (AI).IMPORTANT?From opening an account to securing a loan, a smooth, efficient, and personalized digital experience fosters trust and loyalty. Customers with a positive experience are more likely to recommend the bank to others, use more products and services, and remain loyal for the long term. Conversely, a negative experience can damage a bank’s reputation and lead customers to switch to competitors. By prioritizing a seamless and positive customer digital experience, banks can win over new customers, and retain existing ones, ultimately driving growth.Here are some specific ways that a positive customer digital experience benefits banks:• Increased customer satisfaction and loyalty: When customers have a positive experience opening an account online, they are more likely to be satisfied with the bank overall and remain loyal customers.• Reduced account abandonment rates: A streamlined and efficient digital account opening process can help to reduce the number of customers who abandon the process before completion.• Improved brand reputation: A positive digital experience can help to improve a bank’s brand reputation and attract new customers.• Increased sales and cross- selling opportunities: A positive digital experience increases the bank’s likelihood of selling additional products and services to customers.2. HOW DOES AUTOMATION HELP IMPROVE EMPLOYEE PERFORMANCE?Automation can be used in multiple touchpoints within the account opening process to improve the employee’s digital experience and performance. Here are some of the specific benefits:• Automating Mundane Tasks: Repetitive tasks like document processing, KYC (Know Your Customer) checks, and re-keying of information across business lines are handled by automation, freeing staff for strategic activities like building relationships and providing personalized financial advice.IDiscover the importance of digital transformation for account opening in the banking industry. Learn how automation, AI, and customer experience drive growth and efficiency.Why Digital Transformation is Essential for Account Opening:

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PA Bankers Association » Fall 2024 47• Efficiency Boost: Automation reduces errors and streamlines processes, increasing efficiency and saving operational costs. These savings can be reinvested in other areas to improve the customer experience, such as developing new digital tools and features.• Compliance Champion: Automation takes the burden off navigating complex regulations. Automated compliance checks ensure adherence, freeing up staff for more strategic tasks and reducing the risk of errors that could lead to fines or penalties.Another benefit of digital transformation is that the employee can ensure complete and accurate data, which is critical for a successful AI implementation. In other words, a digital transformation prepares the bank to maximize the benefits of AI.3. HOW DOES AI HELP IMPROVE THE CUSTOMER DIGITAL AI can be used in many ways to improve the customer digital experience, including:• Personalized product recommendations: AI can be used to analyze customer data and recommend products and services that are tailored to their individual needs.• Chatbots and virtual assistants: AI-powered chatbots and virtual assistants can provide customers with 24/7 support and answer their questions in real-time.• Fraud prevention: AI can detect and prevent fraudulent activity, helping protect customers’ financial information.THE IMPORTANCE OF A DIGITAL TRANSFORMATION STRATEGYTo achieve these benefits, banks need to develop a comprehensive digital transformation strategy.This strategy should include a focus on the following:• Customer needs: The first step in any digital transformation strategy should be to identify the needs of the bank’s customers. What are their pain points with the current account opening process? What are their expectations for a digital experience?• Employee Experience: While customer needs come first, improving employee experience comes with a wealth of benefits that result in increased efficiencies and employee performance.• Technology stack: Banks must invest in the right technology, end- to-end digital workflows, and not just automation in silos and stop chasing the “shiny new toy”.• Change management: Digital transformation is not just about technology; it’s also about people. Banks need to have a plan for how they will manage change within the organization. This includes training employees on new technologies and processes and helping them to adapt to a new way of working.THE FUTURE IS AUTOMATEDThe future of banking is undeniably linked to digital automation. By embracing its potential and navigating the challenges, banks can transform CLM, build stronger relationships with customers, create a competitive edge, and become more efficient and profitable.Vikar is revolutionizing the way banks do business today. We are the only company providing software in which customers, lenders, branch managers, underwriters, KYC, and operation teams collaborate from a common interface across loans, deposits, treasury, and wealth management. Vikar offers One Vikar, a modern solution with built-in rules and automation supporting today’s demands from both bank customers and employees. The One Vikar solution is built with a holistic view of a bank’s business and completely integrates into the core banking system.Our solution is highly scalable and easily configurable into any core backend and data systems using open API’s and 3rd party integrations to non-Vikar modules. Vikar is a proud member of the Jack Henry™ Vendor Integration Program. Vikar is also a member of the Pennsylvania Bankers Association Select Vendor program.For more information about this article or to learn more about Vikar products and services please contact Nancy Schneier at nancy@vikartech.com.ABOUT THE AUTHOR: GLENN BOLSTAD, CEO & FOUNDER, VIKARGlenn has over 25 years of experience in entrepreneurship, sales management and consulting working for both financial services institutions and technology companies including IBM and Microsoft. Prior to founding Vikar Technologies, Glenn was the general manager of North America for Appway, a Swiss-based company and provider of digital banking solutions. Glenn holds a degree in Finance and an MBA from the Norwegian School of Management.

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48 » PA Bankers Association pabankers.comDEALERTRACK COLLATERALMANAGEMENT SERVICES, INC.Electronic Lien and Title ProgramTiani Chambers, (717) 255-6928tchambers@pabankers.comBANK HEALTH CARECONSORTIUM OF PAA Unique Health Care Alternative for PA-Based Financial Institutions and Aliate Members of the PA Bankers AssociationWayne Whipple, (717) 255-6925wwhipple@pabankers.comPA Bankers Services CorporationSelect Vendors Provide PA Bankers MembersSAVINGS, SERVICE AND QUALITYABA INSURANCE SERVICESBond, D&O, P&C, Cyber Insurance and Employment Practices LiabilityPatricia Williams, (216) 220-1280pwilliams@abais.comCOMPLIANCE ALLIANCEA Family of Bank Compliance ServicesThat Includes Compliance Alliance, Review Alli-ance and Virtual Compliance OcerWayne Whipple, (717) 255-6925wwhipple@pabankers.comBANZAI!Interactive, Award-Winning CourseTeaching Students Real-WorldFinance, No Upfront CostKatie Rigby, (801) 821-9055katie@banzai.orgCOMMONWEALTH CHARITABLEMANAGEMENTApplication and Administrationof EITC ProgramsCristine Clayton, (570) 278-3800cclayton@commonwealthcharitable.orgBANKTALENTHQDiversity is Essential -Find Talent in all the Right PlacesTiani Chambers, (717) 255-6928tchambers@pabankers.comBANK PERFORMANCE REPORTA Proven Tool for Improving SuccessQuarterly performance reports subscription available for all states; custom/historical reports upon requestTiani Chambers, (717) 255-6928tchambers@pabankers.comCORNERSTONE ADVISORSCore, Debit EFT, Card Program, LoanOrigination, Bill Pay, Mobile Banking &ATM Contract NegotiationJennifer Wagner, (480) 425-5204jwagner@crnrstone.comVendor selections and recommendations are made in accordance with PA Bankers Services Corporation’s stated mission. It is believed that the promoted products and services merit strong consideration by PA Bankers member banks. PA Bankers Services Corporation due diligence and selection criteria should not be construed as a guarantee, as the ultimate appropriateness may vary from bank to bank. In addition, member banks are encouraged to conduct their own due diligence reviews of recommended vendors. Remuneration received by PA Bankers Services Corporation is utilized in-part to support the PA Bankers Association through contracted agreements, corporate sponsorships and overhead coverage. This nancial support expands resources and strengthens the services and programs of the PA Bankers Association.DELUXE CORPORATIONCheck ProgramTodd Wroblewski, (724) 625-5599todd.wroblewski@deluxe.comEVOLVMerchant Processing, Search EngineOptimization, Website Design and SocialMedia ManagementNellie Schlachter, (888) 311-7248x3009nschlachter@poweredbyevolv.comENVIRONElectricity and Natural Gas Procurement Services, Utilities Management PlatformKathryn S. Allen, (667) 330-1161KAllen@APPIEnergy.comVendors with the green outline provide products and services to both nancial institutions and Affiliate Members.

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PA Bankers Association » Fall 2024 49GLOBALVISION SYSTEMS, INC.Anti-Money LaunderingCatherine Lew, (818) 998-7851 x128clew@gv-systems.comINNOVATIVE FINANCING SOLUTIONS, LLC.Your Trusted SBA/USDA ExpertsMichael D. Ryan, (610) 733-9955mryan@innovfs.netPAYLOCITYHCM Solutions andEngagement SoftwareLisa DeJoy, (717) 303-7663ldejoy@paylocity.comMARKETSCANImmediate Financial Impact Through NegotiationsWayne Whipple, (717) 255-6925wwhipple@pabankers.comINVESTORS TITLEINSURANCE COMPANYMulti-Bank Owned TitleInsurance ProgramKaren Barnett, (419) 577-5900kbarnett@invtitle.comKLARIVISData Analytics Solution Designed by Bankers for BankersAmber Robinson, (603) 860-3162amberrobinson@klarivis.comWEBBER ADVISORSMultiple Medical, Drug, Dental &Vision Options and EB SolutionsBrad Webber, (814) 695-8066bwebber@lrwebber.comNCONTRACTSIntegrated Compliance, Vendor and Risk Management, Board Encouragement PlatformKara D'Argenzio, (412) 370-4391kara.dargenzio@ncontracts.comNFP EXECUTIVE BENEFITSBOLI, Executive Compensationand Long-Term CareDavid Shoemaker, CPA/PFS, CFP®(901) 754-4924david.shoemaker@nfp.comPWCAMPBELLDesign-build, Branch Experience and Consulting ServicesErin Campbell, (800) 253-7430erin.campbell@pwcampbell.comHARTMAN EXECUTIVE ADVISORSFractional IT and Cyber LeadershipShea Gabrielleschi, (410) 600-3329sgabrielleschi@hartmanadvisors.comVIKAR TECHNOLOGIES, INC.Digital Account Opening and Lending Solutions: One View, One Vendor, One VikarNancy Schneier, (973) 495-4835nancy@vikartech.comNEW ERA TECHNOLOGYManaged Service Provider for Voiceand Data CommunicationChristian Ericson, (973) 474-1828christian.ericson@neweratech.comODP BUSINESS SOLUTIONSOce and banking supplies, furniture, print and copy services, promotional products and moreTiani Chambers, (717) 255-6928tchambers@pabankers.comTHE PLATEAU GROUP, INC.Tailored Credit Enhancement and Debt Protection SolutionsWayne Whipple, (717) 255-6925wwhipple@pabankers.comTHE BAKER GROUPAsset/Liability ManagementSoftware and ServicesCharles Amis, (405) 415-7231Charlie@gobaker.comPNC FIRSTPreferred Derivatives ProgramAmber L. Evanco, (724) 689-2178amber.evanco@pnc.comASSET EXCHANGEOnline Marketplace Jack Payne, 610-295-5555jack.payne@pnc.com

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