The Missouri Banker July August 2024 : simplebooklet.com

GAME ON!2024COMMUNITY BANKING CONFERENCELEVEL UP YOUR KNOWLEDGEMEMBER FDICFEATURED SPEAKERSIN MISSOURI How to Work With & Lead People Not Like YouKelly McDonaldMcDonald MarketingBuilding Trust in the Digital World: The Community Banker’s Guide to Personal BrandingEric Cook, MBAWSI ConsultingArtiﬁcial Intelligence in Banking: Opportunities & ChallengesTim Dively, MBA CLAWhat’s Next for Banks and How Are RegulatorsThinking About Potential RisksAllen NorthFederal Reserve Bank of St. LouisGet all the details and REGISTER today!WWW.MIBANC.COM/EVENTSAUGUST, 21-23, 2024ST CHARLES, MO • AMERISTAR CASINO BANCMACCOMMUNITY BANC MORTGAGE CORP.YOUR COMMUNITY BANK MORTGAGE PARTNERbancmac.commortgages@bancmac.com888.821.7729|NMLS# 571147BancMac provides correspondent and wholesale lending and is your Community Bank Mortgage Partner to help your financial institution originate fixed-rate secondary market loans including:PROGRAMS• Conventional Loans• USDA Rural Development Loans• Rural Living (Hobby Farm) Loans• VA Loans• Jumbo Loans• FHA LoansOUR PARTNERS RECEIVE:• Superior Service & Competitive Pricing• No Minimum Volumes• Signiﬁcant, Non-Interest Fee Income• Non-Solicit Protections & MoreOutsourced Banking Solutions was formed in 2020 with the mission to bring high quality loan review and credit risk services to community nancial institutions. OBS brings high quality, experienced, local credit professionals who fully understand how loan production, loan administration, credit risk management, and regulatory compliance systems work together most eectively. Our team are experts in these areas, having served in capacities such as senior lenders and chief credit ocers in community banks. OBS is aordable and currently serving banks throughout the state of Missouri. For additional information, please check out our website at outsourcedbankingsolutions.com or contact Steve at Steve.middelkamp@outsourcedbankingsolutions.com. Steve MiddelkampDirector of Business DevelopmentQuade WoodPrincipalTerry VisinneDirector of Loan Review

Page 3

ContentsThe Missourifacebook.com/mobankersfacebook.com/monextgenbankers@mobankers@mobankersMissouri Bankers AssociationFrom our ChairmanTo Continue Our Success, We Must Survive & Thrive. ........................................ 2From our President and CEONew MBA Strategic Plan Outlines Four Goals ................................................. 4American Bankers Association PerspectiveThe ‘Other’ CRA: A Lesser Known Tool ....................................................... 5Department NewsGovernment Relations: With Lawmakers Back Home, It’s Time to Talk Credit Unions ............... 6Legal: 30 Years and Counting for MBA Bank Counsel Section ................................. . 6Compliance: FDIC Updates Signage, Advertising Rules ........................................ 7MBA VEBA: MBA VEBA Launches Pet Insurance Coverage ..................................... 8MBA Launches New Legal Service ........................................................... 8Next Generation in Banking: Increase Your Impact Through Relationships ...................... 9MBA’s 134th Annual Convention2024 MBA Chairman’s Award Honoree ........................................................ 10Convention Highlights ....................................................................... 11Cover StoryFor the Good of All ........................................ 14David M. Gohn embodies Missouri’s banking communityGuest CommentaryOptimizing Small Business Lending: Best Practices and Strategies ............................... 18States Expand Regulation of Consumer Lending ............................................. 20Unlocking Growth: A Practical Guide to Leveraging Your Bank’s Data .......................... 22Around the State50 Year Club Honorees ..................................................................... 24Achievements .............................................................................. 28Jackson Hataway, PublisherLori Bruce, Editor573-636-8151The 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 ﬁnancial 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 changes for The Missouri Banker to mba@mobankers.com.CONNECT WITH MBA!For the latest news, visit mobankers.com. THE MISSOURI BANKER 1

Page 4

To Continue Our Success, We Must Survive & ThriveDavid M. Gohn, MBA Chairman West Plains Bank and Trust CompanyWhen it came time to write this column, I consulted with my dad, who served as MBA chairman 25 years ago. Part of his message focused on the industry’s future. With a new millennium approaching, bankers were concerned about Y2K — what would happen with systems when the clock struck midnight Jan. 1, 2000? For those unfamiliar with Y2K, Google it — I can assure you there was no hashtag since that wasn’t even a thing yet — but it was certainly trending across industries worldwide. For those in banking, this was a serious matter that could alter the future of banking. Thankfully, nothing happened, and banking went on as usual.Fast forward to today, and our industry remains focused on its future. This is evident with MBA’s three-year strategic plan. To me, our industry’s future depends heavily on how we survive and thrive in today’s current environment. I’d like to focus on one aspect of the strategic plan that is necessary for the Missouri banking community’s continued success — make every banker in Missouri an advocate for the banking industry.Make every banker an advocate is an enormous BHAG — big hairy audacious goal — for our association. It is commendable, and it will take signiﬁcant efforts to achieve this. I know MBA can do this because it has strength in numbers — we are all MBA. No matter your size or location, every single MBA member has a voice. With that voice comes the responsibility to help our association survive and thrive. We can do so by making every banker — from the tellers to CEOs to board members and even our customers — an advocate for the banking community.For this to occur, it starts at the top and ﬂows from there. Making every banker an advocate will require a commitment from leadership. You must dedicate time and resources to ensure your entire team understands the challenges facing the banking industry and what they can do. Are they aware of the pending regulations? Do they know where MBA stands on legislation in Jefferson City or Washington, D.C.? Can they answer customers’ questions about banking news in the media — both traditional and social? For our industry to survive and thrive, we must ensure our teams know what is happening in banking — in our communities, our state and our nation. Investing resources in our operations and our teams is necessary for banking to survive and thrive. In terms of operations, many expect From our Chairman2 mobankers.com

Page 5

To Continue Our Success, We Must Survive & ThriveMBA’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.instantaneous results — they want the ease, speed and security of managing their ﬁnancial needs anywhere, any time of the day, and we need to be able to deliver. At the same time, customers want to speak with a trusted individual for major, signiﬁcant moments in their ﬁnancial journeys — buying a home, saving for college, starting a business, expanding a business, investing for retirement. That’s a crucial role we fulﬁll for our customers — sound advice plus the latest and greatest in technology to guide them through these moments. Just as we invest resources into our operations, we also must take that same approach with our teams. MBA has been championing the vital role of future bank leaders for decades, encouraging their active involvement in the association. I know this because I was a part of this — I was among the ﬁrst to serve on the initial Young Bankers Leadership Board in 2008. Although I had been in banking for a few years, that time on the board provided so many opportunities to take a deeper dive into our industry and connect with peers throughout the state who were facing similar challenges and situations. I am now the ﬁrst chair of the Young Bankers Leadership Board — known now as our Next Generation in Banking — to become chairman of the MBA! This is an honor, and it’s one I hope to share with more NextGen bankers. For this to occur, individuals in our banks must be given opportunities to grow in their roles and beyond if we want our industry to thrive.Our survive and thrive message should not be limited to elected ofﬁcials. Our friends and neighbors need to know about the great things we do every day. All of our team members have a network to share our stories — the summertime gathering with friends, coffee at the café, social media posts and more. None of these require a bank expense — just promoting our own stories and that of our industry to friends and neighbors. Our greatest ambassadors for banking are our teams. We are the ones our customers think of when they hear or see our bank name — the experts they rely on for their ﬁnancial futures. To ensure the livelihood of our customers and communities, we must do all we can for banks to survive and thrive. “Every single MBA member has a voice. With that voice comes the responsibility to help our association survive and thrive. We can do so by making every banker an advocate for the banking community. THE MISSOURI BANKER 3

Page 6

New MBA Strategic Plan Outlines Four GoalsAt MBA’s 134th Annual Convention in June, we were excited to launch our three-year strategic plan for the association. I owe signiﬁcant thanks to the strategic planning committee of the MBA Board of Directors that helped guide the process, as well as to the full board for ratifying the plan. Our strategic plan is grounded in strengthening the attributes and competencies that have made MBA successful for decades while embracing new opportunities to serve our member banks. Available at mobankers.com, MBA’s 2024-2027 strategic plan is built around four broad, long-term goals.1. Maintain Missouri as a preeminent state for banking. Regardless of the political or economic climate, banks should be positioned to thrive in our state. Missouri Jackson Hataway, President and CEO, Missouri Bankers AssociationFrom our President and CEOis fortunate to host a large number of charters and a wide diversity of banks. Our policy positions and association services must foster bank growth, efﬁciency and, perhaps in the long-term, new bank formation. 2. Make every banker an advocate. When we look at how our industry engages with lawmakers, it is common to see senior executives at local events, in Jefferson City during the legislative session or in Washington, D.C. These connections make a huge difference, but we also need to ensure that even the most junior banker in the state has an easy path to engage in advocacy. Our voice is strongest when we can call on thousands of members to send emails, make phone calls or submit letters, and when there is a clear, simple path to do so. For instance, you’ll soon have access to an MBA Advocacy Toolkit to showcase the easiest and most direct ways for all employees to get involved. 3. Innovate to address evolving member needs. Our industry becomes more complex every day, and we must help you address those complexities (legal, technical or otherwise). MBA must enhance the services we provide you that drive down costs, increase scale or assist in dealing with an ever-increasing regulatory burden as part of our association promise. We’ve recently started on this path with the launch of our VendorPRO database and our new, low-cost Bankers Consulting Services legal offering. 4. Maximize member value. We must demonstrate the value of your membership consistently and in measurable ways. Whether in advocacy, education, services or networking, there should be tangible results from your participation in MBA. The plan will require diligent work across every part of MBA. It will require constant dialogue with members and ongoing reviews of strategic initiatives with MBA’s board. My commitment to you is that we will work tirelessly to ensure your association is strong and thriving well into the future. Scan QR code to view MBA’s strategic plan.4 mobankers.com

Page 7

The ‘Other’ CRA: A Lesser Known ToolRob Nichols, President and CEO American Bankers AssociationBanking agencies write the implementing regulations for the laws enacted by Congress, but they do not have free reign. They must act within the boundaries of their statutory authority or run the risk of legal challenge — and ABA has not been afraid to hold them accountable in court when they get it wrong. But Congress also can hold agencies accountable when there are policy disagreements by simply overriding ﬁnal rules. Regulators have exceeded their authority in several recent regulatory actions, including the 1071 ﬁnal rule, the credit card late fee ﬁnal rule, the new Community Reinvestment Act ﬁnal rule and the expansion of UDAAP authority via an update to an examination manual. ABA is using every tool in its toolbox to push back against the “regulatory tsunami” that regulators have unleashed on our industry. Litigation is a tool that we’ve been ABA Perspectiveforced to use several times, but it isn’t the only option. The Congressional Review Act, “the other CRA,” was enacted in 1996 to provide Congress with an avenue for overturning certain federal regulatory actions. Inexperience with the new law and divided government meant it was only used once in its ﬁrst 21 years. During President Trump’s term, the CRA was used successfully 16 times. Highlights included ABA-backed resolutions to overturn the Consumer Financial Protection Bureau’s rule effectively banning the use of mandatory arbitration for ﬁnancial products.Congress passed CRA resolutions three more times during President Biden’s administration, and lawmakers continue to introduce them. Recently, ABA supported a CRA challenge to the CFPB’s 1071 ﬁnal rule. That CRA challenge was passed by a bipartisan majority in both the House and Senate. Biden vetoed the measure, but it sent a strong and clear signal that Congress disagreed with the bureau’s rule. A resolution of disapproval under the CRA was passed in May to invalidate the Securities and Exchange Commission’s Staff Accounting Bulletin 121, which changed the way banks and other publicly traded entities are expected to account for digital assets held in custody. ABA also supports a CRA challenge to the CFPB’s recently ﬁnalized credit card late fee rule. The House Financial Services Committee favorably reported that resolution of disapproval in April.CRA is so powerful because resolutions can move to the Senate ﬂoor quickly through an expedited “fast track” procedure and that, once on the ﬂoor, a resolution requires only a simple majority vote to pass. This fast-track process stipulates a speciﬁc time frame during which rules issued in this Congress can be invalidated by the next Congress: the rule must be issued during a window of 60 session or legislative days before Congress’ adjournment at the end of the year for the next Congress to have an opportunity to invalidate the rule. We are now nearing the window where any ﬁnal rules that are issued by the agencies could be challenged under the CRA in the next Congress — yet another reason why electoral outcomes matter. However the elections shake out in November, ABA’s focus remains unchanged: supporting a policy environment that supports America’s banks in their mission to supply credit to their customers, clients and communities. We’ll continue to use every tool in the toolbox to ensure that our broad and diverse banking sector can continue to thrive. Email Rob Nichols at rnichols@aba.com. THE MISSOURI BANKER 5 THE MISSOURI BANKER 5

Page 8

Department NewsMBA’s government relations team is proud of our legislative accomplishments this year. Several bills championed by MBA were successful, despite a difﬁcult session that saw two record-breaking ﬁlibusters and the passage of just 28 bills. Successes include a $400 million increase to the state’s MOBUCK$ program and a bill that will allow banks to pass through the cost of a credit report on consumer loans. Both bills are signiﬁcant achievements for the banking community.Another success came in opposition to credit union ﬁeld-of-membership expansion. MBA strongly opposed this legislation sponsored by Rep. Richard West, a Republican from Wentzville. West doesn’t believe his bill is “anti-bank” but rather an opportunity to drive more competition for ﬁnancial services throughout the state. Credit unions are pushing the bill because they say rural communities are not being well-served. Neither of these arguments are true.The reality is that the legislation will only help the largest and most aggressive credit unions expand to nearly anywhere GOVERNMENTAL RELATIONSWith Lawmakers Back Home, It’s Time to Talk Credit UnionsBy David Kent, Senior Vice PresidentThe Missouri Bankers Bank Counsel Section was established with an advisory board in 1994. Membership is designed for attorneys employed by or engaged by Missouri banks to enhance the knowledge, skills and resources of bank attorneys as advocates, advisors, negotiators and problem solvers for Missouri banks. Bank counsel section members have frequently lent their expertise to MBA’s government relations team in reviewing and commenting on proposed legislation or identifying matters that require legislative attention. MBA and the bank counsel section host a premier legal risk management conference each October. LEGAL30 Years and Counting for MBA Bank Counsel Section By Keith Thornburg, Vice President and General Counselin the state. These credit unions want to act like banks and compete directly with banks, but they do not fall under the same regulatory requirements or tax burdens as banks. Credit unions are pushing hard to advance ﬁeld-of-membership expansion. They sent staff to visit lawmakers at the Capitol throughout session, submitted more than 100 witness forms during a House hearing and produced various marketing materials in support of the measure. It’s abundantly clear this is a multiyear effort for the credit union industry.We must rise to this challenge. It is incredibly important that lawmakers hear directly from you during the interim. It’s critical they understand that credit union ﬁeld-of-membership expansion directly threatens your ability to provide essential ﬁnancial services to the communities and individuals you proudly serve.For more information or how you can help, please contact David Kent or Emily Lewis at 573-636-8151. MBA has implemented changes to the bank counsel section program. MBA previously charged nominal individual dues to inside and outside counsel, including outside counsel employed by law ﬁrms that are MBA associate members. MBA has discontinued the separate member dues charge for attorneys who are employed by member banks or by associate member ﬁrms or companies. Individual dues for banking attorneys who are not employed by an MBA member have been increased to reﬂect the access individuals gain to all MBA programs and services. MBA is enhancing its bank counsel and associate member directories to provide better information and to assist 6 mobankers.com6 mobankers.com

Page 9

COMPLIANCEFDIC Updates Signage, Advertising RulesBy Carol Barnett, Senior Vice President of Compliance ServicesThe Federal Deposit Insurance Corporation published a ﬁnal rule in the Jan. 18 Federal Register amending its regulations (12 CFR Part 328) governing use of the ofﬁcial FDIC sign and how banks advertise FDIC membership. These updated rules reﬂect how depositors conduct business with banks today, including through digital and mobile channels. The amendments were effective April 1, but compliance is not mandatory until Jan. 1, 2025.The rule may not seem signiﬁcant at ﬁrst glance, but some provisions affect all banks. In addition, banks that sell nondeposit investment products that are not FDIC-insured will have additional compliance requirements, as will banks that partner with third parties for sales of bank products. This article addresses signage related to bank deposit products.All banks will need to ensure that the proper “FDIC Ofﬁcial Sign” is displayed at all physical locations, in areas prescribed by the rule. All ATMs and similar remote electronic facilities that receive deposits also have speciﬁc signage requirements, with new requirements affecting machines that are placed into service after Jan. 1, 2025.The FDIC adopted a new “FDIC ofﬁcial digital sign” that must be displayed clearly, continuously and conspicuously on all digital deposit-taking channels on the following pages or screens.• initial or home page of the website or application• landing or login pages• pages where customers may transact with depositsmembers seeking self-referrals to individual and associate member banking attorneys. MBA encourages all bank counsel members to update their MBA proﬁles. Information about bank counsel membership, updated proﬁle forms and information for associate member law ﬁrms is available at mobankers.com. MBA’s goal is to fully engage more banking attorneys in MBA programs and advocacy for Missouri banks to promote the banking industry and to build proﬁtable relationships. The value of membership is most fully realized when engaging with peers in law and in banking. Digital deposit-taking channel is deﬁned as “websites, banking applications, and any other electronic communications method through which a bank accepts deposits.”The rule states that an ofﬁcial digital sign continuously displayed near the top of the relevant page or screen and in close proximity to the bank’s name would be considered clear and conspicuous. The new digital sign uses different colors, font and wording than the sign that is posted at physical locations.Banks need to coordinate with their electronic content providers to ensure the digital sign will be displayed in accordance with the rule no later than Jan. 1.A new provision in Section 326.8 requires banks to establish and maintain written policies and procedures to achieve compliance with Part 328. These policies and procedures must include, as appropriate, provisions related to monitoring and evaluating activities of third parties that provide bank deposit-related services.The FDIC is holding free webinars to address these requirements. Visit fdic.gov/resources/deposit-insurance/banker-webinar/index.html for details. 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. THE MISSOURI BANKER 7

Page 10

Department NewsMBA VEBAMBA VEBA Launches Pet Insurance CoverageBy Lesley Weaver, Director of Business Development, Insurance ServicesOur pets play such a huge role in our lives; we do everything we can to keep them safe and healthy. MBA VEBA is excited to offer MetLife Pet Insurance to help ensure your furry family members are protected against unplanned vet expenses and routine care.With MetLife Pet Insurance, you can customize a plan to meet your pet’s needs. Essential needs cover accidents, illnesses, diabetes, ear infections, cancer, hip dysplasia and more while a more sophisticated care plan encompasses laser therapy, holistic care, acupuncture, hydrotherapy and more. Optional preventive care coverages include ﬂea and tick, spay and neuter, heartworm, behavioral training, teeth cleaning and more. MetLife Pet Insurance offers the following. • ﬂexible insurance plans that can cover the entire pet family, with no breed exclusions • cover multiple pets on one family plan policy• medications prescribed by a veterinarian MBA Launches New Legal ServiceFor 45 years, MBA has prioritized compliance assistance for its member banks and has answered hundreds of thousands of questions from thousands of bankers. As the amount and complexity of banking laws and regulations have increased signiﬁcantly the past several years, the need for banking-related legal expertise has grown. MBA is excited to launch Bankers Consulting Services that offers expert, cost-effective legal services for banks.“Issues that bankers face daily have become more complicated,” said MBA Senior Vice President Carol Barnett. “Often, bankers need legal interpretation and assistance, which MBA cannot provide as part of its compliance services. That’s where Bankers Consulting Services can help.”Bankers Consulting Services complements MBA’s current compliance services. Through Bankers Consulting Services, banks receive accurate, practical legal services from Missouri-licensed attorneys specializing in banking. • access to any licensed veterinarian, specialist or emergency clinic in the U.S. • 24/7 access to telehealth concierge services for immediate assistance• discounts up to 30% and additional offers on pet care — 10% employer discount when enrolling with MBA; multipolicy discount; military/ﬁrst responder/health care worker discount• optional preventive care coverage• deductible automatically decreases by $50 each policy year that is claim freePet insurance can help take the worry out of covering the cost of unexpected pet care. Whether it’s a routine check-up, unexpected illness or anything in between, MetLife Pet Insurance can help protect your pet and your wallet. Visit mobankers.com or call 573-636-8151 to learn more. “Both Bankers Consulting Services and MBA Compliance Services work closely together to ensure the advice your bank receives is consistent and accurate,” Barnett said. Bankers Consulting Services is a ﬂat fee-based legal service. Most of BCS’ legal services are covered by a set annual fee based on the asset size of the bank. “This service is designed to help our members with those day-to-day legal questions that come up on a variety of different topics that the BCS attorneys experience on a regular basis,” Barnett said. “It complements the established relationships that bankers already have with their attorneys.”Visit mobankers.com or call 573-636-8151 to learn more. Scan the QR code for pet enrollment.8 mobankers.com8 mobankers.com

Page 11

Increase Your Impact Through RelationshipsGarett Boatright, ChairNext Generation in BankingFirst State Community Bank, FarmingtonNext Generation in BankingI am Garett Boatright, and I am honored to chair MBA’s Next Generation in Banking. Currently, I am an assistant vice president and business services ofﬁcer for First State Community Bank in Farmington. I work with our commercial, nonproﬁt and government customers on payments strategies and lead a team of regional specialists who serve the many communities in our bank’s footprint.Growing up, I didn’t dream of being a banker. It was not something I was passionate about, and I never considered it when thinking about my future. After graduating from Truman State University in Kirksville, I returned to my hometown of Farmington and soon after joined my father’s jewelry store. Working in a small family business is challenging, but I am thankful for the experience because it led me to ﬁnd my passion and eventually to the banking industry.My seven years in small business taught me how impactful relationships can be, speciﬁcally banking relationships. For some, this isn’t obvious. Maybe you’re questioning your impact, wondering if your work is worthwhile. Having been on the other side of the relationship, I can assure you that you are playing an important part in the lives of your bank’s customers, no matter your role in the bank. From home ownership to starting a business, saving for college or retirement, providing for a family to paying employees, we are part of the biggest moments of people’s lives. It is impactful and revolves around relationships.Maybe you’re still trying to ﬁnd your passion. I am passionate about serving my community through my work and public service. I served three terms on the Farmington City Council, and it helped me see how interconnected we are, the importance of participating in our government at all levels and the positive ripple effect we can have through even the smallest interactions. No matter where you are in your career, I encourage you to seek out your passions and explore ways to increase your impact through building relationships in your community and the banking industry. Joining MBA’s Next Generation in Banking is a great way to start with its opportunities for professional development, networking and advocacy. You will meet new people, learn about yourself and the industry, and learn how to make an impact! I am grateful for the opportunity to lead NextGen over the next year and look forward to meeting you at an upcoming event! OCTOBER 3 & 4, 2024Scan the QR code for more information.KANSAS CITY MARRIOTT COUNTRY CLUB PLAZANEXT GENERATION IN BANKING CONFERENCE THE MISSOURI BANKER 9

Page 12

2024 MBA CHAIRMAN’S AWARD HonoreeThe Missouri Bankers Association Chairman’s Award is the highest honor MBA can bestow on an individual.By Lori Bruce, Director of CommunicationsMBA’s134thAnnual ConventionCarol Barnett, senior vice president of compliance services for the Missouri Bankers Association, was honored with the MBA Chairman’s Award on Wednesday, June 5, during MBA’s 134th Annual Convention at the Hilton Branson Convention Center. Outgoing MBA Chairman Adrian Breen, CEO/president of The Bank of Missouri in Perryville, presented the award to Barnett.“Since joining MBA, Carol has dedicated her career to making Missouri the best state in the U.S. for banking,” Breen said. “Her greatest contribution — and the one that affects Missouri banks — has been building MBA’s Compliance Services Division. Under Carol’s leadership, that division has become a key resource to Missouri banks. In today’s ever-changing environment with increasing compliance demands across every aspect of our businesses, I can’t think of a better person to be on that wall for Missouri banks than Carol.”In leading MBA’s Compliance Service Division, Barnett has answered thousands of compliance questions on the compliance hotline every year, and the Compliance Services staff has conducted hundreds of compliance, Bank Secrecy Act, Home Mortgage Disclosure Act and fair lending reviews. She also has developed compliance seminars, webinars and conferences that have assisted Missouri bankers in their compliance roles.“It is truly an honor to be part of MBA and be a resource for banks throughout the state,” Barnett said. “I am impressed every day at how our members serve as trustworthy, innovative ﬁnancial institutions for their customers and communities.”Barnett has held numerous roles throughout her 38-year career with MBA. A graduate of Iowa State University in Ames, she joined MBA in March 1986 as an assistant to MBA’s president and has worked on many special projects over the years, in addition to keeping up with the ever-expanding compliance laws and regulations. She previously managed various MBA products and services, including the endorsed partner program and Title Service Division. Outgoing MBA Chairman Adrian Breen, CEO/president of The Bank of Missouri in Perryville, presented the 2024 MBA Chairman’s Award to Carol Barnett, MBA senior vice president of compliance services, for her accomplishments in building MBA’s Compliance Services Division. 10 mobankers.com

Page 13

Page 14

Page 15

(back row) Jason Bone, First State Community Bank, Paciﬁc; Mike Arway, The Hamilton Bank; Alexander Brown, Equity Bank, Warrensburg; Gabe Magnuson, The Bank of Missouri, Bolivar; Sherry Wideman, Bank of Washington; Jase Glendenning, Heritage Bank of the Ozarks, Lebanon; Collin Thompson, Country Club Bank, Kansas City; Cody Honse, Legends Bank, Rolla; Cohlby Jones, BTC Bank, Carrollton(front row) Missy Montgomery, Central Bank of the Ozarks, Springﬁeld; Alex Collins, West Plains Bank and Trust Company; Crystal Wade, Heritage Bank of the Ozarks, Lebanon; Ashley Combs, Mid-Missouri Bank, Republic; Dean Mansur, Community Bank of Pleasant Hill; Cory Daniel, Alliance Bank, Cape Girardeau; Kelly Hohe, FCNB Bank, Rolla; Mindi Montgomery, First State Community Bank, Fredericktown; Melanie Riley, Country Club Bank, Kansas City; Clay Johnson, West Plains Bank and Trust Company; Kim Leeper, Mid-Missouri Bank, Mount VernonBanking Leadership Missouri Class of 2024 THE MISSOURI BANKER 13

Page 16

Page 17

From the bank of large windows facing his desk, David M. Gohn has the perfect view of daily activities on the town square of West Plains. Some days are quiet; your standard run-of-the-mill routines one ﬁnds in communities scattered throughout the country. Then there are days in which an unexpected hubbub disrupts the norm. One could say the activity outside Gohn’s windows reﬂects today’s banking environment. Banking may seem monotonous, but one soon discovers it encompasses much more.Banking has always been a constant for Gohn, president and CEO of West Plains Bank and Trust Company and chairman of the Missouri Bankers Association. Ties to southern Missouri banks run deep in the Gohn family. Corwin Gohn, Gohn’s great-grandfather, worked at the Bank of Alton (now Alton Bank), 45 minutes east of West Plains. His grandfather, Dan Gohn, moved to West Plains seeking more opportunities and became part of West Plains Bank and Trust Company in the mid-1930s. In 1966, his father, S. David Gohn, joined the bank.The younger Gohn knew most of the people at the bank growing up and always made certain to visit his grandfather to grab a pack of gum from his candy drawer. As a teenager, he mowed the grass at the bank branches. “As a kid, you never know what you want to do,” Gohn said. “I went to Mizzou because I’m an avid Tigers fan and thought if I’m going to work in Missouri, probably the best thing for my career is making connections at MU.”Gohn majored in ﬁnance because “it was the logical thing.” The summer after his ﬁrst year at college, Gohn had his ﬁrst bank job — a teller — at West Plains Bank and Trust Company. “That was a good experience working with customers and the public; it was fun,” Gohn recalled.After graduating from MU in 1997, Gohn moved to Memphis, Tennessee, where he was a credit analyst for a bank. Several months into his ﬁrst full-time job, Gohn found it wasn’t the right ﬁt for him.“I needed a little more school to grow up,” Gohn said. “Going to law school would provide a background needed for business, and I thought if there was a chance I would come back and work at West Plains Bank and Trust Company, having a law degree would be beneﬁcial.”Gohn’s parents supported his decision and encouraged him to apply to law school. He returned home to West Plains and brieﬂy worked as a credit analyst during the summer of 1998 before starting law school at the University of Missouri-Kansas City. Gohn began his law career as an associate with Husch and Eppenberger, now Husch Blackwell, in Springﬁeld in 2001. His practice focused on corporate law and real estate, and Gohn enjoyed seeing transactions and deals come together. A couple of years into his law career, Gohn began to think more and more about banking. He was appointed to the bank’s board of directors in 2003 and began to see banking from new perspectives as a lawyer with expertise in business and ﬁnance. Gohn soon had the opportunity to work daily alongside his father when he joined the bank as senior vice president in June 2005.For Gohn, a fourth-generation banker, having an initial career outside of the bank proved beneﬁcial.“You’re a better employee because you have a different perspective that brings more value to the organization,” he said. Perspective also comes with age and time. “Anytime you move back to your hometown, you are kind of put back in a place where you were when you left as a kid,” Gohn said. “Some people just remember you when you were 18, but now you’re their banker, and you need them to see you as their banker.”Gohn quickly reconnected with acquaintances and established new For the Good of AllDavid M. Gohn embodies Missouri’s banking communityBeing involved with the West Plains community was probably the biggest thing to help get my banking career going.“ THE MISSOURI BANKER 15

Page 18

relationships through several local boards and civic organizations.“Being involved with the West Plains community was probably the biggest thing to help get my banking career going,” he said. That same engagement fed into Gohn’s involvement with the Missouri Bankers Association. His father served as MBA chairman from 1999-2000 and greatly supported MBA. “It was a natural ﬁt to become active with MBA because it’s something I wanted to do,” Gohn said. A few years into his career at West Plains Bank and Trust Company, Gohn was invited by former MBA President and CEO Max Cook to embark on a new MBA opportunity for Missouri bankers. The newly created MBA Young Bankers Leadership Division provided opportunities for men and women new to banking to gain more insights into the industry, understand the importance of advocacy and connect with peers throughout the state. Gohn served as the ﬁrst vice chair on the board of the Young Bankers (now the Next Generation in Banking) and is the ﬁrst chairman of the Young Bankers board to serve as MBA chairman.“It was fun to be a part of this board because we set our own course,” Gohn said. “We were similar in age and had similar roles in our careers. Making those connections was great because I still call up someone from the initial board who I know and get some advice about how they may handle a particular issue or situation.”Gohn and his fellow board members touted the importance of advocacy, especially MBA’s Target Banker program.“A rising tide lifts all boats. If it’s good for banking, it’s good for all of us,” Gohn said.That sentiment of unity has carried more weight through the years as advocacy with elected ofﬁcials has become signiﬁcantly more prominent for bankers. Gohn has participated in several MBA visits to Washington, D.C., to share the concerns of the banking community with Missouri’s congressional delegation. “Many times, you’re often sharing the same message over and over with lawmakers,” Gohn said. “We need to keep making the effort to go to Washington because it does make an impact.”Bankers are seeing that impact play out on Capitol Hill. In June, Missouri Congressman Emanuel Cleaver questioned Consumer Financial Protection Bureau Director Rohit Chopra about the Community Reinvestment Act during a House Financial Institutions Committee hearing. Cleaver said, “It is my strong and irreversible belief … that some nonbank entities have CRA requirements in sectors with signiﬁcant public subsidies or support for business S. David Gohn, chairman of the board of West Plains Bank and Trust Company, congratulates his son, David M. Gohn, bank president and CEO, on his installation as MBA chairman for 2024-25. The elder Gohn served as MBA chairman for 1999-2000.16 mobankers.com

Page 19

activities,” and Chopra agreed with him.“It was refreshing to hear someone ﬁnally say we agree with you and that credit unions should have to play by the CRA rules as well,” Gohn said.The unlevel playing ﬁeld with credit unions and their tax-exempt status is one of the challenges facing the banking community, Gohn said. For him, many of the challenges are primarily regulatory.Mindy Trail, assistant vice president/loan ofﬁcer atWest Plains Bank and Trust Company, reviews loan documentation with bank President and CEO David M. Gohn. Trail, a 2018 graduate of MBA’s Banking Leadership Missouri program, is one of several bank employees to participate in this professional development program.“Training more people to be managers or supervisors provides them opportunities to grow in their careers and allows us to continue to expand our footprint,” Gohn said.“We continue to have additional regulations imposed on us that we may or may not agree with, but we have to play by the rules,” Gohn said. “I have yet to see any regulation come down that does not require additional expenses. It’s harder for smaller banks to survive because they have less human capital to tackle the additional burdens of regulation.”Strength in banks of all sizes is vital for community growth and prosperity. One of the goals outlined in MBA’s three-year strategic plan focuses on making every Missouri banker an advocate. This goal also is one of Gohn’s as chairman.“Every banker, no matter their title at the bank, can advocate for the industry,” Gohn said. The 110 employees at West Plains Bank and Trust Company embody Gohn’s philosophy. Founded in 1883, the bank is heavily involved in community activities at its seven branches in southern Missouri and a loan production ofﬁce in Arkansas.“In your communities and in their circles, your team can talk about the bank’s positive impacts that support the community,” Gohn said. “Our people are our biggest resource to be able to strengthen our communities and to become our biggest advocates.” Every banker, no matter their title at the bank, can advocate for the industry. “ THE MISSOURI BANKER 17

Page 20

By Kate Randazzo, AbrigoOptimizing Small Business Lending: Best Practices and StrategiesGuest CommentaryThe importance of a ﬁnancial institution’s loan policy cannot be overstated. It serves as a set of guidelines that outline the rules and expectations for the credit function within the institution. SMALL BUSINESS LENDING LOAN STRATEGY Here are key reasons why a loan policy is crucial for effective small business lending.• Risk Appetite: The loan policy helps lenders understand the institution’s risk tolerance and what kinds of lending opportunities to explore. This knowledge is essential for making informed decisions about which small business loans to pursue.• Organizational Structure: The policy outlines the organizational lending function and the deal approval process. Organizational structure ensures that the lending process is efﬁcient and standardized.• Compliance and Risk Management: The loan policy ensures that the lending function operates within the regulatory and compliance framework. It also outlines the risk management practices that must be followed when evaluating small business lending opportunities.• Loan Portfolio Building: By understanding the loan policy, lenders can align their efforts with the institution’s goals for building a high-quality loan portfolio. HOW DIFFERENTIAL CREDIT ANALYSIS CAN IMPROVE SMALL BUSINESS LENDINGSmall business lending involves a complex process of analyzing the borrower’s ﬁnancial situation and repayment ability. The following aspects of differential credit analysis are crucial for effective small business lending.• Customizing the Lending Process: Tailoring the lending process to each borrower is essential. This includes using a streamlined underwriting process for smaller, less complex loans and a more in-depth process for larger, higher-risk credits.• Understanding Financing Needs: Understanding a borrower’s ﬁnancing needs is crucial for ﬁnding the right loan structure. This involves differentiating between temporary and permanent investments in current assets and anticipating future needs based on the borrower’s 18 mobankers.com

Page 21

growth and operational cycles.• Financial Analysis Fundamentals: Thorough ﬁnancial analysis is critical for evaluating the borrower’s loan repayment ability. This includes assessing the borrower’s income statement, cash ﬂow, working assets, liabilities and leverage to determine their ﬁnancial stability and risk proﬁle.• Quantifying the 5 Cs of Credit: The “5 Cs of credit” (character, capacity, capital, conditions and collateral) are key factors in credit assessment. Using quantitative measures can help in quantifying these essential credit components.• Structured Approach to Cash Flow Analysis: Analyzing cash ﬂow is vital to assess a borrower’s ability to meet debt obligations. Various cash ﬂow analysis methods can provide a comprehensive view of the borrower’s ﬁnancial position.ADDING VALUE TO YOUR SMALL BUSINESS LENDING RELATIONSHIPSSometimes daily operations get in the way of ﬁnancial institutions seeking out opportunities to add value to their lending relationships. Identifying these opportunities can build stronger, more proﬁtable relationships with their small business borrowers. Here are some strategies for adding value.• Transform the Credit Process: Financial institutions can turn the credit process from a cost to a beneﬁt by educating borrowers on the institution’s underwriting and approval, highlighting the importance of providing complete information upfront.• Identify Opportunities to Help Borrowers: Good bank business strategy adds value to the borrower’s business and improves customer retention. Financial institutions can offer industry insights and benchmarking reports to their small business customers. • Integrate a Lifecycle Relationship Management Plan: Developing a plan helps align an institution’s products and services along the borrower’s lifecycle, allowing for proactive identiﬁcation of opportunities to meet the borrower’s evolving needs, such as growth ﬁnancing, succession planning and wealth management.• Use Financial Statements to Demonstrate Beneﬁt: Financial analysis tools help lenders demonstrate the potential ﬁnancial beneﬁts to borrowers. This may involve identifying cost-saving opportunities, improving cash ﬂow and offering tailored ﬁnancial solutions to address speciﬁc needs.• Pricing and Negotiation: By understanding the competition, assessing long-term proﬁtability and strategically setting loan terms and pricing, lenders can negotiate pricing based on the value provided to the borrower. • Nurture Lifetime Customer Relationships: Repricing, optimizing costs and making strategic decisions can help manage relationships with high-potential customer relationships and boost proﬁtability of lower-potential customers.EFFICIENT PROCESSES LEAD TO LONG-LASTING SMALL BUSINESS RELATIONSHIPSEffective small business lending requires a structured approach to assess lending opportunities, understand ﬁnancing needs and to turn the credit process into a beneﬁt. Key components include ﬁnancial and differential credit analysis and a clear assessment process. Adding value to the lending relationship helps build stronger, more proﬁtable ties with small business borrowers. More than 2,500 community ﬁnancial institutions currently rely on Abrigo’s portfolio risk, lending and credit and ﬁnancial crime software to help maintain compliance requirements, automate important processes and drive data-based decision-making. Abrigo’s platform centralizes the institution’s data, creates a digital user experience and delivers efﬁciency for scale and proﬁtable growth. Abrigo’s team of industry experts can give your institution guidance needed to stay on the path toward increased proﬁtability. From portfolio risk and CECL to BSA/AML, our advisory services team helps you solve problems. For more information, visit Abrigo.com. Abrigo is an MBA endorsed partner. THE MISSOURI BANKER 19

Page 22

By Mike Lochmann and Maria Macoubrie, StinsonConsumer lenders face a rapidly changing legal landscape. States are increasingly targeting the activities of nonbank third parties in the consumer loan process and interest rate exportation by state-chartered banks. Previously, states enforced their licensing statutes and regulated interest rates through enforcement actions and litigation. Now, state legislatures are changing the rules.AMENDMENTS TO CONSUMER LENDING STATUTESRecently, many state legislatures have revised their consumer lending licensing statutes, speciﬁcally attacking the bank partnership model for many consumer loans.• States such as Hawaii, Maine, Minnesota, New Mexico and Washington have signiﬁcantly revised their statutes to require a license or registration for a broader range of persons. For example, a license may be required for agents, service providers, brokers, facilitators or those that hold the “predominant economic interest” in the consumer loan. Guest Commentary• The statutes in Maine, Minnesota, New Mexico and Washington also include anti-evasion provisions with a general “totality of the circumstances” test. • Some states, like Nebraska, now require a license for loan servicers. • Each state statute has slightly different triggers for applicability.AMENDMENTS TO USURY STATUTES TO LIMIT INTEREST ON “ARRANGED” LOANSOther states, like Illinois, have enacted consumer protection statutes that limit the interest rate that can be charged on loans offered or arranged by a lender and expanded the deﬁnition of “lender.”States Expand Regulation of Consumer Lending: Codiﬁcation of ‘True Lender’ and Opt-out of DIDMCA’s Interest Rate Exportation20 mobankers.com

Page 23

“Financial services businesses should focus on the laws in every jurisdiction which they do business to ensure they have the correct licenses, registrations and consumer disclosures. PENDING LEGISLATIONOther states have introduced bills to codify the “true lender” doctrine.• In the District of Columbia, Bill B25-0609 would add an expansive deﬁnition of “lender” to the usury and interest statute. • Other states that have introduced similar bills include Florida, Maryland and Missouri. Florida and Missouri’s bills did not pass in the last session, but the issue is on their radar.OPTING OUT OF DIDMCA: JEOPARDIZING INTEREST RATE EXPORTATIONA number of states also are targeting a state-chartered bank’s right to export interest rates from their home state. Although a national bank’s interest rate exportation power is derived from the National Bank Act, the power of a federally-insured state-chartered bank to export interest rates from their home state was granted by the Depository Institutions Deregulation and Monetary Control Act of 1980 (DIDMCA). Section 525 of DIDMCA granted states the right to opt out of the parity requirements in Sections 521 to 523 of DIDMCA if the state adopted a law speciﬁcally opting out of DIDMCA. Originally, seven states and Puerto Rico opted out but since then, every state except Iowa and Puerto Rico repealed those opt out laws.RECENT DEVELOPMENTS RELATING TO DIDMCA• While Iowa opted out of DIDMCA shortly after it passed, Iowa has not enforced the opt-out until recently. In the last several years, Iowa has instituted enforcement actions against several state-chartered banks making installment loans in Iowa in excess of Iowa’s permitted interest rate. • On July 1, 2024, Colorado HB 23-1229, codiﬁed at Colo. Rev. Stat. 5-13-106, took effect. The statute opts out of DIDMCA for any consumer credit transaction in Colorado made by state-chartered banks, credit unions and savings and loan associations. Several trade organizations requested and were granted an injunction in the Colorado federal district court, which prohibits the state from enforcing the statute on loans made outside of Colorado. • The D.C. bill previously referenced regarding true lender codiﬁcation, B25-0609, also includes a provision to opt out of DIDMCA. • Other states that have proposed bills to opt-out of DIDMCA include Minnesota (HF 3680, proposed effective date of Aug. 1, 2024) and Rhode Island (SB 2275, proposed effective date of Oct. 1, 2024). Nevada also has a proposal to opt-out of DIDMCA via a ballot initiative.WHAT DOES THIS MEAN FOR YOU?Financial services businesses should focus on the laws in every jurisdiction in which they do business to ensure they have the correct licenses, registrations and consumer disclosures. These businesses should not solicit consumers for, or service, consumer loans without ensuring their activity complies with each jurisdiction’s laws where the product is offered. Banks should be aware of how these laws apply to their nonbank service providers and affect the bank. State banks need to be aware of the states legislating to opt out of interest rate exportation. Partner Mike Lochmann focuses on ﬁnancial services regulation and compliance, mergers and acquisitions of banks and ﬁnancial companies, consumer ﬁnance and ﬁnancing transactions nationwide. Maria Macoubrie enjoys working with and educating ﬁnancial institutions and ﬁnancial services businesses about the legal and regulatory issues facing their business, including risk management, regulatory and operational matters, product development, compliance and payments. Both Lochmann and Macoubrie are based in the ﬁrm’s Kansas City ofﬁce. Stinson provides a depth of banking and ﬁnancial services industry experience and boasts one of the largest groups in the country focused exclusively on understanding and advising the ﬁnancial services industry. Whatever your institution’s banking and ﬁnancial services legal issue, Stinson has the experience to assist your institution. Learn more at stinson.com. Stinson is an MBA associate member. THE MISSOURI BANKER 21

Page 24

By Achim Griesel and Sean Payant, Haberfeld Guest CommentaryIn the digital age, ﬁnancial institutions ﬁnd themselves sitting on a gold mine of data — a treasure trove with the potential to revolutionize the way they operate. From understanding consumer spending habits to predicting ﬁnancial needs, institutions want to leverage that data to drive success in an ever-evolving industry.Before delving into the multiple ways ﬁnancial institutions can use data to their advantage, it’s crucial to ﬁrst establish clear objectives and outcomes rather than using data without a clear purpose. And when it comes to growth, ﬁnancial institutions typically focus on a few key goals.GROWING THE NUMBER OF PRIMARY FINANCIAL INSTITUTION RELATIONSHIPSIn today’s environment, most FIs want to grow core relationships — and along with those, low- or no-cost core deposits. For solid proof, look at recent offers from large institutions and the sheer amount of marketing around these offers, all to lure new core relationships. Chase offers up to $900 for opening a checking and savings account, and they UNLOCKING GROWTH: A PRACTICAL GUIDE TO LEVERAGING YOUR BANK’S DATAmarket to prospects every other month. Other large national banks are right there with them, offering anywhere from $500 to $3,000 to earn a variety of relationships.The ultimate measure of success for any FI’s growth strategy is its ability to establish new PFI relationships, but how do you ensure this success? Our answer: Challenge yourself. If you do not currently have an always-on strategic approach to growing core relationships, adopting an always-on strategy should help you increase your new core relationships by 50% to 150%.INCREASING RELATIONAL INTENSITYIncreasing relational intensity is about cross-serving, not cross-selling. To foster growth, FIs must attract new consumers and deepen those relationships while also deepening relationships with existing consumers and businesses.Cross-serving is about strategically recognizing opportunities for individuals and business owners to use additional products and services designed to make their lives better and their businesses more productive. FIs can employ data 22 mobankers.com

Page 25

analytics to gauge the relational intensity of their customers: Are they using more services from the FI? Are they engaged in multiple ﬁnancial transactions?The key to success is increasing relational intensity over time, with an incremental increase in product and service utilization. Based on client data, earning six or more product and/or service relationships per household is realistic, even while executing a core relationship growth strategy. Examine your FI’s data. If you have a signiﬁcantly higher level of relational intensity, your FI is probably not growing new core relationships effectively. If you have a lower level of relational intensity, your FI is probably not onboarding consumers and businesses appropriately. Your data will tell the story.GROWING YOUR TEAM Behind every successful FI is a dedicated team. To maximize growth, it is imperative to optimize team performance through coaching. The challenge lies in understanding what truly makes a difference in growing and developing your team leaders and team members. Data can help identify performance metrics that matter and provide a framework for measuring coaching effectiveness. Your focus should be on coaching high-value activities like service behaviors, sales presentations, product knowledge, etc. It’s not just about coaching; it’s about data-driven coaching, measurement and accountability. Great performers want to work on great teams. If your team leaders do not regularly spend scheduled time each month with each team member, your organization is suffering because of it. GROWING CONSUMER AND BUSINESS ADVOCATESWord-of-mouth referrals have always been a powerful growth tool for FIs. Higher net promoter scores often translate to satisﬁed consumers who are likely to refer their friends, family and business associates. A customer’s desire to refer others to their FI is driven by exceptional service. In today’s digitized banking world, service has two key components: technology that allows people to use your digital channels with the least friction possible and the service your team members provide. The data shows that, at high-performing FIs, more than 20% of new relationships are related to the referral channel.ALIGNING MARKETING AND EXECUTION Once you determine your goals and identify key performance targets, you must drive growth. Marketing plays a key role in driving growth, but you can’t rely on marketing alone. Overall success hinges on aligning successful marketing strategies with effective execution strategies. This involves having better retail and business products and implementing intelligent policies and processes.Once you’ve set your goals, evaluated your policies and processes, and implemented an ongoing training and coaching plan, it’s time to market. This is where leveraging data becomes even more important with effecting targeting, the right marketing channels and the right frequency. The modern banking landscape is deﬁned by data-driven strategies. To achieve sustainable growth, FIs must harness the power of data. Whether it’s expanding PFI relationships, increasing cross-sell opportunities, optimizing team performance or boosting referrals, data is the catalyst for transformation.By aligning marketing efforts with intelligent processes, employee training, and data-driven decision-making, FIs can drive growth and success in the competitive world of banking, thus positioning themselves at the forefront of the data-driven revolution. Haberfeld is a data-driven consulting ﬁrm specializing in core relationships and proﬁtability growth for community ﬁnancial institutions. President Achim Griesel can be reached at 402-323-3793 or achim@haberfeld.com. Chief Strategy Ofﬁcer Sean Payant can be reached at 402.323.3614 or sean@haberfeld.com. Learn more at haberfeld.com. Haberfeld is an MBA associate member.Scan QR code to access Haberfeld’s full article. THE MISSOURI BANKER 23

Page 26

Rhonda CreasonDirector Preferred Bank, RothvilleThroughout her 50 years in banking, Rhonda Creason has worked for threebanks. She began her banking career in 1974 at United Missouri Bank, whereshe enjoyed 20 years of service. Creason then spent four years at Bank of Brookﬁeld in Purdin before joining Preferred Bank in Rothville, where she has worked for 23 years. Creason has worked in various roles throughout her career,including teller, receptionist, investment ofﬁcer, secretary, loan processor, loan ofﬁcer and branch manager. She has served as director for the past three years. Creason and her husband, Kenny Creason, are celebrating their 50th anniversary this year. They have two children and two grandsons.Pat FunkDirector Century Bank of the Ozarks, GainesvilleA U.S. Army veteran, Pat Funk began his career in ﬁnance in 1973 with C.I.T. Corporation in Liberal, Kansas. He was hired by John Harlin and H.T. Harlin in 1974 to work for the Bank of Gainesville, now Century Bank of the Ozarks. In 2003, John Harlin, Chris Harlin, Norman Hannaford and Funk organized Legacy Bank and Trust in Springﬁeld. Funk retired in 2013 but has remained as a director of both banks. For Funk, being part of the growth of both organizations has been amazing. Funk and his wife, Sandra, have three sons and two grandchildren. Funk enjoys watching sports, hunting and ﬁshing. He has ﬁshed in more than a dozen countries and four seas.Glen GarrettChairman Emeritus First State Bank of Purdy, MonettGlen Garrett’s strong work ethic and commitment to help your neighbors and community came from his family. A machinist, Garrett and a business partner established a machine shop operation that would become very successful . When First State Bank of Purdy was at risk of closing in 1974, Garrett and a local banker friend bought it so the town would continue to have a community bank. Garrett always remembered that he would never have been able to start his ﬁrst business without a local bank that believed in him, and that experience fueled his commitment that First State Bank continue as a community bank, as it has to this day 50 years later. For Garrett, the bank provides an opportunity to invest local deposits in the community and help people change their lives.Patricia HaleExecutive Vice PresidentNew Era Bank, FredericktownPatricia Hale joined New Era Bank after graduating from high school in 1973to earn money before attending college that fall. That summer job turnedinto a career spanning 51 years. Hale worked her way up through the bankthroughout her career, holding various roles that included hand-posting checks in bookkeeping and working on the bank’s ﬁrst computer in 1981.As executive vice president, Hale oversees operations and human resources. She still enjoys her work at the bank and especially enjoys working with her two sons. Hale said that “banking has changed a lot over the years, but one thing hasnot and that is serving people and taking care of their needs.” Around the State202450 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.24 mobankers.com

Page 27

Kenneth HollanderExecutive Vice President/Regional PresidentSecurity Bank of Kansas City, GladstoneKenneth Hollander joined First National Bank of Gladstone in February 1974, was promoted to chief ﬁnancial ofﬁcer in 1984 and was then promoted to president and CEO in January 1998. He currently is regional vice president for Security Bank of Kansas City. A graduate of Southwestern School of Banking at Southern Methodist University, Hollander currently serves on the board for Security Bank of Kansas City, Valley View Bancshares Inc. and Clay County Economic Development Commission. A lifelong Northland resident, Hollander has one son. Dan MatheniaDirectorOzark BankDan Mathenia began his banking career in 1973 when he joined SouthernMissouri Trust Company (later Mercantile Bank) in Springﬁeld. Focusing on the accounting and operations areas of the bank, Mathenia served in several roles throughout the next 28 years, including auditor, treasurer, chief operating ofﬁcer and chief ﬁnancial ofﬁcer. During this time, the bank grew from $50 million to more than $1 billion in assets. In 2001, Mathenia had the opportunity to return to community banking when he accepted the role of CFO at Ozark Bank, a century-old, family-owned bank. He retired in 2020 and continues to serve onthe bank’s board of directors. He and his wife, Becky, have been married for 46 years. They have two children and one grandson.Kathy McCullochVice President and BSA/Risk Management OfﬁcerSullivan BankThree days after graduating high school and armed with a referral by her high school business teacher, Kathy McCulloch started at the Bank of Sullivan on June 3, 1974, working full-time for the next 50 years. She retired on her anniversary date of June 3, 2024.McCulloch worked in various departments and always brought detailed and accurate skills to her work, causing a quick rise into management positions. In 2001, the board appointed her cashier/Bank Secrecy Act ofﬁcer. The board rewarded her leadership in 2009, naming her vice president.Kathy and her late husband, John, are blessed with two children and beautiful grandchildren. Richard MerkerDirectorFirst Federal Bank of Kansas City, Lee’s SummitAfter graduating from the University ofKansas in Lawrence in December 1973, Richard Merker joined Inter-State Federal Savings and Loan Association in Kansas City, Kansas, as a loan ofﬁce trainee in January 1974. He was promoted to vice president in 1977, vice president and corporate secretary in 1983, vice president, secretary and director in 1985, senior vice president, secretary, director in 1997 and president and director in 1999. Inter-State Federal Savings and Loan Association merged with First Federal Bank of Kansas City, where Merker became the Kansas market president in March 2016. He retired in 2020 and is currently serving as director. He and his wife, Jennifer, have been married for 19 years. He has a daughter and son. THE MISSOURI BANKER 25

Page 28

Around the StateThomas MetzgerChairman of the Board Bank of Franklin County, WashingtonThomas Metzger began his career in 1974 as a bank examiner. After spending seven years with both the Federal Reserve Bank and Ofﬁce of the Comptroller of the Currency, Metzger joined Mercantile Bancorporation/USB for the next 21 years of his career. He held numerous executive positions, including CRO and CEO of Mercantile Bank of Franklin County. Metzger then spent the next eight years with CFG Inc., holding positions of CRO and CEO of Citizens Bank of New Hampshire. His efforts there were recognized by being named the bank of the year and decade in 2004 and the 2000s, respectively, by Business NH Magazine. Metzger became a co-founder of NBH in 2009 and raised more than $1 billion of capital and purchased one failed and one troubled bank in Kansas City. He then became the CEO of the combined institution operating as Bank Midwest through 2016. In 2012, he helped NBH became a publicly traded company. Metzger joined Bank of Franklin County in 2017 as its chairman, where he remains today. Karen PullenAssistant Vice PresidentFocus Bank, CharlestonStarting out in the workforce, Karen Pullen always loved working with numbers. Working part-time at a savings and loan, Pullen applied for a teller position at First Security State Bank of Charleston and was hired in 1974. Pullen recalls many changes in banking throughout the past 50 years, including different presidents, bank name change and new products and services, as well as a myriad of wonderful co-workers. She hasworked with seven different bank presidents and enjoys being active, meeting customers and talking to co-workers. Pullen attributes her long-term success to her optimistic and realistic attitude toward her work responsibilities and life in general. 202450 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.Scan the QR code for more information.REGIONAL MEETINGSRegion 7 – Sept. 25Holiday Inn Poplar Bluff 2781 N. Westwood Blvd., Poplar Bluff, MORegion 5 – Sept. 26Embassy Suites by Hilton St. Louis | St. Charles Two Convention Center Plaza, St. Charles, MORegion 6 – Oct. 1White River Conference Center | Springﬁeld 600 W. Sunshine St. Springﬁeld MORegion 1 & 3 – Oct. 2KC Marriott Plaza | Kansas City4445 Main St., Kansas City, MORegion 2 & 4 – Oct. 23Holiday Inn Executive Center | Columbia2200 Interstate 70 Drive SW, Columbia, MO26 mobankers.com

Page 29

Danny WilliamsDirectorMidwest Bancorporation, DexterA U.S. Army veteran, Danny Williams served in Korea during the Vietnam era. After graduating college, Williams joined The Corning Bank in Arkansas in 1974, followed by Citizens National Bank in Walnut Ridge, Arkansas, in 1978. He joined First Midwest Banks in Missouri in 1984 as they were acquiring their fourth community bank and on their way to owning six bank charters within three holding companies. With 10 years of banking experience, Williams was an essential part of converting the acquired banks to the new systems and assimilating them into the culture. He continued to play a central role as First Midwest Banks subsequently merged banks and holding companies over the years into the nearly $1.3 billion organization it is today. He and his wife, Judy, have been married for 55 years. They have three children, six grandchildren and one great-grandson.Rebecca WilsonAssisting CashierGoppert Financial Bank, Pleasant HillThe year 1973 was signiﬁcant for Rebecca Wilson. She graduated from high school, married her high school sweetheart Terry and started her banking career at Pleasant Hill Bank, where she has remained a dedicated employee for 50 years. Wilson’sbanking journey began as a teller at the downtown drive-up window, assisting customers and organizing checks. Like many other women, she became a working mom in 1978. The 1980s and 1990s was the era of ATM machines and ATM cards. The 2000s brought online banking, the start of a computerized teller system and closing her ﬁrst banking home downtown to now driving “all the way” across town to the north branch location. Wilson’s work family grew in 2017 with the merger of Goppert Financial Bank and The Pleasant Hill Bank.Wilson loves her job. Working close to home allowed her to do things with her son and her grandchildren.Theodore G. RobinsonNodaway Valley Bank, Maryville (posthumously)Theodore Robinson had his ﬁrst job in banking when he was 10. He worked for his uncles at Nodaway Valley Bank, canceling checks and posting envelopes. After serving a two-year tour with the U.S. Army in Germany, Robinson began his banking career at City National Bank, working in the transit department. In 1961, he accepted a job as a regional bank examiner for the U.S. Comptroller of Currency, U.S. Department of Kansas City. In 1964, Robinson assumed the role of vice president at Nodaway Valley Bank. He was elected bank president Sept. 7, 1977, and served in that role until 1995, when he was named CEO/chairman of the board. Robinson resigned his duties of CEO in 2005 but remained chairman until his resignation in 2015. He served as chairman emeritus from 2015 until his death April 25, 2023. Robinson served Nodaway Valley Bank for almost 60 years. He ushered the bank into the computer era and continued to improve and expand the bank throughout his many years of service. Larry L. SnyderConsultantThe Hamilton BankA U.S. Army veteran, Larry Snyder graduated from the University of Missouri-Columbia with a degree in electrical engineering. In 1973, Snyder joined The Hamilton Bank as an assistant cashier. He was namedpresident in 1981 and chairman in 1991.Snyder retired in 2012 from daily operations but remained in ownership until 2021. He currently is a consultant with the bank helping his middle child, who is the fourth generation to be a part of operations. Snyder served as chairman of the Missouri Bankers Association from 2001 to 2002, and he also served on many American Bankers Association boards and committees. He and his wife, Dorcas, have been married for 55 years. They enjoy spending time with their three children and seven grandchildren. THE MISSOURI BANKER 27

Page 30

AchievementsKevin VogtBANK 21 in Blue Springs promoted three individuals to new roles. President Kevin Vogt has served as the bank’s chief ﬁnancial ofﬁcer since 2020 and expanded the CFO role to encompass executive management, compliance and exam leadership. His tenure has been marked by a strategic approach to strengthening Bank 21’s operational and ﬁnancial health, laying a solid groundwork for future growth. Carman Booker was promoted to senior vice president business development ofﬁcer, retail operations manager and BSA ofﬁcer. An integral member of the Bank 21 team for nine years, Booker brings more than 21 years of banking experience to her new role. She is responsible for cultivating new business relationships, expanding existing ones and developing strategic partnerships. In her new role as vice president for the loan department, Stacy Marek manages a signiﬁcant portfolio of loans, leveraging her deep industry knowledge and specialized expertise to further lending operations. She has more than two decades of banking experience.Central Bank named Aaron McMichael branch manager of its Holts Summit location. His experience in the banking industry ranges from retail to real estate and lending. John Allee joined the wealth management team of Central Trust Company, a division of The Central Trust Bank, in Columbia as a trust ofﬁcer and relationship manager. With more than 10 years’ experience in estate planning, probate and trust administration, Allee provides comprehensive wealth advisory and ﬁduciary services.Community Bank of Raymore named Dean Mansur vice president — IT systems administrator. A graduate of MBA’s Banking Leadership Missouri, Mansur has more than 10 years’ banking experience. Jeremy Wade joined the bank as vice president — lending. He brings more than 20 years of experience to his new position.Carman BookerAround the StateStacy MarekGuaranty Bank in Springﬁeld announced leadership changes that will strengthen its team and enhance service offerings. Brian Zumwalt serves as regional market manager for Joplin, Carthage and Neosho. Rob Dixon was named consumer lending manager and leads the consumer lending team.Holly Nunn joined Mid America Bank in Jefferson City as senior vice president, chief operations ofﬁcer. She is responsible for all operational activities at the bank, including loan, deposit, digital and retail operations. Nunn has more than 20 years of banking experience. Trisha Barnes and Anastasia Ferguson have joined the bank as vice president, treasury management ofﬁcers. They are responsible for cultivating client relationships, as well as the administration and development of the bank’s business services and treasury management products. Steven Domingue was named Jefferson City branch manager and oversees daily operations. With 10 years’ banking experience, Domingue previously served as a residential loan ofﬁcer at the bank’s Osage Beach branch.John Baxter joined the commercial lending team at OMB Bank in Springﬁeld as a vice president and loan ofﬁcer. With two decades of banking experience, Baxter has expertise in mortgage and commercial lending, as branch management. Brian Zumwalt Rob DixonHolly Nunn Trisha BarnesAnastasia Ferguson Steven DomingueAaron McMichael John AlleeDean Mansur Jeremy WadeJohn BaxterSend achievements, news and announcements to Lori Bruce, MBA communications director, at mba@mobankers.comfor posssible inclusion in The Missouri Banker.Submit Your News! 28 mobankers.com

Page 31

Page 32

P.O. Box 57Jeerson City, MO 65102mobankers.comPERIODICALMortgage Investment Services Corporation22316 Midland Drive • Shawnee, KS • 66226913-390-1010NMLS# 194708 • A Kansas licensed mortgage company #MC 0001182 Missouri Residential Mortgage Loan Broker License #10-1912 Oklahoma Mortgage Broker #MB001953 • Colorado License #100044344 Nebraska Licensed Mortgage Company NMLS#194708Arkansas License #124530YEARS24Let’s Talk Fair Lending!Partnering with Mortgage Investment Services Corporation (MISC) means equal access to credit for housing to all within your community. Here’s why collaborating with us sets you apart: • Fair Lending Protocols, Regulatory Compliance • Tailored Solutions for Diverse Clientele • Government nancing options: FHA, VA, & USDA-RD • Rebuilding your community with renovation lending • Expand your customer reachJoin forces with MISC to provide every member of your community with the opportunity for homeownership. We get it right the rst time!Andrew Holtgraves, Senior Vice President • Cell: 913-558-2555Email: Andrew@MISCHomeLoans.com • NMLS: #276932