The Missouri Banker July August 2025 : simplebooklet.com

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ContentsThe Missourifacebook.com/mobankers @mobankers@mobankersMissouri Bankers AssociationFrom our ChairmanTeamwork: When One of Us Shines, We All Shine ............................................ 2From our President and CEOACRE Shows We Can Win With a United Voice ............................................... 4American Bankers Association PerspectiveCutting Through the Noise and Red Tape .................................................... 5Department NewsGovernment Relations: MBA to Recognize Banks’ Advocacy Efforts With FAME Award ............. 6Legal: Interest On Reserve Balances: Bank Safety, Monetary Policy, Bank Portfolio Management and Missouri Income Taxes ........................................................... . 7Compliance: What’s Going on at the CFPB? ................................................... 8Membership Services: MBA Welcomes New Associate Members ............................... 15Next Generation in BankingCreate Invaluable Connections With Peers Through NextGen ................................. 9MBA’s 135th Annual Convention2025 MBA Chairman's Award Honoree ....................................................... 10Convention Highlights ...................................................................... 11Cover StoryMoving Forward As One ................................... 16Patrick Kussman exempliﬁes spirit, success of teamworkGuest CommentaryPreparing for the New Cycle: Capital Planning & Allocation ..................................... 20Do Professional Legal Ethics Prevent Report of Check Fraud? ................................. 22The Hidden Talent Crisis in Community Banking: Why Traditional Recruiting Methods Are Failing . 24Around the State50 Year Club Honorees ..................................................................... 26 Beyond Banking: Rick Frazier, West Plains Bank and Trust Company ........................... 30Achievements .............................................................................. 32Jackson Hataway, PublisherLori Bruce, EditorLauren Rush, Designer573-636-8151The 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

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Teamwork: When One of Us Shines, We All ShinePatrick Kussman, MBA Chairman Regional Missouri Bank MarcelineIt’s an honor to be MBA chairman, and I want to take this opportunity to discuss a topic that embodies success — teamwork.Teamwork lies at the heart of every successful marriage, family, organization and every thriving community. We live in a world that celebrates individual success, but behind every success story, there’s a team — a group of people who believe in a shared vision, support each other and move forward together.The change in our world is constant. Technology evolves, regulations shift and customer expectations rise. No bank can afford to stand alone. That’s why MBA is here, and that is why it exists. We are not just working side by side but truly together, with shared goals, mutual respect and a commitment to progress. Together, we are stronger. Together, we grow. And together, we build a culture that doesn’t just adapt to change but leads it!From our ChairmanWhy Teamwork Matters Let’s start with a simple truth: no one achieves greatness alone. Think of a symphony. Each musician plays a different instrument but when they play in unison and harmony, something beautiful happens. That’s teamwork.In our association, we bring together people with different skills, experiences and perspectives. That diversity is our strength, but it only becomes powerful when we collaborate. Different viewpoints spark new ideas and better solutions. Banking is no longer just about transactions — it’s about relationships, risk management, compliance, technology and customer experiences. None of these can be handled in isolation.Our banking association matters because it provides us with:• a collective voice. We advocate for smart regulation, fair policies and a stable ﬁnancial system more efﬁciently and effectively together. We become a model of collaboration that other states look up to. • a shared knowledge. Through MBA, we learn from the successes and mistakes of one another. Our association is an amazing provider of compliance information. • education. MBA aligns our banks and collaborates on ﬁnancial literacy programs and fraud awareness that uplift not only our customers but our communities. • professional development. We invest in MBA training, leadership education and innovation for our teams. • networking opportunities. MBA connects people, ideas and institutions. This helps attract and retain passionate members who feel and see the value of working together.2 mobankers.com

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Teamwork: When One of Us Shines, We All Shine“Teamwork is inter-institutional, and it’s happening through our association. When we share purpose, we build trust not just with each other but with all of the communities we serve.MBA is a platform for progress. It is where banks collaborate to elevate the entire industry.The Cost of Disconnection Working together isn’t always easy. Sometimes, we get caught up in our own agendas and focus on our own bank, our own goals, our own way of doing things. When that happens, we lose sight of the bigger picture. Disconnection leads to a duplication of effort, miscommunication, lack of education, untimely information and missed opportunities. In a highly regulated and competitive industry, we can’t afford to operate in isolation. We must be aligned, informed and united. Our voice is stronger and louder together! What Does Teamwork Look Like? In our banks and MBA, teamwork encompasses a shared vision and open communication. We value each other’s contributions and lead by example. We hold ourselves and each other to high standards not to criticize but to grow. A team also celebrates each other’s wins along with lifting each other up when we have a setback. When one bank succeeds, we all beneﬁt. When one bank struggles, we rally around them. That’s the power of unity, and that is the power of our association. When one of us shines, we all shine.You see, teamwork isn’t just internal, it’s inter-institutional. It’s already happening right now, and it’s happening here through our association. When we share knowledge, we reduce risk. When we share resources, we increase efﬁciency. And when we share purpose, we build trust not just with each other but with all of the communities we serve.Strength in CultureCulture is what sustains strength over time. A successful culture entails we: • do what’s right, not always just what’s proﬁtable. Be ethical. • welcome all voices and perspectives from our team. Respect and value their opinions. • adapt, recover and grow stronger from challenges. Be resilient. believe in “we” more than “me.” Collaborate.Culture sets the tone for how we lead, serve and grow. When we align around a shared culture, we don’t just build better banks, we build a better industry.Inspiring Banking's Future As I embark on my term as chairman, my goal is that working together, we can achieve great things for the Missouri banking community.Every banking transaction, decision and innovation is a team effort. Let’s embrace that. As an association and as a team, we are limitless. When we work as one, we serve our customers better, and we shape the future of banking. We are not just bankers — we are builders of trust, of opportunity, of community. When we work together, we don’t just keep up with change, we lead it.Warren Buffet said to “surround yourself with people who push you to do and be better. No drama or negativity. Just higher goals and higher motivation. Good times and higher energy. No jealousy or hate. Simply bringing out the absolute best in each other.” Your teams do not decide the future; they decide their habits, and their habits end up deciding the future. Let’s continue to promote teamwork within our banks and our association. Let’s commit to growing and strengthening our culture so that the future of banking is not just secure but inspiring. THE MISSOURI BANKER 3

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ACRE Shows We Can Win With a United VoiceFor more than ﬁve years, our industry has relentlessly pursued a piece of agriculture legislation titled Access to Credit for our Rural Economies (the ACRE Act). You may remember the bill as ECORA. The bill was originally designed to allow banks to deduct the interest income from agriculture real estate loans from taxation, enabling them to pass the savings on to borrowers in the form of lower interest rates. The ﬁght for ACRE picked up dramatically in the ﬁrst half of this year. The House Ways and Means Committee, chaired by Congressman Jason Smith from southeast Missouri, was tasked with drafting its version of the “One Big Beautiful Bill Act” to extend the tax cuts of the Tax Cuts and Jobs Act of 2017. Smith was an original co-sponsor of ACRE. The entire banking industry lobbied hard for ACRE Jackson Hataway, President and CEO, Missouri Bankers AssociationFrom our President and CEOto be included in the bill, and we were successful. A modiﬁed form of ACRE was ultimately included in the tax package signed by President Trump on July 4. Even more importantly, ACRE was one of a small number of non-administration tax priorities that was incorporated into the legislation. Is ACRE in a different form than we’d hoped for originally? Yes. Will we continue to press for improvement to the ACRE language? Of course. Are we much better off with it in statute than ﬁghting to move a brand-new bill through Congress? Absolutely. It is much easier to work with existing statute than propose a new one. I’m proud to say Missouri was a leading voice in this battle. Although we certainly owe credit to every state trade, national trade and individual bank that participated in the ACRE effort, the advocacy of Missouri’s banking community was instrumental in our success. Smith heard from more than 40 bankers in person about the need to support Missouri’s agriculture community at an MBA-sponsored event in Cape Girardeau in April. Moreover, the event led his ofﬁce to receive input on ACRE from more than 50 other bankers around the state and around the Midwest. When it mattered most, we showed up, and Missouri had an impact.All of that speaks to something far larger than ACRE. It is easy to feel as if the wheels of federal bureaucracy turn without regard for your bank, our industry or our state. However, we can look at ACRE as evidence that when we align as an industry and focus our efforts directly on an issue, we can win. In particular, Missouri can win. What does this mean for you? • Show up! Whether in Jefferson City or Washington, D.C., Missouri’s strength as a banking state is rare. We need lawmakers to see our strength. • Contribute! We need to support lawmakers who know that banking matters. • Engage! Whatever your bank’s issue may be, tell us. We want to advocate for you, and our lawmakers want to support you. We need your input to make that possible.There are countless battles left ahead and greater opportunity for wins than we’ve seen in a decade. I hope that ACRE shows us all how much is possible. 4 mobankers.com

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Rob Nichols, President and CEO American Bankers AssociationABA PerspectiveCutting Through the Noise and Red TapeWe are halfway through 2025, and there’s a positive message I want to send to bankers: our agenda is moving forward. With the help of tireless advocates in Washington and at the state associations, ABA continues its steadfast work with the administration and like-minded lawmakers in Congress to advance policy priorities that are the most important for members, and we have the tools, resources and people in place to make it happen. In early June, Federal Reserve Governor Miki Bowman was sworn in as the new vice chair for supervision, which is an incredibly positive step for our industry. Her ﬁrst speech after her conﬁrmation gave a strong signal that we could soon see a return to tailored regulation that will help banks unlock economic growth and better serve their customers, clients and communities while still managing risks. She is one of many policymakers now occupying key positions in Congress and at the banking agencies who understand just how vital it is that we have a strong, thriving banking sector in this country. We’ve also had wins in the past few months that signal a return to a more rational regulatory framework. Congress came together to pass a bipartisan bill rejecting the Consumer Financial Protection Bureau’s misguided overdraft rule, and it was signed by President Trump earlier this spring. This action not only scraps the overdraft rule, but it also blocks the CFPB from issuing a substantively similar rule in the future. ABA played a signiﬁcant role in getting the CRA resolution over the ﬁnish line, working to educate lawmakers and their staff on the harm this rule would do if it took effect. There were some in our industry who didn’t think we could get this done, but ABA and its members pushed hard, and our industry is stronger for it. We also continue our advocacy on Capitol Hill in support of long-standing ABA priorities like the Access to Credit for our Rural Communities Act (ACRE), as well as bills that encourage de novo formation and support the important work of community development ﬁnancial institutions and minority depository institutions. On the regulatory side, we’ve seen rollbacks of several misguided rules or policy statements. The banking agencies have signaled forthcoming changes to the 2023 Community Reinvestment Act ﬁnal rule, as well as changes to rules implementing Sections 1071 and 1033 of the Dodd-Frank Act. And, after sustained advocacy by ABA, the CFPB rescinded a package of “guidance” documents that we felt actually set new regulatory expectations while circumventing the rule writing process. Coupled with several recent victories in court, including favorable settlements with the CFPB over its appeal of our UDAAP win and late fee ﬁnal rule, it seems that a regulatory recalibration is well underway, and we continue to hear commitments from Treasury Secretary Scott Bessent about working constructively with our sector to cut through the red tape. Although they might not be the things making national headlines, these changes are happening, and they are incredibly meaningful not just for banks but for the American economy. Email Rob Nichols at rnichols@aba.com. THE MISSOURI BANKER 5 THE MISSOURI BANKER 5

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Department NewsFor the ﬁrst time ever, MBA is proud to recognize member banks that go above and beyond in advocating for the banking industry and making sure our voice is heard. Earlier this year, MBA announced the launch of its FAME Award — Fostering Advocacy & Meaningful Engagement. This is the association’s highest honor that celebrates outstanding advocacy efforts by MBA member banks. Award recipients will be recognized Dec. 3-5 at MBA’s Executive Management Conference in St. Louis, and honors will be showcased across MBA media platforms, including The Missouri Banker magazine.To qualify for the FAME Award, a bank must complete ﬁve out of seven key advocacy actions during the year and submit a form to the government relations team. Qualifying initiatives include the following.• Contribute to the Political Action Committee: Supporting MBA’s PAC helps amplify the voice of banking in elections and legislative discussions. • Host an In-District Meeting: Invite area lawmakers and bankers to your bank to help strengthen relationships in a low-pressure setting. • Attend a Target Banker Visit: Participate in targeted meetings with legislators on key issues during the state legislative session.GOVERNMENTAL RELATIONSMBA to Recognize Banks’ Advocacy Efforts With FAME AwardBy David Kent, MBA Senior Vice President• Name an Advocacy Ofﬁcer: Appoint a bank employee to be the main point of contact for all advocacy initiatives.• Participate in MBA Visits to Washington, D.C.: Meet with Missouri’s congressional delegation and federal regulatory agencies to share banking priorities.• Provide a List of Elected Ofﬁcials Known by Bank Staff: Personal relationships are powerful. Sharing those connections helps MBA build stronger inﬂuence. • Other Advocacy Actions: Examples include testifying on a bill, analyzing legislation or serving on the government relations or PAC committee.More information, including the form, is online in the “Advocacy” section at mobankers.com. Each of these activities plays a vital role in shaping policy that supports Missouri’s banks and the customers they serve. The FAME Award was created to celebrate institutions that demonstrate leadership and commitment to this mission.Bankers are the most trusted voices in their communities. With your involvement, we can ensure sound banking policy continues to support economic growth and stability across Missouri. If your bank is actively involved in advocacy or wants to increase its engagement, the FAME Award is your opportunity to stand out. 6 mobankers.com6 mobankers.com

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In Washington, D.C., some lawmakers want the Federal Reserve System to transfer more money to the U.S. Treasury to fund the federal government and possibly offset tax cuts. To achieve this, Sen. Ted Cruz, R-Texas, and others have recently raised the question of eliminating or limiting the Fed from paying interest on reserves to banks. Senate Banking Committee Chair Tim Scott, R-S.C., opposes any change, absent careful and full vetting and speciﬁc legislation addressing the Federal Reserve System.Banks hold reserve deposits at their Federal Reserve Bank as a source of bank liquidity, which strengthens bank safety and soundness. Before 2008, the Federal Reserve did not and was not authorized to pay interest on reserves, and banks were incentivized to hold minimal reserve deposits and invest their reserves in government securities. Large banks (at least $30 billion in assets) also have the option to invest in the Fed’s Overnight Reverse Repurchase facility as an alternative to reserve deposits and government securities. IOR has served to level the playing ﬁeld for community banks for investment of reserves. IOR also is an important and integral tool used by the Federal Reserve to inﬂuence the money supply and interest rates in the economy. By raising or lowering IOR, the Fed affects the level of interest rates in the economy. The IOR also impacts bank liquidity because higher rates incentivize banks to hold more reserve deposits. IOR can inﬂuence bank deposit and lending business strategies. Higher IOR rates can reduce lending activity and affect lending rates because a bank can earn a relatively favorable return on very safe reserve deposits. However, higher IOR rates can lead to higher deposit interest rates, creating higher interest expenses for banks and lower net interest margins. IOR rates mean reserve deposits are competitive with and can complement bank security portfolios, leading to lower investments in securities and larger federal reserve deposit balances.LEGALInterest On Reserve Balances: Bank Safety, Monetary Policy, Bank Portfolio Management and Missouri Income Taxes By Keith Thornburg, Vice President and General CounselThe COVID epidemic beginning in 2020 resulted in economic conditions where banks were very liquid and interest on bank deposits, as well as IOR rates, were driven toward zero (15 basis points). Today, deposit rates have normalized, and the Federal Reserve’s monetary policy is oriented to lower money supply and inﬂation. On April 21, 2025, the IOR rate was 4.4% .Before 2008, the question of whether IOR should be subject to state taxation did not exist. Because the Federal Reserve Banks are established under federal law and are instrumentalities of the federal government, the question arose whether a state can tax interest on the deposit obligations of the Reserve Banks as they present the sovereign status of the federal government. Missouri addressed this question speciﬁcally in 2019 in Senate Bill 174. The Missouri General Assembly amended Section 143.121.3(1) to speciﬁcally subtract “interest received on deposits held at a federal reserve bank” from the taxpayer’s federal adjusted gross income, thus removing this interest from Missouri taxable income. Not only does this recognize the sovereignty of the federal government, but this also is an incentive for banks to maintain their charter or headquarters in Missouri.The deduction for exempt interest is at Line 5 of MO-1120 and is detailed in a taxpayer self-prepared schedule, per Page 3, Line 1a. The instructions for MO-1120 do not detail items or sources of exempt interest. Banks with Missouri taxable income should carefully review their scheduled interest exemptions with their tax advisor to ensure all exemptions are reported and claimed. This tax exemption improves the effective rate of return on your bank’s reserve deposits.Interest on reserves is a factor all Missouri banks consider in the management of their deposits and loans, including pricing, securities portfolio management and management of their tax liabilities. THE MISSOURI BANKER 7

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Department NewsCOMPLIANCEWhat’s Going on at the CFPB?By Carol Barnett, Senior Vice President of Compliance ServicesA year ago, the Consumer Financial Protection Bureau was churning out new guidance, rules and interpretations of existing rules, ﬁling lawsuits and implementing enforcement actions left and right, and doing its best to create nightmares for banks. All of that activity has pretty much come to a screeching halt, which is good news — for the most part — for the banking industry.Since the beginning of 2025, the CFPB has rescinded dozens of guidance documents, dropped or withdrew from several lawsuits, rescinded rules and reversed enforcement actions. The most welcome part of this activity has been the indication that they are withdrawing and revising two rules that would have a signiﬁcant impact on the banking industry as they were originally written — the Small Business Lending Data Collection (1071) Rule and the Personal Financial Data Rights (1033) Rule. In court cases where the CFPB has been sued regarding these rules, the agency has ﬁled motions indicating that both rules overstepped the legal authority of the CFPB. Now, we wait to see what happens next with those rules (and others) as they are both the result of federal statutes that require rulemaking. When new rulemaking is undertaken, it is hoped that comments submitted by bankers will be taken into consideration and that the rules will more closely align with the statutory language. The CFPB published an interim ﬁnal rule June 18 in the Federal Register extending the compliance dates again for the 1071 rule by approximately one year. The interim ﬁnal rule included the statement that the bureau anticipates issuing a notice of proposed rulemaking for a revised 1071 rule as expeditiously as reasonably possible.Regardless of what happens with the status of thousands of CFPB employees, the bureau still has statutory oversight of virtually all of the federal consumer compliance laws and regulations and will continue to do so, unless Congress moves that authority to another regulator. However, some of the draconian interpretations of those laws and regulations have been scaled back or eliminated.That all sounds like good news, so what is the downside? I think bankers can agree that a positive approach by the CFPB in recent years has been keeping an eye on and seeking to regulate nonbank ﬁnancial services providers. Because these providers are largely unregulated and compete with highly regulated commercial banks, the oversight of payment providers, mortgage companies, payday lenders, buy now pay later companies and a host of other ﬁnancial services ﬁrms has been welcomed by the banking industry. Recent indications are that the bureau will no longer be very interested in looking at those providers and will concentrate its efforts on large ﬁnancial institutions. The end result may be that your customers may be enticed to do business with those ﬁrms that do not have the same oversight (and costs) that banks have, with potentially little consequences if they get it wrong.There has been no recent movement to name a permanent director of the bureau. If and when a new director is installed, the tone and direction may change going forward. It’s a roller coaster ride for sure, and all bankers can do is hang on and stay tuned! 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 573-636-8151.8 mobankers.com8 mobankers.com

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Create Invaluable Connections With Peers Through NextGen Next Generation in BankingHello, Missouri bankers! I’m Joe Klebba, chair of MBA’s Next Generation in Banking. It’s an honor to serve as NextGen chair, and I’m excited about the opportunities that NextGen offers to bankers across the state.Next year marks 15 years since I began my banking career. I spent 10 years in various roles at Commerce Bank in Kansas City before I returned home to mid-Missouri in 2021 to join Legends Bank in Jefferson City as a vice president and loan ofﬁcer. These past 15 years have reafﬁrmed that I truly enjoy being a banker, and I want to share that enthusiasm and passion with NextGen.Banking is in my blood, and it’s the lifeblood of Joe Klebba, ChairNext Generation in BankingLegends Bank, Jefferson Citycommunities across our nation. I’m proud to be a fourth-generation banker and continue the work of our bank’s founders — to be a partner and resource in serving our customers’ ﬁnancial needs. In honoring the past, I’m also excited to discover what the future entails for the banking community.That’s where NextGen comes in — NextGen plays a vital role in ensuring our industry has dedicated, passionate individuals committed to a vibrant, prosperous banking environment for years to come. My goal as NextGen chair is to increase engagement among our members.NextGen offers leadership development, education and advocacy opportunities that empower the next generation of bankers to develop knowledge and skills to thrive in our industry. For me, the biggest impact of NextGen is networking with fellow bankers. The connections I’ve made through NextGen have been invaluable in my career. If there’s an issue at our bank — whether it’s a particular concern or discovering a little more about an initiative the bank is exploring — I can turn to my peers from across the state to have candid, honest discussions to learn about their experiences and gain insights from another bank.If your bank is not connected with NextGen, I highly encourage you to ask your team to join us — it’s free! NextGen members can connect with one another through our newly created portal on MBA’s app. Visit the Android or Apple app stores and search for “Missouri Bankers Association.” Download, create an account and then tap the NextGen tile. And be sure to have your team at our NextGen Leadership Conference this October in Columbia! It’s a great time to connect with bankers, learn about trends affecting our industry and grow as a leader. Visit mobankers.com for details. I’m looking forward to a great year as NextGen chair and connecting with bankers! THE MISSOURI BANKER 9 THE MISSOURI BANKER 9

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S. David Gohn, chairman of the board of West Plains Bank and Trust Company, was honored with the Missouri Bankers Association Chairman’s Award on Wednesday, June 11, during MBA’s 135th Annual Convention at the Chateau on the Lake Resort in Branson. The MBA Chairman’s Award is the highest honor from the association. Outgoing MBA Chairman David M. Gohn, CEO/president of West Plains Bank and Trust Company, presented the award to his father. “My dad has committed his career to ensuring growth for community banking because communities across Missouri and the nation thrive when their community banks thrive,” David M. Gohn said. “If there was a regulation that stiﬂed growth for communities and the banks that serve them, my dad spoke out, expressing how it would threaten individuals’ livelihoods.” “It is an honor to be recognized with the MBA Chairman’s Award,” S. David Gohn said. “I have many fond memories of the friendships established through MBA and bankers coming together to support MBA’s programs and advocacy endeavors. I am proud of the accomplishments we achieved for the Missouri banking industry.” S. David Gohn began his banking career in 1964 with Union National Bank in Springﬁeld. Two years later, he joined West Plains Bank and Trust Company, which had $5 million in assets. Under his leadership, the bank has enjoyed unparalleled growth and has ﬂourished to a $700 million community bank. In his banking career spanning 61 years, S. David Gohn has served the banking industry at both the state and national levels. He served as MBA chairman from 1999-2000, was a regional board director and chaired MBA’s Government Relations Council for two years. At the national level, S. David Gohn chaired the American Bankers Association’s Community Bankers Council and served on ABA’s Executive Board of Directors and Government Relations Council. “My dad has been recognized in the community, in our industry and our state for his contributions to various causes and volunteer service,” David M. Gohn said. “However, I believe his greatest career achievements are with the men and women who have been impacted by him. He has mentored many bankers, guiding them as they embarked on successful careers. His belief in them let them know he was their biggest champion, cheering them on in their endeavors.” S. David Gohn was inducted into MBA’s 50 Year Club in June 2014. He has been honored for his commitment to the West Plains community with various honors, including the Missouri State University-West Plains Granvil Vaughan Founder's Award in May 2014, the West Plains Chamber of Commerce Humanitarian of the Year Award in 2014 and the West Plains Chamber of Commerce Lifetime Achievement Award in 2006. 2025 MBA CHAIRMAN’S AWARD HonoreeBy Lori Bruce, Director of CommunicationsMBA’s135th Annual ConventionS. David Gohn West Plains Bank and Trust Company10 mobankers.com

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Convention Highlights(standing) Harold Miles, Bank of Advance; Dan Robb, Jonesburg State Bank; Larry Snyder, Hamilton; Chuck Brazeale, Paris; John Klebba, Legends Bank, Linn; Adrian Breen, The Bank of Missouri, Perryville(sitting) MBA President and CEO Jackson Hataway; Chris Harlin, Century Bank of the Ozarks, Gainesville; Mike Williamson, Central Bank of the Ozarks, Springﬁeld; David M. Gohn, West Plains Bank and Trust Company; Paul Thompson, Country Club Bank, Kansas City; John Everett, Legacy Bank and Trust, SpringﬁeldMBA Past Chairmen(back row) Amanda Hamilton, West Plains Bank and Trust Company; Colby Schmid, CNB St. Louis Bank; Gena Hillhouse, Heritage Bank of the Ozarks, Lebanon; Drew Smith, First State Community Bank, Columbia; Tara Crosby, Mid-Missouri Bank, Springﬁeld; Jonah Findley, Carrollton Bank, St. Louis; McKenzie Ward, BTC Bank, Bethany; Cassidy Johnson, West Plains Bank and Trust Company; Billy Fowler, Bank of Advance; Traci McClinton, First State Community Bank, De Soto; Cade Higginbotham, Mid-Missouri Bank, Joplin; Rachel Dreyer, The Bank of Missouri, Cape Girardeau; Samantha West, FCNB Bank, Steelville; Travis Townsend, First State Community Bank, Lebanon(front row) Kevin Griffon, First State Community Bank, Fredericktown; Ashley Harris, Legends Bank, Belle; Heather Dameron, First Missouri State Bank of Cape County, Cape Girardeau; Luke Polen, Carroll County Trust Company, Carrollton; Sarah Sanchez, UMB Bank, Kansas City; Kyla Pierce, Adrian Bank; Douglas Weber, First State Community Bank, De Soto; Daniel Tobben, Bank of Washington(not pictured) Chris Martin, Farmers State Bank, Cameron Banking Leadership Missouri Class of 202512 mobankers.com

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Baker Hill is in the business of evolving loan origination by combining expertise in technology with expertise in banking. Built on decades of walking alongside banks as they provide vital resources to their communities, Baker Hill NextGen® is a conﬁgurable, single platform SaaS (software as a service) solution for commercial, small business, consumer loan origination and risk management that grows along with you as your business needs change. Jim Dewayne Melgren, jim.melgren@bakerhill.com | bakerhill.comDiebold Nixdorf is a world leader in enabling connected commerce for millions of consumers each day across the ﬁnancial and retail industries. Its software-deﬁned solutions bridge the physical and digital worlds of cash and consumer transactions conveniently, securely and efﬁciently. As an innovation partner for nearly all of the world’s top 100 ﬁnancial institutions and a majority of the top 25 global retailers, Diebold Nixdorf delivers unparalleled services and technology that are essential to evolve in an “always on” and changing consumer landscape. Heidi Green, heidi.green@dieboldnixdorf.com | dieboldnixdorf.comFinoviﬁ is dedicated to empowering community ﬁnancial institutions with the technology to combat fraud, streamline compliance and optimize core processing operations. By leveraging AI-driven solutions, Finoviﬁ provides advanced tools designed to address the unique challenges of community banks, helping them remain competitive in an increasingly digital world. With a legacy of service dating back 60 years, Finoviﬁ’s leadership has consistently delivered innovative, tailored solutions that enable community ﬁnancial institutions to thrive. Its mission is to equip banks with the technology and expertise needed to ensure security, efﬁciency and sustained success in the modern ﬁnancial landscape. Keith Paden, keithp@modernbanking.com | ﬁnoviﬁ.comMBA Welcomes New Associate Membersvisit mobankers.com for more detailsFor more than 50 years, leading ﬁnancial institutions and businesses have relied on FIS Global's ﬁnancial technology to power their mission-critical operations. Today, its technology helps their clients unlock new growth opportunities by cutting through complexity and bringing harmony in how they store, move and put money to work. Steve Velicer, Steven.Velicer@ﬁsglobal.com | ﬁsglobal.comFlatirons AI is a ﬁntech company serving the banking industry in all 50 states. Flatirons AI offers a closed-loop generative AI program that is designed to help banks improve operational performance across the organization, enhance regulatory compliance and gain a competitive advantage in their market. The AI program includes an extensive database of ﬁnancial rules, federal and state regulations and bank-speciﬁc content, all within a secure environment. With a commitment to providing the most optimized technology to meet the needs of the bank community, Flatirons AI incorporates the latest advancements in generative AI, regulatory changes and client feedback. Dan Bolger, dbolger@ﬂatironsai.com | ﬂatironsAI.comWipﬂi’s bank industry advisory professionals bring real-world experience to help banks succeed. As leading industry thought leaders, Wipﬂi provides timely industry insights, sharing its knowledge through articles, webinars, podcasts and speaking engagements. Wipﬂi understands the realities banks face and can provide the help and guidance in various areas such as risk advisory, regulatory compliance, talent management, strategic planning, outsourcing, transaction advisory, cybersecurity, digital and data analytics, tax and assurance. Wipﬂi’s goal is to provide constant communication and value-driven consultation. Anna Kooi, anna.kooi@wipﬂi.com | wipﬂi.com/banks THE MISSOURI BANKER 15 THE MISSOURI BANKER 15

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By Lori Bruce, Director of CommunicationsCover StoryOn any given day at Regional Missouri Bank in Marceline, President and CEO Patrick Kussman chats with customers in his ofﬁce. Conversations vary, ranging from current market prices for cattle to last night’s game at Marceline High School. Kussman visits members of his team throughout the day, catching up on their latest projects and adventures with family and friends. His day may entail a local meeting with the Marceline Chamber of Commerce or Rotary Club. Later in the evening, after dinner with his family, Kussman checks his cattle herd on his farm, taking in the majestic colors of the sunset as he reﬂects on the day’s events.Kussman is exactly where he needs to be, and his journey to his destination has shaped him as a community banker and leader.A Marceline native, Kussman grew up on his family’s farm that was three miles south of Regional Missouri Bank’s main branch. His parents owned several livestock auction sale barns throughout Missouri and Iowa. Because agriculture played a signiﬁcant role in Kussman’s life, it was a natural ﬁt to study veterinary medicine. While ﬁnishing his senior year at the University of Missouri-Columbia, Kussman was applying for veterinary school. His dad called about a Moving Forward As OnePatrick Kussman exempliﬁes spirit, success of teamwork

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livestock auction sale barn in Green City, Missouri, that they would soon take over. The Kussmans wanted their son to join them in the family business.“I was dead broke and tired of eating ramen noodles,” Kussman recalled. “The thought of having a paycheck coming in was quite appealing, so I went to work with my dad.”Kussman moved to Green City in northern Missouri after graduation in 1994 and managed the sale barn. He talked with customers about their cattle listings, planned sales and managed sale day staff. Weeks involving sale days were intense as Kussman worked 90 to 110 hours to prep and oversee auctions.When the Kussmans sold the Green City operation in fall 1997, Kussman worked with his dad at the family’s livestock auction barn in New Cambria. Business sailed along for a couple years until 2000, when prices tightened in the commodity markets. Kussman approached his dad about some of his business ideas and marketing. “He told me the timing wasn’t good,” Kussman said. “I wanted to work with him to promote the business, but I couldn’t be stuck in a rut. I had more to offer than what I was currently doing.”Kussman left the family business and embarked on an opportunity that was “revealing and rewarding” to him — a high school algebra teacher.“I learned so much about education and how to get freshmen and sophomores to understand what I was teaching that was Greek to them,” he said. “I liked the challenge, and it was rewarding to see these kids succeed.”At Marceline High School, Kussman also coached wrestling, reconnecting with a sport he enjoyed as an athlete in grade school and high school. The school hosted several home duals and had great turnout from parents, students and community members. Among those in the crowd was Don Reynolds, president and CEO of Regional Missouri Bank.“I saw Don in the crowd at one of the meets and then began to see him at more of our wrestling matches,” Kussman said. “He didn’t have any kids in school or anyone on the team, but I didn’t think anything of it.”On a Thursday evening during the school year, Reynolds called Kussman. He wanted to meet with Kussman the next day. “I was scared to death,” Kussman said. “Don was my banker, and I had switched my banking services to Regional Missouri Bank a few years back. I had an ag line of credit for my cattle farm and ﬁgured he wanted to do an inspection.”Reynolds met Kussman at his farm the next day and jumped into his 1978 Ford three-quarter ton truck.“We’re bouncing around the pasture as I’m explaining to Don about my sets of cattle, my plans and projections,” Kussman said. “He tells me this is great, but that’s not why he’s here. He wanted to talk with me about working at the bank.”Kussman was speechless.“I never saw that coming for the life of me,” he said. As Kussman “stumbled around” trying to respond, memories of the wrestling meets came ﬂooding back. Reynolds had been watching him coach from the stands for six months and had been speaking with some of the wrestlers’ parents. Kussman, who had just left the family business eight months prior for teaching, was being asked to change jobs.“Switching jobs twice within one year was pretty unnerving for me,” he said. Kussman spoke with his wife Denise, who was pregnant with their ﬁrst child, about what this change would mean for their family. He met with Reynolds again, who he only knew as his loan ofﬁcer. Reynolds assured him that “if you put the time and effort into this job, it will be rewarding for you, and we will support you.”Feeling the reassurance from Reynolds’ voice, Kussman took a “blind leap of faith” — he was going to be a banker.In 2002, Kussman became the 18th employee to join “Working together as one, the banks in Missouri can provide our customers and communities every-thing that they deserve from their community banks. THE MISSOURI BANKER 17

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Regional Missouri Bank. He started as a teller, with the intention of becoming an ag loan ofﬁcer.“It was a great match because I already had the ag connections in the surrounding communities through the livestock auctions. People trusted me, so it was easy and natural to have conversations about ﬁnances and cash ﬂows.”Kussman still had much to learn about banking operations. His prior job experiences, however, prepared him for this opportunity. “My dad had an unbelievable work ethic, and I learned a lot about work ethic and how to treat customers,” Kussman said. “I learned more about organization and working together as a team through teaching.”Two other key aspects aided Kussman — curiosity and listening.“Don probably became tired with all the questions I asked, but he was patient with me and was an unbelievable mentor,” Kussman said.The listening was courtesy of Denise, who advised him to listen to his co-workers and his customers. “This has been a great value to me and one I continue to work on,” Kussman said.As the years went by, Kussman's banking knowledge grew through interactions with colleagues and education programs from the Missouri Bankers Association. Promotions followed — assistant vice president, vice president and executive vice president. In 2010, Kussman was promoted to president when Reynolds stepped back to focus on being CEO and board chairman. By then, Regional Missouri Bank had grown substantially.“Every small branch that we bought was in a small community that I was already familiar with and had some touches into that community,” Kussman said.In 2017, Kussman was named CEO when Reynolds retired. He credits Reynolds for his incredible mentorship in learning about the banking industry.“Don was an open book as far as making sure I was prepared to be a leader in our community,” Kussman said. This included introducing Kussman to MBA. Reynolds invited Kussman to attend MBA’s regional meetings, conferences and programs, as well as Target Banker visits to the Missouri Capitol.“Don is passionate about advocacy,” Kussman said. “He always made sure the The board of directors for Regional Missouri Bank in Marceline and Patrick Kussman, president and CEO, prioritize maintaining a vibrant bank culture in which all contribute and succeed. Board members (pictured) are John Ratliff, Don Reynolds, Randy Britt, Kussman, Kim Ricketts and Jeff Vogel, along with (not pictured) Rob Cater, Craig Plaster and Seth Ricketts. 18 mobankers.com

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bank was involved with MBA and that our voice was heard. No matter the size of the bank, when all come together working as one, we can accomplish great things.” Kussman has adopted this philosophy in his interactions with his board, his staff and his peers throughout Missouri. “Everybody brings something to the team. When we communicate and operate as one moving in the same direction, we are making positive steps forward for the livelihood of our customers and the future of our industry,” he said. As MBA chairman, Kussman wants to keep moving forward with initiatives set in motion by MBA leadership and his previous predecessors. He also wants to reach out to individuals not actively involved with MBA.“It doesn't matter what size your bank is; you have a voice in MBA. Your representation matters,” Kussman said. This representation is needed in today’s banking environment. Kussman isn’t one to dwell on challenges; he prefers to discuss solutions on moving forward. However, bank consolidation is one that threatens communities.“Consumers lose a competitive edge when choices dwindle,” Kussman said. “Communities don’t thrive unless there’s a little bit of competition. “Some of our small towns have a couple different community banks in them, and they're the luckiest communities in the world,” he added. “They have two community banks in one town, and both banks are concerned about their communities where they live and breathe. If I’m going to “Everybody brings something to the team," says Patrick Kussman, shown with staff at Regional Missouri Bank's main branch in Marceline. The $575 million bank has nine branches and 104 employees. Patrick Kussman visits with Kasie Stallo and Annette Nannemann at Regional Missouri Bank's main branch in Marceline. lose a loan, I want to lose it to another community bank down the street.”This view embodies Kussman’s commitment to community banking, and it’s one shared by the bank’s board of directors and employees. Today, Regional Missouri Bank is a $575 million bank with nine branches and 104 employees. His priority is to maintain a vibrant bank culture in which all contribute and succeed. It’s one he wants to carry over into his term as MBA chairman.“Working together as one, the banks in Missouri can provide our customers and communities everything that they deserve from their community banks,” he said. THE MISSOURI BANKER 19

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We have ofﬁcially kicked off a new banking and economic cycle. It’s the top of the ﬁrst inning, and the next several years are uncertain. This cycle may differ signiﬁcantly from any we've seen, especially in contrast with the period following the 2008 ﬁnancial crisis. The Trump 2.0 administration is making signiﬁcant changes to ﬁscal policies and trade relations, potentially catalyzing an economic revolution and creating exciting new lending and growth opportunities for banks.However, the dramatic changes also bring uncertainty. Tariff policies might be structural, driven by objectives to repatriate manufacturing and create a new revenue stream. Structural tariffs increase the risk of a trade war and global economic slowdown, potentially triggering a recession or stagﬂation.The economy today has both a higher ceiling and lower ﬂoor than seen in some time.Community banks need to operate without being overly optimistic or paralyzed by fear. One critical step is that management needs to divide the bank’s capital into offense and defense.Offensive capital can be used for loan growth, expanding new business lines, investments in technology and M&A, as well as funding actions like dividends and stock repurchases.Defensive capital serves as a rainy-day fund for unexpected risks.Old approaches, such as assuming defensive capital equals PCA guidelines or using arbitrary rules of thumb (e.g., a 9% leverage ratio), may be insufﬁcient. These methods can risk allocating too much capital to defense, resulting in unnecessary capital earning a 0% return on investment and draining ROE in an environment where banks have to consistently justify their independence.Conversely, too much offensive capital may jeopardize safety and soundness.Each bank is unique, and capital division should reﬂect that. Banks should use quantitative methods like stress testing, capturing their unique risk proﬁles to optimize capital allocation. Internal capital limits from this exercise should be codiﬁed in a written capital plan, ratiﬁed by the board of directors.A properly written capital plan should include internal capital limits, early warning triggers and target operating levels for each regulatory capital ratio. It also should have key risk indicators, such as concentration and classiﬁed asset ratios, to serve as an early warning system. Capital plans also should include a dividend policy, contingency plans and guidelines for breaches.Capital plans and their quantitative mechanisms should be updated annually to reﬂect economic and industry changes.With the right capital plan, management can focus on deploying offensive capital while providing the board with the necessary tools and oversight, even amid rising uncertainty. The Invictus Group joined ABA Insurance Services as a subsidiary in 2024. It is recognized for its expertise in helping banks navigate the complexities of capital allocation. Invictus employs a data-driven approach, providing customized stress testing models, scenario analysis and strategic capital planning to help banks maximize returns while maintaining safety and soundness in an ever-evolving economic landscape. ABA Insurance Services, a member of Great American Insurance Group, is a long-term, reliable and stable source of D&O, bond and cyber liability for ﬁnancial institutions, including trust companies and banks in formation. Its unique insurance program, co-endorsed by MBA and American Bankers Association, serves and supports ﬁnancial institutions by providing quality insurance and excellent customer service. For more information, visit abais.com.By Adam Mustafa, Invictus Analytics, a subsidiary of ABA Insurance ServicesGuest CommentaryPreparing for the New Cycle: Capital Planning & Allocation20 mobankers.com

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© 2025 Arthur J. Gallagher & Co. | GGBUS104880AJG.com The Gallagher Way. Since 1927. Gallagher is the endorsed insurance broker of the Missouri Bankers AssociationAs a leading global insurance brokerage and risk management ﬁrm, we provide tailored solutions to meet diverse business needs. With over 56,000 professionals worldwide, we are committed to enhancing organizational wellbeing and reducing total cost of risk.CONNECT WITH USLeeAnn Beard HombergerInsurance Broker & FI Specialistleeann_homberger@ajg.com(573) 231-2514Mortgage Investment Services Corporation • 22316 Midland DriveShawnee, KS • 66226 • 913-390-1010NMLS# 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 #124530YEARS25Let’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 THE MISSOURI BANKER 21

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By Mark Hinderks, StinsonGuest CommentaryDo Professional Legal Ethics Prevent Report of Check Fraud?If your ﬁrm is the victim of check fraud in which your ﬁrm unknowingly represented the scammer, can your ﬁrm report this crime? That’s the question posed in the following hypothetical scenario. Your ﬁrm undertook a high-level collection action on a contingent fee basis for a foreign client that you understood to be a lender. The scope of your representation was to collect a substantial debt from an American company that had borrowed a few million dollars from your foreign client. After exchanging a few letters with the debtor, your ﬁrm obtained the debtor’s agreement to settle the matter for a substantial payment, which the debtor soon paid by check to your ﬁrm (with the client’s agreement that the ﬁrm could deposit it in its trust account, then pay the ﬁrm its fee and forward the remainder to the client). When the bank advised that the check had “cleared” and funds were available, the ﬁrm transferred the fee portion to its operating account and wired the rest of the funds to the foreign client. Ten days later, the bank notiﬁed your ﬁrm that the check had been fraudulent, and your ﬁrm was responsible for covering the deﬁciency. Communications to the foreign client at that point went unanswered. Obviously, your ﬁrm had been scammed by the “creditor client,” most likely in cahoots with the claimed “debtor.” The ﬁrm would like to report this to relevant law enforcement authorities. However, this entity was the ﬁrm’s client, and under Model Rule 1.6, the ﬁrm has a general obligation to keep all information relating to the representation conﬁdential unless the ﬁrm has client consent. There is an exception to prevent a future crime or fraud, but this crime or fraud has been completed. Can the ﬁrm report this crime?In this scenario, the ﬁrm learned the hard way that a check can be cleared even though a bank has not actually collected the funds and that a fraudulent check can be reversed much later. A formal opinion issued by the American Bar Association (ABA Formal Op. 515) on March 15, 2025, addressed this situation as 22 mobankers.com

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one of several hypotheticals in which a client or prospective client committed a ﬁnancial or violent crime against a lawyer, law ﬁrm or someone associated with them. The opinion notes that Rule 1.6(b)(5) permits a lawyer to make necessary disclosures to establish a claim or defense in an action between the lawyer and client. For example, if your ﬁrm were to ﬁle a civil action against the alleged scammers, you could allege and prove facts necessary to your claim. However, that exception does not expressly authorize disclosures to law enforcement. Nonetheless, the ABA committee opined that an implicit exception applies to promote the public interest in enforcement of criminal law and to prevent lawyers from becoming helpless targets of crime. The committee would extend this exception to situations in which the lawyer is a witness to a client’s crime against someone associated with or related to the lawyer. In either case, the exception would be limited to only that information necessary for investigation and prosecution.In this hypothetical, MBA’s General Counsel Keith Thornburg notes that the law ﬁrm’s bank will likely ﬁle a suspicious activity report and could consider cooperating with the ﬁrm and law enforcement to make a direct report of suspected check and wire fraud. This article originally appeared in the Dear Ethics Lawyer™ e-newsletter and was reprinted with permission.Mark Hinderks, senior counsel for Stinson, is the author of Dear Ethics Lawyer™, a twice-monthly e-newsletter with questions and answers concerning legal ethics. He leads Stinson’s legal ethics and professional responsibility practice, offering advice and “second opinions” to lawyers and law ﬁrms, consulting and testifying expert service, training, mediation/arbitration and representation in malpractice litigation. Hinderks has presented at MBA’s Bank Legal Risk Management Conference. For more information, visit stinson.com. Stinson is an MBA associate member.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!bankvendorpro.com THE MISSOURI BANKER 23

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Community banks across the Midwest are facing an unprecedented challenge that’s quietly threatening their growth and stability: ﬁnding qualiﬁed talent in an increasingly competitive market. Although larger regional banks can offer substantial compensation packages and extensive beneﬁts, community banks must compete on different terms — and many are struggling to adapt their recruiting strategies accordingly.THE REALITY OF TODAY’S BANKING TALENT MARKETAfter working with community banks throughout Missouri, Illinois and the broader Midwest for over a decade, Ressler Consulting has witnessed ﬁrsthand how the talent landscape has fundamentally shifted. The executives who built today’s community banking sector are approaching retirement while younger professionals often gravitate toward ﬁntech companies or larger institutions that offer perceived career advancement opportunities.This creates a perfect storm: high demand for experienced bankers, limited supply of qualiﬁed candidates and traditional recruiting methods that simply aren’t designed for today’s market realities.WHY TRADITIONAL RECRUITING FALLS SHORTMost community banks still rely on posting positions online and hoping qualiﬁed candidates will apply. This passive approach worked when the talent pool was larger and competition was less ﬁerce. Today, it’s a recipe for extended vacancies and settling for less-than-ideal candidates.The best bankers — those with proven track records in commercial lending, credit management and community relationship building — aren’t actively job searching. They’re employed, performing well and would only consider a move for the right opportunity presented in the right way.The Hidden Talent Crisis in Community Banking:Why Traditional Recruiting Methods Are FailingGuest CommentaryBy Austin Ressler, President and CEO, Ressler Consulting24 mobankers.com

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THE COST OF EXTENDED VACANCIESWhen a position remains unﬁlled for six months, the impact goes far beyond the obvious. Commercial lending opportunities are missed, existing client relationships may weaken and team morale can suffer. Community banks lose signiﬁcant market share simply because they couldn’t ﬁnd the right leadership quickly enough.A DIFFERENT APPROACH: STRATEGIC EXECUTIVE SEARCHSuccessful community bank recruiting requires understanding both the technical requirements of banking roles and the unique cultural dynamics that make community banks special. It’s not enough to ﬁnd someone who can analyze credit risk or manage commercial relationships — they also must embrace the community-focused, relationship-driven approach that deﬁnes successful community banking.A structured process used by recruiting search ﬁrms consistently delivers results.• Proactive Sourcing: Identify and engage passive candidates who aren’t actively job searching but would consider the right opportunity. • Cultural Alignment: Thoroughly vet every candidate for both technical competency and cultural ﬁt with community banking values. • Market Intelligence: Study insights on compensation trends and competitive positioning to help banks attract top talent.LOOKING AHEAD: BUILDING SUSTAINABLE TALENT PIPELINESThe most successful community banks are those that think strategically about talent acquisition, not just when positions become vacant but as an ongoing competitive advantage. This means building relationships with executive search partners, staying connected to market trends and being prepared to move quickly when opportunities arise.THE BOTTOM LINECommunity banking’s future depends on attracting and retaining exceptional talent. Banks that continue relying on outdated recruiting methods will ﬁnd themselves at an increasing disadvantage while those that embrace strategic executive search will build the teams needed to thrive in an evolving marketplace.The question isn’t whether you can afford to invest in professional executive search — it’s whether you can afford not to. Austin Ressler is the founder of Ressler Consulting, an industry-leading executive search ﬁrm specializing in placing top talent within the banking and ﬁnancial services industries. He has built a reputation as a trusted advisor with both candidates and clients, developing a deep understanding of their goals and needs. His personalized approach focuses on creating strong, lasting impressions and ensuring a seamless recruitment experience.The mission of Ressler Consulting is to enhance the candidate and client experience by providing exceptional service and serving as trusted advisors. Ressler is committed to understanding your unique needs and goals — and delivering on them. Through innovative tools, meaningful human connections and a structured search process, Ressler Consulting identiﬁes and places the right talent in the right opportunities to create long-term success. Visit resslerconsultingllc.com to learn more. Ressler Consulting is an MBA associate member.“Successful community bank recruiting requires understanding both the technical requirements of banking roles and the unique cultural dynamics that make community banks special. THE MISSOURI BANKER 25

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James L. Anderson CEO, Director, Owner Bank Northwest, HamiltonA U.S. Navy veteran, James L. Anderson served in Vietnam during the Vietnam era. Upon his honorable discharge from service, Anderson began his banking career in 1973 as a lender, collections ofﬁcer and branch manager with Finance America. From 1978-1986, he was an agriculture lender with Commerce Bank in Kahoka. He then spent the next eight years with Citizens Bank of Edina as president/CEO. In 1992, Anderson and two business partners acquired Bank Northwest in Hamilton, where he has served as president/CEO and director until 2025. Anderson semiretired this year but continues to serve as CEO, director and owner. Michael AndersonChairman of the Board First Bank of the Lake, Osage BeachMichael Anderson began his career in 1972 as a management trainee at Oklahoma’s largest bank. He migrated to international banking and then correspondent banking. At age 33, he was named president and CEO of a small bank. When the bank sold, he followed in the same position at another bank that also sold. Anderson was one of four bankers selected to organize the Oklahoma Bankers Bank, serving on the board for two years. For the next 27 years, Anderson served as chief operating ofﬁcer of the largest suburban bank in Oklahoma. He was part of a three-state banking organization headquartered in Columbia, Missouri, serving in the ﬁrm’s Oklahoma and Texas banks. He transferred to Columbia to build and manage the majority of the holding company and then moved to a Jefferson City bank. In December 2014, Anderson joined First Bank of the Lake as president and CEO. He was named chairman in 2019 and will retire from the bank later this year.Around the StateSusan BakerVice President/Deposit Development Nodaway Valley Bank, Platte CityAs vice president with Nodaway Valley Bank for the past ﬁve years, Susan Baker has developed a customer deposit base in the Platte City/Smithville area. She also has promoted the bank in the local communities through the schools, chambers and businesses. Baker previously worked for Platte Valley Bank for 46 years. Starting as a part-time teller while in high school, she has held many banking positions during her career. Near the end of her time with the bank, Baker was seated on the executive committee and was the bank’s director of marketing. She also started the Prime 50 Club, a club beneﬁting the senior customers of the bank, and the Kids Club that focused on teaching ﬁnancial literacy to the youth. Both clubs hosted many activities and events. Carol S. Barnett Vice President Nodaway Valley Bank, St. JosephAfter graduating from high school, Carol S. Barnett began her banking career in 1972 with Provident Savings Loan in St. Joseph. She was the secretary for the president and also typed real estate loans. She joined Nodaway Valley Bank in October 1995 when the bank opened a branch in St. Joseph. Barnett will celebrate her 30th anniversary with the bank this fall and has worked on the loan side of banking throughout her career. 202550 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.26 mobankers.com

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Joyce 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 AccidentWorksite ProductsPet Insurance800-234-4939 mobankers.comJanet BorgmannHuman Resources Assistant Bank of Franklin County, WashingtonJanet Borgmann’s 56-year banking career began in April 1969. She worked part time in bookkeeping at Franklin County Bank and Trust and became a full-time bookkeeper after graduating from high school. When the bank became an afﬁliate of Mercantile Bank, Borgmann seized countless opportunities to expand her knowledge that paved the way for numerous promotions and ofﬁcer positions. By 1979, she had transitioned to accounting and comptroller of the bank. In 1986, Borgmann was promoted to human resources director and oversaw the direct responsibilities of the personal bankers. In March 2006, after navigating through several mergers affecting the local bank and the acquisition of Mercantile by First Star and subsequently US Bank, Borgmann joined Bank of Franklin County. During her 18 years with the newly charted bank, she was instrumental in helping management with its aggressive growth strategies by developing policies and procedures for operations, compliance, Bank Secrecy Act and accounting. For the last several years, Borgmann returned to part-time status to focus on the bank’s human resource needs and expanding workforce.Debbie Davis-KesslerVice President of Operations The Missouri Bank, Sedalia Debbie Davis-Kessler attributes her banking career to a chance meeting at the local bowling alley, where a loan ofﬁcer at Farmers Stock Bank in Blackwater asked her about interest in working at the bank. Davis-Kessler was not returning to college, so she called Earlene Holman, the bank president, for an interview. She joined the bank in 1973. In May 1976, Davis-Kessler moved to Sedalia and joined The Smithton Bank (now The Missouri Bank). A.L. Robinson, owner of the bank, hired her to ﬁll out forms and assign account numbers for their customers as the bank was preparing to use a computer company for its operations. Davis-Kessler has held numerous positions throughout her career at the bank, including teller, cashier and vice president. After 49 years of service at The Missouri Bank, Davis-Kessler retired May 1, 2025. Joyce KampwerthSenior Vice President/Community Development Ofﬁcer Parkside Financial Bank & Trust, ClaytonJoyce Kampwerth has been serving the ﬁnancial needs of people, businesses and communities for more than 50 years. Her successful career includes managing the administration of loans and working as a mortgage, commercial, retail and real estate construction lender. Kampwerth served as a liaison and mentor for a women’s ofﬁcer group at a national bank. She committed her skills as a customer connectivity representative, during which she collaborated with the lending team of a large national bank to foster customer service ideas and programs. Consistent and dependable, Kampwerth supports Parkside Financial Bank & Trust through her vast ﬁnancial knowledge and extensive banking tenure. Kampwerth completed the Graduate School of Banking at the University of Wisconsin in Madison. She taught courses on banking principles and real estate lending at the American Institute of Banking. David W. Lewis Jr.Executive Vice President Nodaway Valley Bank, St. JosephDavid Lewis represents the second of a three-generation St. Joseph banking family. After working several summers for his father in the 1970s, Lewis began his formal banking career at UMB in 1978 following his graduation from the University of Missouri-Columbia. He completed the Graduate School of Banking at Colorado in 1992. For the past 22 years, Lewis has served as a senior lender and marketing director for Nodaway Valley Bank. He also has served as a facility manager and a bank director. THE MISSOURI BANKER 27

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John T. LovellSilex Banking Company posthumouslyJohn T. Lovell began working for Silex Banking Company on April 10, 1966, as assistant cashier under the guidance of his father, O.Z. Lovell, bank president. Upon the untimely death of O.Z. in 1972, Lovell became president and served in that role until his retirement in 2017. During his time with Silex Banking Company, Lovell took on the role of CEO of Silex Banking Company, chairman of Silex Bancshares Inc. Board of Directors and chairman of Silex Banking Company Board of Directors. He oversaw two additions to the bank, the implementation of an in-house computer system, the formation of Silex Bancshares Inc. and many other improvements. Lovell passed away Oct. 8, 2024.Daryl B. SloanChairman of the Board Sherwood Community Bank, CreightonA U.S. Army veteran, Daryl Sloan worked for a grain elevator, feed and seed business in Green City. He met a teller, Millie, at the local community bank, and they were married. Shortly after, the Sloans learned the president of the Bank of Creighton was looking for a new owner, and they purchased the bank in 1963. Sloan was used to extending credit to local farmers in the feed and seed business; he always said the farmers would pay the bank ﬁrst before they paid off their feed/seed bill. In 2002, the bank established a full-service branch in Garden City and changed its name to Sherwood Community Bank. At 90 years of age, Sloan can be found at the Creighton bank every morning.Steve SloupPresident and CEO Ozarks Federal Savings and Loan Association FarmingtonSteve Sloup began his banking career during the summer in 1974 when he took the job as a part-time teller while working toward his graduation from the University of Nebraska. It was during this time when the bank’s president encouraged him to consider joining the bank’s management trainee program after graduation. Thus began a successful and fulﬁlling 50-year career in banking. The majority of Sloup’s career in Nebraska was spent with community banks, the heart and soul of banking. In January 2017, Sloup joined Ozarks Federal Savings and Loan Association as its chief ﬁnancial ofﬁcer. In January 2018, he was appointed president and CEO. Norma McLane SmithChairman of the Board First Midwest Bank of the Ozarks, Poplar BluffNorma McLane Smith and her husband acquired their ﬁrst shares of bank stock in First National Bank of Poplar Bluff In 1968. They acquired more stock of southeast Missouri banks in the 1970s and 1980s, eventually obtaining control of six banks. McLane Smith began working in the banks in 1975 when she became the director, secretary and treasurer of Midwest Bancshares Inc. She also was a customer service representative and later served as the public relations director of First Midwest Bank of the Ozarks for many years. In the mid-1990s, McLane Smith led a group of family and friends to execute a buyout of the banks. She became the primary shareholder of the banking group and chairman of the board, a position she still holds today. During her tenure, the First Midwest Bank group has grown to $1.3 billion in assets, with 19 facilities in 13 communities.To learn more about 50 Year Club, scan the QR code.28 mobankers.com

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Steven O. Smith, D.V.M. Director County Bank, BrunswickSteven Smith was elected to the board of directors of Commerce Bank of Brunswick in 1975 and continues to serve on the board of County Bank. A graduate of the University of Missouri-Columbia, Smith received his doctorate from the University of Missouri School of Veterinary Medicine. He established a mixed animal practice in Salisbury that provided animal health care to Chariton and surrounding counties. Smith retired from his practice in September 2015 and currently manages a small farming operation. A lifelong resident of Chariton County, Smith has been active in community affairs.Pamela TownsendTeller HNB National Bank, SavannahPamela Townsend started her banking career March 17, 1975, with Farmers State Bank in Rosendale. She has held various positions during her 50-year career in banking, from being in the bookkeeping department to being the head teller. In that time, the bank also has gone through several name changes, starting with Farmers State Bank, then Farmers State Bank of Northern Missouri to Mercantile Bank and now HNB National Bank.Robert WeddleCollections Manager First Independent Bank, AuroraRobert Weddle was named assistant cashier at The Willard Bank (now Commerce Bank) in August 1969. He served in that role until December 1972, when he joined Exchange Bank of New Franklin as an assistant vice president. Weddle was with the bank until May 1980, when he was named president and CEO of Waverly Bank. After ﬁve years with the bank, Weddle was named executive vice president and president of Bank of Mansﬁeld in October 1985. He joined the Bank of Holden in October 2002 as vice president. In April 2010, Weddle was named president and CEO of Bank of Macks Creek, a position he held for ﬁve years. When the bank was sold in 2015, Weddle assisted new ownership as vice president. In August 2017, he joined First Independent Bank as its collections manager.Rose WilkersonVice President Pony Express Bank, BraymerWith an incredible 55 years in banking, Rose Wilkerson has had a truly outstanding career marked by dedication, expertise and grace. As the branch manager for Pony Express Bank in Braymer, she has led with precision, reliability and a deep commitment to excellence. Her leadership and kindness have left a lasting impact on both her colleagues and the countless customers she’s served over the decades.Michael Williamson Board Member Central Bank of the Ozarks, SpringﬁeldMichael Williamson began his banking career in 1975 as a real estate and commercial lender with First National Bank of Clayton. In 1980, he moved to Springﬁeld when he was named president of Empire Bank (now Central Bank of the Ozarks). Williamson served as president and CEO of Empire Bank for almost 30 years, during which it grew from three facilities to 19 with assets of more than $800 million. He currently serves as one of the bank’s advisory board members. Through his career in banking, Williamson has had signiﬁcant opportunities for community service and leadership. He served as MBA chairman in 1998. 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. THE MISSOURI BANKER 29

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Around the StateBeyond Banking: Rick Frazier, CourierBy Ann Marie Newberry, West Plains Bank and Trust CompanyFor nearly four decades, Rick Frazier, a courier at West Plains Bank and Trust Company, and his wife, Lois, have expertly coordinated a team of countless volunteers to deliver an evening of entertainment beneﬁting cystic ﬁbrosis research. The concert, complete with live and silent auctions, is held every March and has become one of the longest and most successful fundraisers in the region. Rick and Lois recognized an opportunity to help families like their own who were battling an illness that threatened the health of their children. Much more than a onetime event, their efforts began a tradition that has a huge, lasting economic impact on the West Plains community and surrounding area. Each year, Rick puts on his promoter hat and carefully selects a performer who lines up with the goals of the event and draws a crowd. Performers including Sara Evans, Eddie Montgomery, Rodney Atkins, Tracy Lawrence and more have taken the stage for this event. Since the very ﬁrst concert, approximately $2 million has been raised to beneﬁt cystic ﬁbrosis research. Concertgoers span all age groups and range from local residents to those who drive from all across Missouri and from multiple states. Individuals and local businesses make donations for weeks in advance, including impressive silent and live auction items. Once the crowd hits town, they ﬂood local restaurants with business and take advantage of other opportunities to spend their dollars in West Plains. Without a doubt, the event has an immediate impact on the local economy and a lasting one on the battle to ﬁnd a cure for cystic ﬁbrosis. The 2023 concert alone raised an impressive $92,000 for the charity.Although the concert may only be one day, there are countless hours poured into planning and executing it. As soon as one concert is over, the wheels start turning on the next one, but not before they immediately shift gears and pull off a full-blown lake ﬁshing tournament to beneﬁt cystic ﬁbrosis research. This takes place just a few short weeks after the concert is over. In a live radio interview, KKountry 95 radio personality Mike Crase told Rick, “Saturday night during the show when you put the number up, I was like wow, they’ve done it again!” Rick responded, “Yeah, well we did, but the people did it. All the businesses and individuals that donate money and everyone that bought tickets — it’s just a huge community event. You know, we’re all volunteers but to think for 37 years we’ve done this and it’s still going and still big, it’s just a huge community thing. We can only do this in our part of the country. I’m so proud to live in this part of the country.”West Plains Bank and Trust Company30 mobankers.com

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AchievementsBranson Bank promoted Greg Baker to executive vice president, chief lending ofﬁcer. Baker drives the bank’s commercial lending strategy while playing a key role in shaping long-term business development and community engagement initiatives. Baker has led the bank’s business development and commercial lending efforts since 2012. Under his leadership, the commercial lending division has seen signiﬁcant year-over-year growth and has launched innovative programs supporting small business expansion. Baker has more than 40 years of banking experience.Central Bancompany Inc. in Jefferson City named James “Jim” Ciroli as its chief ﬁnancial ofﬁcer to oversee the ﬁnance, accounting, treasury and procurement functions for the company. He also works closely with the board of directors and executive leadership team to deﬁne and execute key ﬁnancial strategies for the company. Ciroli previously was the CFO at Flagstar Bancorp Inc. in Troy, Michigan. His career spans more than 30 years of experience in building, leading and advising ﬁnance and accounting functions at ﬁnancial institutions.Sheena Carroll was promoted to retail sales manager, retail ofﬁcer at Central Bank in Springﬁeld. She oversees the sales and service operations of branch locations and leads teams in driving sales growth and delivering outstanding customer service, all while fostering employee engagement. Carroll, who served as banking center manager, retail ofﬁcer for four years, has 17 years of experience in the ﬁnancial industry. Paulina Aguillon was named the bank’s business intern. This opportunity provides Aguillon, a former bank teller, with real-world experience in the ﬁnancial services industry. She rotates through different departments within the organization to gain a comprehensive understanding of banking operations.Central Trust Company, a division of The Central Trust Bank, announced Matthew Scheidker has joined the Clayton team of wealth management professionals as vice president and senior relationship manager. A former attorney, Scheidker provides clients with customized wealth advisory services, estate planning strategies and ﬁduciary solutions.Around the StateGreg BakerSheena Carroll Paulina AguillonShawn Daniel joined Guaranty Bank in Springﬁeld as senior vice president, regional commercial manager. He brings nearly 20 years of experience in the banking industry to his new role. Jacob Saylor was named as associate vice president, commercial relationship banker. With more than four years of banking experience, Saylor brings a strong foundation in lending and client service.Mark Campbell joined Heritage Bank of the Ozarks in Lebanon as senior vice president – lending. With more than three decades of banking experience rooted entirely in the Lebanon community, Campbell brings a deep understanding of the local market. His extensive knowledge of commercial and consumer lending supports the bank’s continued growth while reinforcing its commitment to personalized, neighbor-focused service.OMB Bank in Springﬁeld promoted Jessica Sims, chief of staff, and Michelle Sullivan, chief risk ofﬁcer, to executive vice president roles. Sims joined the bank in 2016 as branch manager. She served as interim retail banking operations ofﬁcer in 2019 and was promoted to business banking ofﬁcer in 2020. In 2022, Sims was named senior vice president and director of strategic initiatives. She was promoted in 2024 to senior vice president and chief of staff. Sims has two decades of industry experience. Sullivan joined OMB Bank earlier this year as senior vice president and chief risk ofﬁcer. She also has more than 20 years of banking and compliance experience.Sterling Bank in Poplar Bluff named Francis Godfrey as president for the St. Louis region. He oversees all banking activities and leads the business development efforts for Sterling Bank’s Clayton and Chesterﬁeld locations. Godfrey brings more than 35 years of experience in the ﬁnancial services sector to Sterling Bank. James “Jim” CiroliMatthew ScheidkerMark CampbellShawn Daniel Jacob SaylorFrancis GodfreyJessica Sims Michelle Sullivan32 mobankers.com

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The Missouri Banker July August 2025

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