The Missouri Banker - July August 2023 : simplebooklet.com

WHY?Lending ServicesOperational ServicesAudit ServicesWe are very fortunate to have Andrew Lee with MIB as a trusted partner in these ever-changing times. MIB has the technology and experience to lead us into the future. The electronic banking site is easy to navigate; and the friendly, knowledge-able sta are always there to assist at any time. It is important to feel secure with the people you do business with and MIB has proven that over the numerous years we have done business together. Curt Brumley, President/CEOCommunity Point BankRussellville, MOAndrew LeeCurt Brumley800-347-4MIBmibanc.comMEMBER FDICJoyce Kennedy Manager, Insurance Servicesjkennedy@mobankers.comLesley WeaverDirector, Business Developmentlweaver@mobankers.comTina WoehrEmployee Beneﬁts Account Executivetwoehr@mobankers.comMedicalDentalVisionLife & Additional LifeLong-Term & Short-Term Disability Felonious AssaultGroup Accident800-234-4939 mobankers.com

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contents573-636-8151Jackson HatawayPublisherLori BruceEditorThe Missouri Banker (USPS Number 000044, ISSN Number 0893-5637) is published six times a year by the Missouri Bankers Association, 207 E. Capitol Ave., Jefferson City, MO 65101. Second-class postage is paid at Jefferson City, Mo. Copyright© 1998 by the Missouri Bankers Association. All rights reserved. POSTMASTER: Send address changes to The Missouri Banker, P.O. Box 57, Jefferson City, MO 65102. Opinions expressed in any signed article in The Missouri Banker are those of the author and should not be construed as the viewpoint of the editors or of the Missouri Bankers Association. Neither should information provided in The Missouri Banker be construed as legal advice. The Missouri Banker does not provide legal advice, nor does it take the place of legal counsel hired by nancial institutions. While this publication makes a reasonable effort to establish the integrity of advertisers, it does not endorse advertised products or services, unless otherwise so stated. This issue may contain legislative advertising. Advertising copy is generally segregated from news and other information.Address ChangesSubmit address changes for The Missouri Banker to database@mobankers.com.The MissouriFrom our ChairmanMake a Signicant Dierence. Step Up! ................................................. 2From our President and CEODeceptively Named Measure Fails to Tell the Real Story ................................... 5American Bankers Association PerspectivePartners in the Fight Against Elder Abuse ................................................. 6Department NewsGovernment Relations: MBA-Supported Measures Signed Into Law ......................... . .8Legal: Is Diversity Just Another Word for Discrimination? .................................. . 9Compliance: People in Glass Houses ..................................................... 10Education and Marketing: MBA Launches Free Online Vendor Referral for Member Banks . 11Next Generation in Banking: Opportunities Lead to Service, Growth for Bankers .......... 13Cover StoryExecute the Game Plan ................................... 14MBA Chairman Adrian Breen plans for banking’s futureGuest Commentary Assess Key Areas for Fintech Due Diligence ............................................. 18 Modernization of Money Transmission Laws. .......................................... 20Grow Revenue With Your Debit Card Product ........................................ 22 Around the State Preston to Retire Aer 20 Years of Service to MBA ................................ 24MBA Chairman’s Award Honorees ............................................. 25 50 Year Club Honorees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Achievements ............................................................. 29Connect with MBA!facebook.com/mobankersfacebook.com/monextgenbankers@mobankers@mobankersMissouri Bankers Association THE MISSOURI BANKER 1

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Make a Signicant Dierence. Step Up!From our ChairmanAdrian Breen, MBA Chairman The Bank of Missouri, PerryvilleWhat’s your motto?If someone were to ask you that question, how would you respond? Would it apply to a certain aspect of your life or encompass a vast array of options? Is it something you follow in your life or hope to aspire?At e Bank of Missouri, our motto is “Live Well. Bank Well.” It embraces our mission focusing on our customers, our employee culture and our future as a community bank. For me, I’ve taken our bank’s motto one step further. It conveys my philosophy on every facet of my life — Live Well. Stay Well. Bank Well. It’s one you will hear me say oen, see in my email signature or even my LinkedIn posts. Why? I truly believe we as bankers can make signicant dierences in our banks, our communities, our state, our nation and our world. For that to occur, we must be willing to step up.We are living in very polarizing, divisive times. Lines are drawn and sides have been chosen, and zero tolerance for debate is the new norm. As bankers, we need to challenge this narrative. We are leaders in our communities. Our leadership extends beyond banking, and this issue is right in our wheelhouse. Imagine if we, community bankers, can be the spark that lights the re that ignites the movement that returns our country to a time where healthy debate is welcomed and “common ground” does not mean agreeing there is only one way to solve our issues. I worry the common ground or standards that made this country great (God/country/family/the rule of law/respect for law enforcement and mutual respect) have been eroded by a “my way or the highway” mentality. No matter how noble your cause, you cannot successfully advance it by tearing down others. We must take the opportunity to help right this imbalance and return to “united we stand.” If we don’t, then “divided we fall.” e beauty of community banking is everyone puts aside their personal bias and works together toward a common goal, providing the nancial tools and services that help people achieve the nancial independence and freedom to live the life they earned. at’s right … earned not given. We need to continue to share this message with our local, state and federal government leaders. You don’t need to be an expert; you just need to be willing to get involved. MBA 2 mobankers.com

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Make a Signicant Dierence. Step Up!Our Two Cents with MBAMBA’s podcast explores topics relevant and interesting to bankers. Our fun, engaging conversations help you stay ahead of what’s happening in banking. Our Two Cents with MBA is on MBA’s website, iTunes, Apple Podcasts, Google Podcasts and Spotify.will show you how; you just have to be willing to engage for your customers and your communities. is is where I get to share some of the wisdom I have accumulated throughout my 35+ years in banking. It applies to your personal life and your professional life. You have the life you are born into and the life you make. Your legacy is determined by the life you make. e life you are born into is your starting line. e life you make is determined by the choices you make, the obstacles and challenges you overcome and how hard you are willing to work to achieve your goals and dreams. ere is a dierence in making a living and making a life. Some say you need to make a living to make a life. I disagree. Focus on “making a life” and the “making a living” will follow. Find out what your passion is, gure out if it is a “career” or a “hobby” (you have to be realistic and understand all career decisions have lasting consequences and limits). Banking, for me, gave me the opportunity to gure out what I am really passionate about — developing bankers and helping people and small businesses realize their full potential and achieve their nancial goals. Pick a job, career, organization and a leader to challenge you to be the best you can be. Pick a leader who will help you develop the individual skills you need to be successful and align yourself with the people who will help you get the experience you need to reach your life goals. Don’t chase a title or position. Focus on being the best at what you do and developing the leadership style that will help you attract the people you will need to be successful. At some point along the way, you will gure out if you are where you want to be or if there is more work to be done. And then, when you nally get “there,” you have to pivot from it being all about you and your development to making it all about your people’s growth, success and recognition to prepare that next generation of leaders to lead.ank you all for your commitment to MBA and community banking. Our industry has many challenges ahead, and we all need to stay diligent. e best way to do this is to stay involved, identify and follow your motto. Live Well. Stay Well. Bank Well! THE MISSOURI BANKER 3

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From our President and CEODeceptively Named Measure Fails to Tell the Real StoryThe halls of the U.S. Capitol may be quiet at the moment, but not for long. ose halls will once again come to life the moment Congress returns from its August recess as thousands clamor for their elected ocials to hear their concerns, and you can certainly count on MBA and our industry to be among those voices.From Oct. 15-18, MBA will host its annual Washington Visit to meet with lawmakers and regulatory agencies. We have several priority issues to address on both the legislative and regulatory fronts, and we need bankers in these meetings to emphasize the potential outcomes that aect their customers. I cannot urge you strongly enough to join us in Washington D.C.e most pressing issue at the top of our list — stop congressional action advancing the Credit Card Jackson Hataway, President and CEO, Missouri Bankers AssociationCompetition Act. We are urging our senators and representatives to oppose this deceptively named bill. It gives enormous power to government bureaucrats by placing a federal mandate on card networks and routing. Furthermore, the ne print shows this legislation requires banks to pay for the enormous cost of rewiring how credit cards are processed under the guise of increased competition.is bill is chock full of misinformation and fails to tell the real story. e credit card market is already competitive with thousands of issuers across the country, including small banks. e increased costs of this bill will make it dicult for them to compete and will drive some out of oering credit cards completely, ending popular credit card rewards programs. Moreover, it props up highly protable big box retailers while harming consumers who will pay higher costs as retailers reap windfalls to their bottom lines. e good news is we aren’t just in opposition mode. Another major priority is supporting ACRE — Access to Credit for our Rural Economy. ACRE excludes from gross income the interest received by a qualied lender on all loans secured by farm real estate and aquaculture facilities. Additionally, ACRE would exclude from gross income the interest received by a qualied lender on home mortgage loans of $750,000 or less in rural communities of no more than 2,500 people.MBA has led the ght for this legislation at the state level, and now we see real opportunity to move ACRE at the federal tax level. ACRE would allow you to signicantly reduce rates for farmers and rural homeowners who are dealing with the most challenging rate environment we’ve seen in decades. Chairman Jason Smith will play a critical role in whether this act is heard in the Ways and Means Committee.We have a number of other priorities we’ll discuss on the trip, but it’s imperative our Missouri delegation knows where we stand on this issue. Go on MBA’s Washington Visit and make your case directly with our senators and representatives. Flood their inbox with emails, call their oces every day, tag their oces in social media posts — do what you can so they know your position. We can’t aord to let our voice become lost among the thousands vying for their attention. Region 2 & 4 - Sept. 6Courtyard by Marriott Jefferson CityRegion 1 & 3 – Sept. 20Stoney Creek Kansas CityRegion 6 – Sept. 21University Plaza HotelSpringﬁeldRegion 7 – Oct. 3Drury Plaza Hotel Cape Girardeau Conference CenterCape GirardeauRegion 5 – Oct. 4DoubleTree by HiltonChesterﬁeld – St. LouisDiscounted Pricing for NextGen BankersREGIONAL MEETINGSMissouri Bankers Association573-636-8151mobankers.comPlease scan the QR Code for more information.Regional Meeting Sign UpNextGen Sign UpState & Federal Legislative Session UpdateRegulator PanelMissouri Banker Association Open DiscussionTopics CoveredBring A Next Generation Banker! THE MISSOURI BANKER 5

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Partners in the Fight Against Elder AbuseABA PerspectiveRob Nichols, President and CEO American Bankers AssociationWorking to protect seniors from nancial exploitation is an ongoing responsibility for all bankers. According to a 2022 FinCEN advisory, elder fraud scams aect at least 10% of older adults in the U.S. annually. However, because fraud and scams are oen signicantly underreported, it means that the actual percentage of victims is likely much higher. Elder nancial exploitation generally falls into one of two categories. e rst is elder the, in which a trusted individual like a family member or caregiver steals from an older person by forging checks, stealing retirement or Social Security benets, using credit cards or bank accounts without Scams can be nancially and mentally devastating to the victims. e average loss per older adult was more than $35,000 in 2022.permission or other means. e second is elder scams in which a stranger succeeds in coercing an older adult into transferring money to them through tech support scams, romance scams or other impostor scams. Seniors are oen targeted for their accumulated wealth, and these scams can be nancially and mentally devastating to the victims. In fact, the average loss per older adult was more than $35,000 in 2022, according to the FBI’s Internet Crime Complaint Center. In worst cases, seniors may lose their life savings or their homes. at’s why it’s critical for bankers — who are on the front lines in the ght against elder nancial exploitation — to have a solid understanding of the red ags that can signal when an older customer is potentially being exploited. is might look like an older customer making sudden or unusual changes to their account, such as adding new contacts located overseas, making uncharacteristic attempts to wire large sums of money or seeming fearful of or submissive to a caregiver or family member. is year, the American Bankers Association Foundation has partnered with the FBI to create a new guide for bankers to help them recognize, respond and report suspected elder nancial exploitation to the proper authorities. e guide outlines red ags, provides steps bankers can take if elder abuse is suspected and includes a list of agencies and other partners that can provide additional resources. e ABA Foundation also oers its popular Safe Banking for Seniors program — a free national program 6 mobankers.com

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Partners in the Fight Against Elder Abusethat provides bankers with helpful tools and resources to connect with their local communities to discuss topics like avoiding scams, preventing identify the, choosing a nancial caregiver and more. Any bank in the country can access these free resources by registering at aba.com/Seniors. You also can access a comprehensive list of resources for older Americans at aba.com/OlderAmericans. Finally, ABA continues to support the ght against fraud more broadly through its award-winning #BanksNeverAskat campaign. e consumer-facing awareness campaign aimed at educating the public about the types of information banks would never ask them to disclose over the phone or via text or email will be back this fall, complete with updated resources. Check it out at aba.com/BanksNeverAskat and register to join the more than 2,200 banks across the country doing their part to protect their customers. Email Rob Nichols at rnichols@aba.com.Discover what these MBA ENDORSED PARTNERS can achieve for your bank.For more information, visit mobankers.comCyberSecurity THE MISSOURI BANKER 7

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Department NewsSeven provisions supported by MBA were ofcially signed into law by Gov. Mike Parson. Parson’s actions conclude the 2023 legislative session, although lawmakers may opt to override some of the governor’s vetoes (particularly budget items) during the September veto session. Provisions signed by Parson will take eect Aug. 28, unless passed with an emergency clause or delayed eective date.ere are many individuals to thank for a successful state legislative session. First, we want to thank all of you who took the opportunity to visit with your lawmakers — whether during a Target Banker visit, at home in your district or by other communication channels. ere is no doubt that your outreach made a huge impact this legislative session.We also want to thank our bill sponsors, leadership and committee chairs who all had a hand in advancing our legislative priorities throughout the year. Lastly, “ese Laws Aect You,” which is a summary of legislation aecting the banking and/or business community, will be released to members Aug. 28. We also will provide additional information on these bills during the MBA regional meetings scheduled this fall. Visit mobankers.com to register.• Wednesday, Sept. 6 — Jeerson City• Wednesday, Sept. 20 — Kansas City• ursday, Sept. 21 — Springeld• Tuesday, Oct. 3 — Cape Girardeau• Wednesday, Oct. 4 — Chestereld - St. LouisIf you have any questions about legislation, please reach out to David Kent at dkent@mobankers.com or Emily Lewis at elewis@mobankers.com. GOVERNMENTAL RELATIONSMBA-Supported Measures Signed Into LawBy David Kent, Senior Vice PresidentMBA PROVISIONS SIGNED INTO LAW• Senate Bill 13 ensures banks that choose to issue their own credit cards may adopt the full terms and conditions of a bordering state’s credit card law and provides much-needed updates to various statutes relating to the Missouri Division of Finance. Sponsor and Handler: Sen. Sandy Crawford, R-Bualo, and Rep. Bill Owen, R-Springeld• Senate Bill 186 creates a felony penalty provision for destroying an ATM or attaching a skimming device to an ATM. Sponsor and Handlers: Sen. Justin Brown, R-Rolla, Reps. Rick Francis, R-Perryville, and Alex Riley, R-Springeld• Senate Bill 63 authorizes banks to access marijuana facility licensee information directly from state agencies. Sponsor and Handler: Sen. Steve Roberts, D-St. Louis, and Rep. Chad Perkins, R-Bowling Green• House Bill 202/Senate Bill 138 authorizes an income tax deduction for landowners who sell, lease or participate in a crop-share arrangement with a beginning farmer. Sponsors and Handlers: Reps. Francis and Hannah Kelly, R-Mountain Groe, and Sens. Jason Bean, R-Holcomb and Karla Eslinger, R-Wasola• House Bill 417 provides grants to employers who “upskill” employees or potential employees. Sponsor and Handler: Rep. Mike Henderson, R-Bonne Terre, and Karla Eslinger, R-Wasola• Senate Bill 20 reauthorizes an income tax deduction from selling employer securities to a qualied employee stock ownership plan Sponsor and Handler: Sen. Mike Bernskoetter, R-Jeerson City, and Rep. Barry Hois, R-Whitewater8 mobankers.com8 mobankers.com

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A ruling from the U.S. Supreme Court issued June 29 found “racial preferences” to be unlawful in college admissions. In the case of Students for Fair Admissions Inc. v. President and Fellows of Harvard College (supremecourt.go/opinions/22pdf/ 20-1199_hgdj.pdf), the court applied the 14th Amendment’s Equal Protection Clause by way of Title VI of the Civil Rights Act of 1964, which prohibits discrimination “on the ground of race, color, or national origin” in any program or activity receiving federal assistance.Title VII of the Civil Rights Act extends the same antidiscrimination principles to private businesses with more than 15 employees. In an op-ed published July 2 in e Wall Street Journal, Texas attorney Michael Toth wrote the Fair Admissions ruling can and will likely be applied to reshape (or strike) previous court opinions supportive of armative action programs in the private sector (wsj.com/articles/is-your-companys-dei-program-lawful-business-title-vii-race-armative-action-harvard-cd4d9582). On July 13, attorneys general from 13 states — including Missouri — cited the Supreme Court’s decision in their letter to Fortune 100 CEOs to “remind you of your obligations as an employer under federal and state law to refrain from discriminating on the basis of race.” (https://s.wsj.net/public/resources/documents/AGLetterFortune100713.pdf)e federal government has a long history promoting programs in the U.S. that rely on racial characteristics or that have disproportionate impact based on race or other individual characteristics. e term “redlining” originated in ocial government policy in the 1930s. e Federal Home Owners’ Loan Corporation established under the New Deal developed and used color-coded maps to exclude higher risk, typically minority neighborhoods, from programs that assisted homeowners who were in default on their mortgages. Later, other agencies and private sector lenders adopted similar redlining practices to underwrite loans and set interest rates that resulted in fewer loans and higher costs for minorities (bankrate.com/mortgages/what-is-redlining/). ese programs extended into the 1960s. LEGALIs Diversity Just Another Word for Discrimination? By Keith Thornburg, Vice President and General CounselIn 2010, Congress enacted Section 342 of the Dodd-Frank Act to promote race-based hiring and contracting for the federal nancial regulatory agencies. Section 12 USC 5452 requires each banking and nancial regulatory agency to establish an Oce of Minority and Women Inclusion and appoint a director in each such oce. Under Section 342(b)(2), the director of each of these oces develops standards for “racial, ethnic, and gender diversity.” Section 342(g) includes denitions. However, the most important and critical term is never dened — diversity.e OMWI in each of the bank regulatory agencies and the Consumer Financial Protection Bureau also is required to develop standards for each of the agencies for “assessing the diversity policies and practices of entities regulated by the agency” under Section 342(b)(C). us, banks are subject to assessment and scrutiny by their regulators for “diversity policies and practices” under a law where the key term — diversity — is never dened.Banks face scrutiny and pressure to address an undened legal standard for “diversity” when doing so presents legal risk for employment discrimination claims and to actions under the Civil Rights Act of 1964 where promoting diversity crosses an invisible line to become unlawful discrimination. In addition to legal peril, policies and practices today concerning diversity, equity and inclusion and environmental, social and governance issues present reputational and business risk for any business, especially a bank. Bank management, directors and counsel need to approach DEI and ESG by reference to law, but they also must account for moral, economic, social and political factors that may be relevant to your bank and your community. Misjudging community and government sentiments in developing your bank’s business strategies or public messaging with respect to these matters can be as damaging as litigation. THE MISSOURI BANKER 9

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Department NewsCOMPLIANCEPeople in Glass Houses By Carol Barnett, Senior Vice President of Compliance ServicesThroughout the past year, increasing allegations of “misleading” and “deceptive” language have been lobbed at banks by bank regulatory agencies. uite oen, the language used by banks in their deposit and loan agreements and disclosures has been developed from laws, regulations and model forms created by these exact same regulatory agencies and was written into banking agreements and disclosures for years without criticism.Perhaps it is time for the regulators to pay better attention to their own communications. For example, the Consumer Financial Protection Bureau has two names and two mailing address ZIP codes. Ocially the name is the “Bureau of Consumer Financial Protection,” but they use this term interchangeably with “Consumer Financial Protection Bureau.” is terminology is not used consistently throughout legal, regulatory and public-facing documents. And they also for years have published in various regulatory notices the ZIP code for contacting the CFPB as “20006.” In a nal rule published in the March 20, 2023, Federal Register, the agency now states that 20006 is the incorrect ZIP code and was a “mistake;” the correct ZIP code is “20552,” which has now resulted in changes in their contact information for notices that are required under Regulation B (ECOA adverse action notices) and Regulation V (FCRA Summary of Consumer Rights) with a mandatory compliance date of March 20, 2024.e CFPB is not alone. e new Reg B adverse action notice contact information for the Federal Deposit Insurance Corporation changed from “FDIC Consumer Response Center” to “Division of Depositor and Consumer Protection, National Center for Consumer and Depositor Assistance, Federal Deposit Insurance Corporation” (that’s a change from four words to 17 words), even though the mailing address itself is not changing. at mandatory compliance date also is March 20, 2024.On Aug. 8, 2022, the FDIC published a “technical correction” to its Fair Housing Act regulation (aecting the required text for the Equal Housing Lender poster) and its Consumer Protection in Sales of Insurance regulation, updating the information for consumers to contact the FDIC. Four days later, the FDIC published correcting amendments to their technical correction because of an error. Both were eective on the date of publication in the Federal Register. However, the FDIC failed to update the model Fair Housing Act poster that the agency has long provided to banks. Yet another technical correction was published in the April 24, 2023, Federal Register making another change to reinsert a previous instruction regarding the poster, with an eective date of June 23, 2023. More than a year later, the FDIC nally updated its model poster.ese are just a few examples of how regulatory bureaucrats tweak language with minor corrections that have no identied benet, which result in bank resources to implement. Perhaps the regulators could instead focus eorts on making some changes that would actually help the banking industry, such as nalizing amendments to Reg D and Reg CC that have been needed for years or changing other outdated regulatory language — when’s the last time you received a rescission notice via telegram? This article is for information purposes and does not contain or convey legal advice. The information should not be used or relied upon in regard to any particular situation without consultation with your bank attorney. MBA Compliance Services and its Compliance Force program offer various programs to aid banks with compliance needs. For more information, call 573-636-8151.10 mobankers.com10 mobankers.com

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EDUCATION & MARKETINGMBA Launches Free Online Vendor Referral for Member BanksBy Lori Bruce, Communications DirectorMBA has launched a new free service — vendorpro — for its member banks that connects them with fellow bankers quickly and provides a list of vendors used by other member banks. To celebrate vendorpro’s launch, MBA is giving away three $500 education credits.What is vendorpro?Powered by MBA, vendorpro creates a pipeline for peer-to-peer vendor referrals online. MBA members can add referrals and identify contacts from other banks who work with a vendor. e process is fast and easy! And it’s exclusive to MBA member banks.How does vendorpro work?Bankers can look for vendors by name, category or keyword. Adding a referral takes seconds. List vendors that the bank has used (both current and past) and what the vendor did at the bank. at’s it! No comments are needed about a vendor. e site creates an easy way for fellow bankers to connect and share insights about their vendor experiences.Win $500 for adding referrals to vendorpro!For vendorpro to be successful, it must have referrals from bankers! Banks entering 10 referrals on vendorpro will be entered into a drawing to win one of three $500 education credits from MBA. Enter your referrals now to win!Invite colleagues to join vendorpro!If you are registered with vendorpro, you can invite others to join the website. At vendorpro, click your prole and click “Invite.” Only users who have emails with recognized MBA-member Missouri bank domains will be allowed to register and access vendorpro referrals.Get the peer insights you need to feel condent in your vendor partner decisions! Visit vendorpro.mobankers.com! your source for vendor peer referrals onlinePowered by the Missouri Bankers Association, vendorpro creates a pipeline for peer-to-peer vendor referrals online. Search for vendors by name, category or keyword. Add referrals in seconds.Connect with fellow bankers to share vendor insights —vendorpro makes it easy!vendorpro.mobankers.com THE MISSOURI BANKER 11

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Next Generation in BankingOpportunities Lead to Service, Growth for Bankers Jeff Carr MBA NextGen Chair Hawthorn Bank, Jefferson CityI am Jeff Carr, and I have the honor of serving as chair of the Next Generation in Banking Board for 2023-2024. Alongside me on the board, representing more than 1,000 NextGen members, are 16 bankers from across the state. Together, we direct programming and events and advise MBA on engagement with Next Generation bankers.I am a commercial loan ocer at Hawthorn Bank in Jeerson City, where I have spent the last 13 years of my 17-year banking career. Like many of you, my involvement in MBA began with education. Over the years, it has evolved into something much more. From my rst training as a new credit analyst to the Graduate School of Lending and beyond, I have come to understand that MBA and its members are all about service.It is obvious that, as bankers, we provide services to our customers rather than tangible goods. Many of us also serve as volunteers on boards and committees that support our communities. We serve our local schools and faith-based organizations. e positive impacts of those actions are obvious. I believe we should look at involvement in the MBA as a service as well.As a leader, when you give an employee the opportunity to learn new skills and grow in their career, you are not only serving your bank. You are making an investment in a member of your broader community. If you are the recipient of that opportunity, you improve your ability to serve your department and customers.When you volunteer for an MBA committee or board, you are serving all MBA members by improving the events and programming available to them.Advocacy, which is the primary mission of the MBA, may be outside your comfort zone, but I would encourage you to also think of it as a service to your community. Without a level playing eld and public policy that supports a healthy banking industry, our banks cannot thrive. Without healthy banks, our communities cannot thrive.With that in mind, if you are a leader in your bank, seek out opportunities for your employees to grow. Ask them to attend a NextGen event and watch their advocacy and service grow for your bank and the community.ere are plenty of opportunities to get involved. MBA is once again oering NextGen pricing for MBA’s 2023 Regional Meetings around the state, as well as networking events aer each meeting. And the annual NextGen Leadership Conference will be held Oct. 12-13 in Osage Beach. I look forward to seeing you there! The following bankers were recognized for their service to the Next Generation in Banking Division and MBA as they completed their board terms — Immediate Past Chair Adam Rainey, Bank of Advance; Renee Vogelgesang, First State Bank of St. Charles; Daniel McKinney Jr., Community First Banking Company, West Plains; and Tracey Woodward, Carroll County Trust Company, Carrollton. Thank you for your service! THE MISSOURI BANKER 13 THE MISSOURI BANKER 13

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Cover StoryBy Lori Bruce, Director of CommunicationsAdrian Breen listens intently as the regional presidents for The Bank of Missouri discuss activity in their markets during a routine Zoom meeting. High ination and the increasing rate environment concern the bankers as they and their teams work with customers to ward o potential setbacks. Breen makes notes of these conversations, oering his take on the situation and how to best prepare for the unknowns.“Historically, banks have looked in the rearview mirror,” said Breen, CEO/president of e Bank of Missouri in Perryville. “Now more than ever, we have to look out the windshield.”Breen’s forward-looking perspective stems from another time in his life, one in which he never imagined himself as a banker, let alone Execute the Game PlanMBA ChairmanAdrian Breen plans for banking’s future14 mobankers.com

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Execute the Game Planthe chairman of the Missouri Bankers Association. Breen was born in Bronxville, New York, and spent his early childhood years in Albany. His family moved the summer aer Breen nished second grade because his father, who worked for a nance company, was transferred to Cincinnati. Shortly aer the move, his parents divorced. Breen and his two siblings — an older sister and younger brother — were raised by his mother who oen worked two or three jobs.“We all worked jobs to help make ends meet,” Breen said.Some of Breen’s rst jobs included mowing yards and delivering newspapers. Having these “odds-and-ends jobs” allowed him to play sports, which his mom fully supported.“She was a huge sports fan and grew up in the shadow of Yankee Stadium,” he said. “She knew the value of being part of a team and was willing to make that sacrice so we could play.”Breen started playing football in the eighth grade. As a sophomore, he was approached by his coaches about being the team’s quarterback. Breen wasn’t thrilled about the idea because he enjoyed playing wide receiver and defensive end, but the coaches made it clear he would be the new quarterback.“I didn’t even try. I just went through the motions thinking I’ll go back to wide receiver and defensive end,” Breen said. “My coach told me I can go out and embarrass myself and my family, but I was still going to be the quarterback.”Adrian Breen, CEO/president of The Bank of Missouri in Perryville, became chairman of the Missouri Bankers Association in June 2023. at tough conversation changed Breen’s attitude and his future. He received a football scholarship to Morehead State University in Kentucky. Breen was selected as one of the team’s captains aer his sophomore year, and THE MISSOURI BANKER 15

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“e more you learn and build your base earlier in your career, the more eective you’re going to be as a leader and as a banker later in life.”this opportunity allowed him to attend the U.S. Army Boot Camp at Fort Knox in Kentucky.“at experience had a big impact on my leadership abilities and gave me a profound respect for the U.S. military and the sacrice their family members endure,” Breen said. Boot camp taught Breen the importance of planning and strategy. He was studying business at Morehead but was unsure about which program to pursue, so he reached out to his advisor, who suggested accounting or nance.“I asked what the dierence was between the two,” Breen said. “My advisor said accountants sit in a room all day crunching numbers. If you’re in nance, you study the numbers and strategically decide what to do with the numbers. I didn’t want to be in an oce all day, so I chose nance.”In summer 1987, Breen signed with the St. Louis Cardinals football team and competed for a quarterback spot with the team. He didn’t make the roster but was told he may get invited back if there was strike by the players. He returned to Morehead State and coached wide receivers while bartending at night. One night during a shi at the bar, he received a call from the director of player personnel with the Cincinnati Bengals about potentially playing with the team if there was a strike.“I said I would play, and he told me they would keep me in mind,” Breen recalled. “Literally two seconds later, he called me back and oered me a spot with the Bengals.”e strike began weeks later, and Breen was the starting quarterback for the replacement team. In his rst game with the Bengals, Breen threw one touchdown pass and had no interceptions. He played in the third game against the Cleveland Browns in Cincinnati, his hometown. Shortly aer, the strike ended, and Breen went home. Teams in the arena football league contacted Breen about playing, but he had other plans.“I was engaged and decided I would nish up my degree and move on,” Breen said.Breen and his wife, Lori, moved to Cincinnati where she had received a teaching job. He transferred to Xavier University to nish his degree and began his rst job in banking as a teller at Fih ird in March 1988.“Because of my school schedule, I worked at the bank marts inside grocery stores on Saturdays and Sundays so I could go to school full time and work full time,” Breen said. “I graduated on a Friday and started the bank’s management training program the following Monday.”at program prepared Breen to oversee branch operations. He ran his branch “like my own store,” recruiting and training sta, marketing bank products, underwriting mortgages and commercial loans and maintaining portfolios.“e more you learn and build your base earlier in your career, the more eective you’re going to be as a leader and as a banker later in life,” he said.Breen rose through the ranks at Fih ird to vice president of commercial lending. In March 2000, he joined Park National Bank as market president to oversee its expansion into Cincinnati. It grew from a single branch that was losing money into a protable branch. Five years later, Breen took on a new role as regional president for First Financial, also in Cincinnati.“I had some great bosses who gave me opportunities to develop,” Breen said, “but you reach a certain point 16 mobankers.com

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where the CEO may be just a few years older than you and if you have that drive to continue to do more, you have to open up your possibilities.”In September 2013, Breen le Cincinnati for Omaha, Nebraska, to lead American National Bank as president and CEO. While there, he met a friend of David Crader, the CEO of e Bank of Missouri, who mentioned Crader was considering retirement and asked Breen if he was interested in meeting Crader.“David is one of the best bankers I’ve ever met,” Breen said. “He built e Bank of Missouri to be very well-capitalized with a great credit portfolio for the next leaders to come in and take it where it is today.”Breen joined e Bank of Missouri in February 2017. Headquartered in Perryville, e Bank of Missouri operates 29 branches in Missouri and four digital branches. e bank is divided into four regions, and each region has its own leaders. is structure has enhanced the bank’s culture, Breen said, because the bankers in those markets are empowered to build their own teams and be a part of their communities’ economic growth. It’s also key to succession planning.“You must learn how to manage people, understand how all sides of banking works and have that accountability and management experience,” Breen said. “We’ve got a great group of people here to be that next generation of leaders.”As he steps into his role as MBA chairman, Breen appreciates the friendships he has developed with his fellow Missouri bankers.“You can see the power of these relationships through MBA,” he said. “We all compete in Missouri, but it’s a healthy, respectful competition because there’s room for everybody.”at collaborative competition plays a signicant role in ensuring banks stay dynamic and continue to move forward as the industry changes. He sees MBA’s role as a partner in fostering that growth to become even better.“MBA is a ne-tuned machine,” Breen said. “How do we stay the best and become even better?”It’s a question that Breen also asks regularly of himself, his team and his colleagues.“Banking really made me a planner because it teaches you how to look for challenges but to keep moving forward,” Breen said. “Failing to plan is planning to fail.” Drew Hotop, customer relationship specialist with The Bank of Missouri in Cape Girardeau, talks with Adrian Breen, bank CEO/president, about his future career goals. “We’ve got a great group of people here to be that next generation of leaders,” Breen said. THE MISSOURI BANKER 17

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Guest CommentaryBy SBS CyberSecurityMany IT professionals cringe whenever they hear “ntech.” Many think of risk, volatility and the unknown, but is it as scary as we think? With the right approach, analyzing ntech companies doesn’t have to be so intimidating. e “Conducting Due Diligence on Financial Technology Companies: A Guide for Community Banks” from federal agencies provides direction on conducting ntech due diligence and oers enhanced considerations for key areas.BUSINESS EXPERIENCE AND QUALIFICATIONSBy gaining insight into the ntech’s qualications and overall strategy, a FI can evaluate the ntech’s capability to meet expectations and objectives. • Business Experience — company overview, organizational charts, client references, complaints, public records of legal or regulatory issues, media reports, summary of operational challenges • Business Strategies and Plans — mission statement, geographic footprint, strategic plan, patents and licenses, key personnel and subcontractors, employment policies, websites, social media • ualications and Backgrounds of Directors and Company Principals — ownership, biographical and professional information, sources of capital, succession plans FINANCIAL CONDITIONAssess the nancial stability of a ntech by analyzing funding sources, earnings, growth projections and other relevant factors aecting the company’s overall nancial performance. • Financial Analysis and Funding — nancial statements, annual reports, SEC lings, internal nancial reports and projections, list of funding sources • Market Information — publicly available market information on competitors and information on client base LEGAL AND REGULATORY COMPLIANCEFIs may consider ensuring a ntech’s legal/regulatory familiarity and prior experience working within the framework. e contract must mandate compliance with federal consumer protection laws and authorize access to the ntech’s records for review and monitoring. • Legal — charters, articles on incorporation, certicate of good standing, lawsuits, settlements, enforcement actions, Form 10-K, 10-Q lings • Regulatory Compliance — policies, procedures, training, internal controls, legal and compliance contract terms, information on customer-facing delivery channels or applications, marketing materials and regulatory disclosures, methods to monitor customer complaints Assess Key Areas for Fintech Due Diligence 18 mobankers.com

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RISK MANAGEMENT CONTROLSSome ntech companies may not have the usual documentation required for due diligence review, and some may hesitate to provide certain documentation they consider proprietary or a trade secret. FIs may consider the following. • accept due diligence limitations, with any necessary approvals and/or exception reporting, compared to the FI’s normal processes • incorporate contract provisions establishing the right to audit, conduct on-site visits, monitor performance and require remediation when issues are identied • establish a right to terminate a third-party relationship based on a ntech’s failure to meet specied technical and operational requirements or performance standards • outline risk and performance expectations and related metrics within the contract to address requirements Evaluate these factors to assess a ntech’s ability to conduct business safely and soundly, consistent with its risk appetite and in compliance with legal and regulatory requirements.• Risk Management and Control Processes — policies; procedures; information on risk and compliance stang; results of control reviews and audit reports; schedule of planned control reviews and audits; self-assessments; training materials and schedule; inventory of key risk, performance, and control indicators; project plans; sample reports to the board of directors INFORMATION SECURITYFIs may assess if a ntech’s information security processes are suitable for the risk of the proposed activity, and they may seek to understand the ntech’s subcontractor oversight. When a ntech has access to customer data, the FI should know how the company limits access to its systems and data, identies and xes vulnerabilities, and updates and replaces hardware or soware. e FI should consider the risks and related controls concerning customer data if the ntech’s security is compromised. • Information Security Program — information security controls assessments, incident management and response policies, incident reports with post-mortem and remediation activities, information security policies, information security and privacy training for sta, policies addressing safeguarding and privacy laws and regulations • Information Systems — information technology policies, overview of technology and processes supporting prospective activity, completed controls or standards assessments OPERATIONAL RESILIENCEAn FI may evaluate a ntech’s ability to continue operations through a disruption. Depending on the activity, an FI may look to the ntech’s processes to identify, respond to and protect itself and its customers from threats and potential failures, as well as how it will recover from disruptive events.• Business Continuity Planning and Incident Response — business continuity plans, business impact analysis, disaster recovery plans, incident response plans, documented system backup processes, testing results, cybersecurity reports and audits, insurance documents • Service Level Agreements — proposed service level agreements and evidence of status meeting existing service level agreements • Reliance on Subcontractors — policies on outsourcing and its use of subcontractors, independent reports or certications regarding subcontractors, list of third parties used CONCLUSIONFIs are always seeking ways to improve their products and services while reducing costs, making ntech relationships increasingly popular. To ensure that the benets outweigh the potential risks, FIs need to conduct a thorough due diligence process. By taking these extra steps, FIs can make informed decisions and reduce the stress and uncertainty oen associated with partnerships. SBS CyberSecurity is a premier cybersecurity consulting and audit rm that is dedicated to assisting organizations with the implementation of valuable risk management programs and to mitigating cybersecurity risks.Learn more at sbscyber.com. SBS CyberSecurity is an MBA endorsed partner. THE MISSOURI BANKER 19

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Guest CommentaryBy Heidi Wicker and Audrey Carroll, Stinson LLPModernization of Money Transmission LawsA money transmitter is generally dened as an intermediary receiving money or monetary value for transmission to third parties or selling or issuing payment instruments or stored value. While all states except Montana currently require licensure at the state level for entities seeking to act as a money transmitter, the licensing framework across states has historically varied widely.e Conference of State Bank Supervisors has sought to change that pattern in recent years by encouraging state legislatures and banking departments to modernize and unify the state licensing framework nationwide.At the mid-year point in 2023, we are now seeing the fruit of CSBS’ eorts when it rst put forth the Model Money Transmission Modernization Act for consideration by state legislatures in 2021. To date, seven states (Arizona, Indiana, Iowa, Minnesota, Texas, Tennessee and North Dakota), have enacted legislation repealing and replacing their existing money transmission acts with the MMTMA. In addition, at least 10 states, including most recently Georgia and Nevada, have enacted legislation revising provisions of their existing money transmission acts in accordance with the MMTMA.As states’ legislative sessions continue in 2023, numerous states have legislation pending that would incorporate at least some provisions of the MMTMA into their existing money transmission acts.e MMTMA follows other strides that state banking departments have made in recent years to increase eciency for money transmitter licensees operating in multiple jurisdictions or nationwide, with both the licensing and ongoing supervision process via implementation of the common Nationwide Multistate Licensing System, as well as joint state examinations of licensees.20 mobankers.com

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Looking for a particular business to help with your bank’s operations? Through MBA’s associate membership program, banks can access various businesses offering professional products and services for the banking industry. Browse our directory at mobankers.com to find a vendor for your bank.MBA Associate MembersHIGHLIGHTS OF THE MMTMAe MMTMA seeks to bring consistency to several aspects of states’ money transmission laws, including the denition of what constitutes money transmission requiring licensure.Under the MMTMA, a person is prohibited from engaging in money transmission or advertising, soliciting or holding themselves out as providing money transmission services unless the person is licensed or qualies for an exemption. “Money transmission” is dened as:• selling or issuing payment instruments or stored value to a person located in the state; or• receiving money for transmission from a person located in the stateExemptions under the MMTMA include certain exemptions that exist today under some, but not all, states’ money transmission laws, notably:• a person appointed as an agent of a payee to collect and process a payment from a payor to the payee for goods or services, other than money transmission itself, provided to the payor by the payee, under certain conditions set forth in the MMTMA• a person expressly appointed as a third-party service provider to or agent of an entity that is exempt (such as a bank) also under certain conditions set forth in the MMTMAOther provisions of the MMTMA that multiple states have adopted include the following.• changes in calculation of tangible net worth requirements and calculation of surety bond amounts• standardization of permissible investments deemed to be of sucient liquidity and quality• licensing requirements, including new denitions of what constitutes “control” of the entity, such that a person or entity must provide specied information to the regulatory authority• provisions relating to timely transmission of funds• requirements regarding provision of transaction receipts to senders• customer refund requirements• adoption of requirements for entities engaged in virtual currency business activities, including exchanging, transferring, storing or administering virtual currency Heidi Wicker is a partner and co-chair of the Fintech, Payments and Financial Products practice group at Stinson LLP. She focuses her practice on banking, payments law, ntech and nancial regulatory matters and has represented clients in each segment of the industry for nearly two decades. She provides invaluable insight to nancial institutions and nonbank companies concerning legal issues related to developing new products and services, regulatory licensing, operational and compliance matters and structuring agreements with nancial institutions, third parties or ntech companies. Email heidi.wicker@stinson.com for more information. Audrey Carroll is an associate at Stinson LLP. She focuses her practice on guiding clients through complex matters regarding nancial services, payments systems and virtual currency. She also assists nancial institutions and ntech companies, including money transmitters, prepaid card issuers and online marketplace providers, in addressing regulatory and contractual matters. Email audrey.carroll@stinson.com for more informaiton.Learn more at stinson.com. Stinson is a MBA associate member. THE MISSOURI BANKER 21

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Guest CommentaryBy Phil Jarrell, Profit Resources Inc.Debit card interchange income is the top contributor to deposit-based noninterest income for most banks, and if it’s not for yours — you must ask why! Two factors make debit card interchange income a smart thing on which to focus growth eorts. First, interchange fees are not paid by your customers. Second, it continues to grow organically even as it normalizes post-COVID. For example, Visa system debit card spend is growing an average of 5-7% annually, as spending per card grows with new acceptance locations. Because of this, interchange income is an important revenue stream that deserves closer examination by every nancial institution.ere are several areas of the debit card business that can represent signicant revenue growth opportunities for banks.OPTIMIZE THE SIGNATURE NETWORKOptimizing the relationship with Visa or Mastercard, for example, can result in up to a 25% increase in signature debit revenue. Termed agreements should be negotiated with the full nancial impact, including net interchange revenue factored in.“If you haven’t negotiated eectively with your signature network, you could be leaving a lot of money on the table,” said Phil Jarrell, debit card services expert at PRI. “Small community banks must realize the value of having the network on their debit cards, to both the network and the bank, and negotiate fees, signing bonuses and marketing support. Good vendor management and contract negotiation will allow you to maximize the incentives and benets.” Grow Revenue With Your Debit Card Product22 mobankers.com

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OPTIMIZE THE PIN POS NETWORKInterchange revenue, switch fees and incentives, which can be quite dierent between networks, must be considered. ere are signicant dierences in interchange between PIN networks, and the PIN network that is chosen can aect the higher interchange brand/signature spend on your cards.“It’s not necessarily in your best interest to just take the PIN network of your processor,” Jarrell said. “ese agreements also should be negotiated based on your full nancial picture.”EVALUATE EFT PROVIDERSEFT providers, who process debit card transactions for the bank, also should be evaluated with an additional focus on debit processing expenses. Although many nancial institutions don’t pay attention to this level of detail, they should look at the full picture to ensure they’re not paying too much per transaction. EFT costs provide additional opportunities to save money and increase prot. CLEARLY COMMUNICATE DEBIT CARD VALUE PROPOSITIONSDebit card value propositions should be clearly communicated and reinforced with customers and well understood by employees to improve card adoption and performance. An ongoing eort must be made to promote convenience, any bank-oered rewards if applicable, liability protection and general acceptance of debit cards to customers. Marketing promotions with incentives, sweepstakes, etc., also can eectively increase spending. Without this focus, the debit card program — and the interchange income revenue — can suer. REPORT RESULTS SIMPLY BUT COMPREHENSIVELYBanks should incorporate debit card nancials and key performance drivers into standard bank reporting, with targets based on benchmark comparisons to identify and prioritize opportunities.“Debit card interchange income — even for small banks — can be upwards of $1 million, but it’s oen not reported to the board and may be buried within ATM reporting,” Jarrell said. “Reporting and tracking debit card income and expenses separately allows banks to realize the full value of their debit card product and set goals and targets to manage to.”It can be dicult to get good, clean data, and deciphering reports and measuring results requires skill and patience. Debit card processors and networks provide reporting, which can be used to track usage and performance. Banks should work with their vendors to make sure these reports are accessed and understood. Vendor data should be combined with invoice/expense data to get the full picture of the debit card business. Prot Resources Inc. specializes in identifying protability improvement areas for nancial institutions through revenue growth, cost control, streamlining processes and effective use of technology. Learn more about PRI’s personalized approach to propel growth and improve protability at protresources.com. Prot Resources Inc. is an MBA associate member.Submit your news! Send achievements, news and announcements to Lori Bruce, MBA communications director, at lbruce@mobankers.com for posssible inclusion in The Missouri Banker. THE MISSOURI BANKER 23

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Preston to Retire Aer 20 Years of Service to MBA Rachael Preston, MBA vice president of member services, is retiring from the association after 20 years of service. Throughout her career at MBA, Preston had the unique privilege to work in all areas of the association. “I’ve always tried to keep learning, to listen to our members and to be responsive to help,” she said. Around the StateA friend’s introduction to the Missouri Bankers Association in July 2003 presented an opportunity for Rachael Preston to try something new. at introduction blossomed into a rewarding 20-year career for Preston, who is retiring in August.“I’ve loved the variety here at MBA,” said Preston, vice president of member services. “I had the unique privilege to work in all areas of the association, and it allowed me to do a little bit of many dierent things.”Preston joined MBA in July 2003 as a title service specialist. Four years later, she was named director of marketing and membership development. In her new role, Preston was crucial in spearheading several special projects, including the revitalization of the Young Bankers Leadership Division (now Next Generation in Banking).“MBA wanted a professional organization that would aid young bankers in their careers,” Preston said. “We created a Young Bankers Board of Directors, and those serving on the boards over the years shared their expertise that helped MBA grow the division into what it is today.”Preston also played an integral role in further developing the Missouri Bankers Foundation. Under her guidance, the foundation has grown to support scholarships for high school seniors and college students, as well as statewide nancial literacy programs.“I’ve grown into the various roles I’ve had here. I’ve always tried to keep learning, to listen to our members and to be responsive to help,” Preston said. “I’m thankful for the opportunities that MBA entrusted me to lead. MBA connected me with so many wonderful people in our banks.”As her MBA career draws to a close, Preston leaves with fond memories from the relationships she has built with her MBA colleagues and members.“People may not remember what you did, but they remember how you made them feel,” Preston said. “I hope our members felt they were heard, valued and received what they needed from the association. at’s why we’re here!” 24 mobankers.com

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Around the State2023MBA CHAIRMAN’S AWARD Honorees The Missouri Bankers Association Chairman’s Award is the highest honor MBA can bestow on an individual. Two individuals were recognized with this distinguished honor at MBA’s 133rd Annual Convention in June.Dan Robb, president and CEO of Jonesburg State Bank, and Dianna Robb with Jonesburg State Bank were honored with the MBA Chairman’s Award on Wednesday, June 14, during MBA’s 133rd Annual Convention at Chateau on the Lake Resort in Branson. Outgoing MBA Chairman J.R. Buckner, president and CEO of First Federal Bank of Kansas City, presented the awards to the Robbs.“As chairman of the American Bankers Association, Dan represents banks of all sizes across the U.S.,” Buckner said. “He understands that for banks to be successful for their customers and communities, advocacy is crucial, and banks of every size need to be heard by state and federal legislators and regulators.” Dan has more than 38 years of banking experience since starting his career in 1985 as a bank teller. He has served in various roles for MBA, including eight years on MBA’s Board of Directors and as MBA chairman in 2015. He is the third Missouri banker to serve as ABA chairman, and he has previously served on ABA’s Community Bankers Council and Grass Roots Committee. He was chairman of ABA’s Government Relations Council in 2020 and also served on the board of ABA’s subsidiary Fund for Economic Growth. Dan graduated from the Graduate School of Banking at Colorado in 2000. “Dianna has provided a lifetime of support to the banking commu-nity, and she is welcoming to all,” Buckner said. “She is one of the strongest proponents of our industry, and she exudes passion and enthusiasm for community banking.”e Robbs are active in their local communities, serving on various business and nonprot boards. ey also are involved in multiple civic activity groups. THE MISSOURI BANKER 25

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Around the State2023Jim Barnett Jr.Chairman Peoples Bank, CubaJim Barnett’s banking career began in the summer of 1965 when he worked at Mercantile Trust Company in St. Louis.His interest in banking began much earlier, thanks to guidance from hisfather, William James Barnett with Peoples Bank in Cuba. Aer additional summer jobs at Mercantile and Harris Bank in Chicago, Barnett joined the credit department and nancial consulting at Harris Bank in 1968. He returned to Mercantile Bank in 1970 to work in commercial lending. en in 1973, aer encouragement from his father, Barnett joined Peoples Bank as a vice president. He was elected president several years later and was named chairman in 1994. Barnett will celebrate his 30th anniversary as chairman in 2024. He and his wife, Jill, celebrated 50 years of marriage in 2023. ey enjoy spending time with their two sons and their family.Eileen BeckemeyerPersonal Banker Preferred Bank, NapoleonEileen Beckemeyer has been a constant presence at Preferred Bank (formerly Napoleon Bank) since she began her career in June 1961. Beckemeyer started as a teller, receptionist and secretary and worked her way up to serving for 24 years as a director of Napoleon 50 Year Club Honorees The Missouri Bankers Association’s 50 Year Club honors bankers who have dedicated 50 years of service to the banking industry. MBA is pleased to recognize these bankers for their commitment to their customers and their communities.Bank. She currently handles the CDs and IRAs and still greets most every caller just as she has for more than 60 years — “Hello. is is Preferred Bank. How may I help you?” ose last ve words most accurately describe her work at the bank throughout the last six decades. Beckemeyer has three children, nine grandchildren and two great-grandchildren. R. David CraderDirectorThe Bank of Missouri, PerryvilleDavid Crader began his banking career at Bank of Advance before running a small bank in Plattsburg. He moved to Perryville in 1985 to work for First National Bank. Crader became president and CEO of e Bank of Missouri inJune 1996. He retired in 2020 and continues to serve on the bank’s board. Crader has shared faith-based leadership skills with numerous organizations and served on boards for MBA and First Banker’s Securities Inc. A U.S. Navy veteran, Crader served on two aircra carriers and made two tours to Vietnam. He played a key role in establishing Missouri’s National Veterans Memorial in Perryville. Crader was aboard the 102nd Greater St. Louis Honor Flight in June 2023 on the 79th anniversary of D-Day.He and Gail, his wife of 53 years, have two children and twograndchildren. 26 mobankers.com

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Carlene B. CullinaneSenior Vice President/Chief Operating OfcerPony Express Bank, LibertyCarlene Cullinane began her banking career at the National CommercialBank of Liberty on the historic Liberty Square. Aer working in many roles throughout the banking industry in the Liberty area, Cullinane joined Pony Express Bank in 1993, spending time inthe banks’ branches in Braymer, Kearney and Liberty. She is responsible for board reporting, project generation and management, customer service and overall problem solving, and she also serves as the board of director’s secretary.She and David, her husband of 47 years, have one daughter and son-in-law. Cullinane enjoys cooking, sewing and craing.Ed DouglasChairman Emeritus and Board MemberCitizens Bancshares, ChillicotheEd Douglas served Citizens Bancshares Bank in Chillicothe for nearly 32years, spending the last 20 years of his active career as president and laterchairman and CEO. Under his leadership, the company grew its capitaltenfold and increased assets over tenfold to a $1 billion bank holdingcompany with locations in 25 towns. Douglas retired in 2006 and transitioned to serve as chairman emeritus and board member until February 2023, when the bank was acquired by Southern Bank. ree Missouri governors appointed Douglas to statewide positions of service, including commissioner of the Missouri Highway and Transportation Commission.Douglas and his wife, Marla, enjoy spending time with their three children and their four granddaughters.Steve DuncanDirectorHeritage Community Bank, ChamoisSteve Duncan began his banking career June 1, 1973, at Central Bank inJeerson City. For the next 43 years, Duncan served as accounting ocer,auditor for Central Bank and Central Bancompany and nally senior vicepresident operations for Central Bank/Central Technology Services. During that time, he served for more than 20 years on the board of Mid-America Payments Exchange and later EPCOR, serving as MPX chairman from 2003-2005. He joined the board of United Bank of Chamois, now Heritage Community Bank, in 2008. Duncan was commissioned as a second lieutenant through Army ROTC and served on active duty in 1974.He and his wife, Ina, have three children and ve grandchildren.Douglas D. OttDirectorCounty Bank, BrunswickFollowing his military service during the Vietnam era, Doug Ott began hisbanking career in 1972 as an ocer trainee with Southgate State Bank inMission, Kansas. Nearly 18 months later, he accepted a job as vice president with Princeton State Bank in Missouri, where he learned community banking from top to bottom during his 10 years with the bank. In 1984, Ott was named president and CEO of Chariton County Bank, now County Bank, in Brunswick. He served in this role for 26 years beforebecoming president emeritus for two years. Ott retired from full-time employment in 2012 and transitioned to the role of director. He and his wife, Meryl, have been married 36 years. Together, they have four sons, two daughters and 15 grandchildren. THE MISSOURI BANKER 27

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Around the State2023Judy PriceBoard Secretary and Director Community Point Bank, RussellvilleJudy Price began her banking career as a bookkeeper and drive-up teller at Community Bank of Russellville, now Community Point Bank, in August1972. She has worked in all areas of the bank throughout her career. She attended many bank seminars and conferences throughout her employment. In 2001, Price was named vice president and elected to the board of directors and secretary of the board. Six years later in 2007, she became the bank’s rst female president. Price served as president until her retirement in May 2016. She and her husband, Rick, have been married for 56 years. ey have two children and four grandchildren.Janet S. WehrleTeller/Customer Service Representative Peoples Savings Bank, RhinelandA lifelong Rhineland resident, Janet Wehrle began her career at PeoplesSavings Bank of Rhineland in 1973 when the bank had only one location.roughout her career, the bank grew to 11 locations, and Wehrle recalls themany changes she has witnessed rsthand. She was trained as a teller andhad to hand-post all checks before the bank purchased a computer in the early 1980s. She then ran the proof machine 50 Year Club Honorees The Missouri Bankers Association’s 50 Year Club honors bankers who have dedicated 50 years of service to the banking industry. MBA is pleased to recognize these bankers for their commitment to their customers and their communities.and worked in the computer room. When new banks were built in Rhineland and Hermann, the computer department was moved to Hermann, and Janet worked in that branchuntil 2013. She then transitioned to the role of new accounts and customer service representative at the Rhineland branch.She and her husband, Steve, have been married for 44 years. ey ave two sons and four grandchildren.Sue YoungExecutive Vice PresidentBank of OdessaSue Young started her banking career in 1961 at the Bank of Odessa. She has seen many changes throughout her banking career spanning more than 50 years, with automation being the best improvement and technology being the most challenging. Young has worked in nearly every position, including bookkeeper, teller, secretary, head cashier and now executive vice president. Young was the rst woman to become a member of the bank’s board. She is highly respected for her knowledge, for her expertise regarding rules and regulations and for her guidance to associates.She has two children, three grandchildren and two great-grandsons and enjoys spending time with them.28 mobankers.com

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AchievementsAround the StateArvest Bank named Zion Spurgeon a commercial banker for its Springfield market to assist businesses with their commercial needs. He has 11 years’ experience in the banking industry along with ve years’ experience in accounting. Central Trust Company, a division of The Central Trust Bank, promoted Eldin Pindzo to nancial planning associate in its St. Louis market. He joined the bank in 2021 and delivers personalized strategies tailored to each client’s unique needs.Jeremy Mansur was promoted to vice president/trust ocer at Community Bank of Raymore. Mansur, who joined the bank in 2011, is responsible for managing clients’ portfolios. He is a graduate of MBA’s Banking Leadership Missouri program and is chair of MBA’s Trust Committee.FCNB Bank promoted several sta members. Samantha West was promoted to vice president and market leader for Steelville. With 21 years of experience in the nancial and marketing industries, West joined the bank in August 2018. She also serves as a mortgage lending manager. Ande Miller was promoted to assistant vice president and senior credit analyst for Eureka. Miller joined the bank in September 2020. Wanda Grayson was promoted to vice president and senior personal banker for Steelville. She has been with the bank for more than 37 years. Adam Housewright joined FCNB Bank as vice president and market leader for Rolla. With more than 16 years of banking experience, he oversees branch operations, promotes community involvement and specializes in commercial, agricultural and consumer lending.Zion SpurgeonIsaac Norman joined First Community Bank in Joplin as assistant vice president, treasury management sales. He educates customers about new products included in the bank’s treasury management suite and introduces them to personalized customer service banking.First Mid Bank & Trust named Kathleen Spies its Community Reinvestment Act retail loan ocer serving the St. Louis market. She assists customers with all aspects of mortgage lending and focuses on CRA lending to help meet the credit needs of the community, including low- and moderate-income neighborhoods. She began her lending career in 2016.MRV Banks in Cape Girardeau promoted Landon Hays to personal banker II. He has direct oversight of key functions, including opening new accounts, cash handling, fraud investigation and wire transfer processing. He has worked at MRV Banks for two years. Brandi Bonner was named card services operations specialist. She is directly involved in the development of the infrastructure of card services and the movement of money. Bonner has more than six years of experience in the banking industry. Leslie Brooks and Angel Bollinger joined the personal banking team. Brooks leads the bank’s Starz50+ Club program and has more than 16 years’ banking experience. Bollinger has three years of banking experience. Isaac Lasater recently joined the commercial lending team at OMB in Springfield as a vice president and commercial loan ocer. He began his banking career in 2016 as a teller and has nearly seven years’ banking experience. Jeremy MansurSamantha West Ande MillerWanda Grayson Adam HousewrightIsaac NormanLandon Hays Brandi BonnerLeslie Brooks Angel BollingerIsaac LasaterKathleen Spies THE MISSOURI BANKER 29

The Missouri Banker - July August 2023

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