11 HќќѠіђџȱ юћјђџ юћѢюџѦ 2014 was over, I‘d work throughout the afternoon. I continued to work here while studying at Ball State, which is ȱ ȱȱ¢ȱ ȱ ǯ “After graduating from college, ȱȱ ȱǰȱȱ ȱȱ MutualBank full-time. I had the opportunity to work at one of the Ȃȱ ȱ ¢ȱĜȱȱ Warsaw, which is near Syracuse, ǰȱ ȱ ȱ ȱǯ “It was a good situation, working ȱȱȱĜǰȱȱ ȱ ȱ ȱ¢ȱ ȱȱȱȱĜǯȱ ȱ ȱȱȱěȱȱ ȱ ¢ȱ Bank, which is headquartered in Warsaw. “I worked there for exactly one year, from April 1, 1985, to April 1, 1986. Then I had the chance to come back here to MutualBank, and the rest is history. I’ve been here just about my whole life.” Your banking background includes disparate areas, such as human resources, marketing and administration. How has your background helped your career? “My path is more unique than traditional. I started as an accounting clerk and worked in the accounting ȱȱęȱ¢ǯȱ ȱ ȱȱ ȱȱ ȱȱȱȱȱĴȱȱȱ everything — clean the vault, make bank deposits, run to the airport to pick up equipment, shovel snow. “Looking back, it helped me realize that there are a lot of things that simply have to be done in a business ȱȱ¢ȬȬ¢ȱǯȱ ȱȱęȱ level, my willingness to do whatever needed to be done helped me build credibility. ȱ ȃ ȱ ȱȱ ȱȱȱ - saw, I worked at a branch, again doing a bit of everything. I made loans, opened new accounts, ran a teller ǯȱ ȱȱȱęȱ ȱ in Kosciusko County while I was there, and I watched all weekend while it was being installed. It was fascinating. “When I rejoined MutualBank in 1986, I came into the role of human resources, leading the administrative division. Next I took on marketing and became executive vice president for one year prior becoming CEO. “I value all of that experi- ǯȱ ȱěȱȱ ȱȱ ¢ȱěȱ- ments and functions work is critical to being able to understand how it all goes together. “It’s harder to do that now, because banking has become much more specialized. In my case, I credit the organization, as well as ȱ ǰȱȱȱȱ ȱȱěȱȱ of the bank. That’s invaluable.” As 2014 chairman of the Indiana Bankers Association, what are your goals? “We’re in a good place as an organization, but overall I have three goals to address this year: continued government ȱǻ ǼȱǰȱȬȱ credible education, and expanding opportunities for future leaders. “First, in government relations, we’ve got to get more people engaged and contributing to funding ȱ ȱ¢ǰȱ¢ȱȱȱ federal side. We need to make sure that our members understand the im- ȱȱ ȱȱȱȱȱ funding it. “Second, we need to be constantly providing our members relevant and timely educational opportunities. This year we’re going to see a lot of regulatory change, and it will be important to react ¢ȱȱě¢ǯ “Third, we need to do something demonstra- ȱȱęȱȱ engage young people in the IBA. The challenge begins within our organizations. “Banks need to be identifying associates who are young, technologically savvy and serving in positions that could sit in a boardroom and contribute to overall strategy. The opportunity of engaging younger bankers is really important.” What are the main challenges ahead for the Indiana banking community? “The biggest challenges we face this year are earnings, meaningful loan growth and the plethora of new regulations. There are added headwinds in revenue and earnings, Dave Heeter is joined by daughter Kate and wife Deb at the IBA Annual Convention last fall. Dave Heeter enjoys his responsibilities with MutualBank, Muncie, and 0XWXDO)LUVW Financial Inc. &RQWLQXHG RQ SDJH
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