Regional Banks
Case studies in regional banks.
Strategy Case: 1st Source — Funding the Next Engine of Growth
For 2026 planning, 1st Source’s leadership must recommend where the bank should place its next increment of growth capacity: deepen local commercial and small-business relationships, expand selected national specialty-finance activities, or pace both through explicit line-level hurdles. The recommendation should address credit discipline and state what evidence would change it. Read case
California BanCorp: where should the next loan come from?
On July 27, 2026, California BanCorp reported second-quarter net income of $14.3 million and $113.7 million of sequential loan growth. Nonperforming assets fell to 0.44% of total assets from 0.97% in the prior quarter. Management described growth as balanced and said it reflected new business relationships across the bank’s California footprint. Read case
Camden National: integrating Northway without losing the relationship franchise
On November 7, 2024, Camden National Corporation filed its latest quarterly report. The company had announced its agreement to acquire Northway Financial two months earlier. Both boards had approved the agreement, but the transaction still needed Northway shareholder and regulatory approvals. Read case
Capital Bancorp: sequencing integration within a disclosed conversion baseline
Capital Bancorp had agreed to be acquired by Peoples Bancorp in an all-stock transaction. Both boards had approved the agreement, but shareholder and regulatory approvals and other closing conditions remained. Management expected the combination to close in the first half of 2027. Read case
Capital City Bank Group: Managing a Deposit-Product Reset
Capital City Bank Group entered the second half of 2026 with two developments moving at once. Loan demand remained selective, so management had used part of the first-half excess liquidity to buy investment securities while continuing to apply disciplined underwriting. Read case
Capitol Federal: How Fast Should the Portfolio Shift?
On October 1, William Skrobacz became President of Capitol Federal Financial and Capitol Federal Savings Bank. He had helped develop and execute the company’s commercial strategy; CEO John Dicus remained chair and CEO. The transition put day-to-day responsibility for commercial operations and strategy in a new role, while the public financial picture still ended June 30. P04 Read case
Citizens Financial Group: Building a Private Bank Inside a Regional Bank
On March 9, 2026, Citizens Financial Group filed its proxy statement ahead of the annual meeting. Management described a “three-legged stool” strategy: a transformed Consumer Bank, a strong Commercial Bank, and an aspiration to build a premier Private Bank and Private Wealth franchise. Read case
John Marshall Bancorp and Eagle Financial Services — Integrating Two Community Banks
On 8 September 2026, John Marshall Bancorp and Eagle Financial Services announced that they had signed an all-stock merger agreement. At the cutoff, both shareholder votes and required regulatory approvals remained outstanding; the companies expected a close in early Q1 2027, subject to conditions. The transaction had not closed. Read case
M&T Bank: Who should own the New England growth agenda?
M&T Bank Corporation entered the second half of 2026 with two priorities on its agenda. Its July investor presentation called for “Operational Excellence”: scalable infrastructure, consistent client experiences, efficiency, and maintained quality and risk standards. Read case
Regions Financial — How Should It Govern Its Branch Investment Plan?
Imagine you are advising Regions Financial Corporation’s chief executive and board strategy committee on August 7, 2026. The company has announced priorities to build or open 135–150 locations and renovate more than 1,000 branches. Read case
South Plains Financial: What Should Grow Next?
On December 31, Cory Newsom was scheduled to become chief executive of South Plains Financial, the Lubbock-based parent of City Bank. Curtis Griffith would retire as CEO but remain chairman. Newsom had been president and, according to Griffith, was already leading day-to-day operations and driving the growth strategy. Read case
Southern Missouri Bancorp: how fast should it use its buyback authority?
Southern Missouri Bancorp closed its fiscal year on June 30 with a new repurchase authorization already in place. Approved by the Board on January 20, the program allowed the company to buy up to 550,000 shares, which management described as approximately 5% of shares outstanding. Read case
Truist Financial: What Should It Do With Insurance?
In early November 2023, Truist Financial had two sizable businesses with different economics. Its bank held $400.0 billion in deposits and reported a preliminary Common Equity Tier 1 (CET1) ratio of 9.9%. Its insurance operation generated fee-oriented revenue and gave Truist a presence in commercial insurance brokerage. Read case