2026 ISSUE 2 COMMUNI T Y BANKI NG MONTH • COMMUNI T Y BANKI NG MONTH • COMMUNI T Y BANKI NG MONTH • APRIL IS Community Banking MONTH
COMPETITIVE RATES We take pride in our operational efficiency which results in MIB being able to provide valuable services at highly competitive prices. Call us to find out how much you could save. Lending Services Operational Services Audit Services* mibanc.com MEMBER FDIC HIGH VALUE SERVICES, Chris Bryan 816-500-6253 Andrew Lee 314-630-8554 * Audit Services are offered thru MIB Banc Services, LLC, a subsidiary of our holding company. New Service in 2026 LIQUIDITY REVIEW A review is conducted of your liquidity position using safe and sound banking practices. The review will focus on policies and procedures, funding plan and testing, and monitoring and reporting. COMPLIANCE SERVICES • ACH Audit • BSA/AML/CFT Audit • Directors’ Examination • Lending Compliance Audit • Deposit Compliance Audit • Interest Rate Risk Review • Home Mortgage Disclosure Act (HMDA) Review • Secure and Fair Enforcement for Mortgage Licensing (SAFE) Act Audit LOAN REVIEW SERVICES We specialize in loan review and compliance services for community banks throughout the Midwest. mibanc.com/audit
INSIDE THIS ISSUE PO Box 1765 Jefferson City, MO 65102 (573) 636-2751 | miba.net Editor: MATTHEW S. RUGE Executive Director ©2026 The Missouri Independent Bankers Association (MIBA) | MBR Connect DBA The newsLINK Group LLC. All rights reserved. The Show-Me Banker is published six times per year by The newsLINK Group LLC for MIBA and is the official publication for this association. The information contained in this publication is intended to provide general information for review, consideration and education. The contents do not constitute legal advice and should not be relied on as such. If you need legal advice or assistance, it is strongly recommended that you contact an attorney as to your circumstances. The statements and opinions expressed in this publication are those of the individual authors and do not necessarily represent the views of MIBA, its board of directors or the publisher. Likewise, the appearance of advertisements within this publication does not constitute an endorsement or recommendation of any product or service advertised. The Show-Me Banker is a collective work, and as such, some articles are submitted by authors who are independent of MIBA. While a first-print policy is encouraged, in cases where this is not possible, every effort has been made to comply with any known reprint guidelines or restrictions. Content may not be reproduced or reprinted without prior written permission. For further information, please contact the publisher at (855) 747-4003. Published for the Missouri Independent Bankers Association 4 PRESIDENT’S MESSAGE Neighbors Helping Neighbors 5 FROM THE TOP Your Work to Support the Future of Community Banking 6 FLOURISH Community Banking Strategy for Growth 7 Community Banking Month April 2026 8 LEGAL EAGLE SPOTLIGHT AI-Powered M&A What Bankers Need to Know Now 11 MIBA Lobbying Report 12 Leadership Division Day Out at the Blues February 26, 2026 14 Background On BCC A Conversation with Founders & Principals, Kathy Smith and Kelly Earls, JD, MBA, CPA 17 Agricultural Lenders School June 1-4, 2026, Columbia, MO 18 MEET YOUR MISSOURI BANKER Cynthia Ramsey Senior Vice President, Marketing & Business Development, Progressive Ozark Bank 21 News From You 23 2026 PAC Honor Roll 24 Staying Power Fed’s Balance Sheet Has Some Duration, for Better or Worse 26 ICBA LIVE State Reception March 6, 2026 — San Diego, CA 28 Financial Education Community Banking’s Quiet Advantage 30 Upcoming Events 2026 31 MIBA’s Endorsed Vendors Are Ready to Help You Go Further 32 MIBA Associate Members 34 Upcoming Webinar Schedule 36 49th Annual Convention & Exhibition September 14-16, 2026 18 26 12 8 The Show-Me Banker Magazine | 3
PRESIDENT’S MESSAGE Neighbors Helping Neighbors Community banks serve local markets for the most part, providing traditional bank services and building strong connections and relationships with customers, whether individuals, small businesses or farmers. By understanding the local economy, having specialized knowledge of the areas the bank serves and providing for the specific needs of the customers, few businesses are better positioned to serve the community. Local banks have survived and been very resilient through many hard times. Community banks provide economic stability and personalized service during periods of economic hardship and amid changing consumer needs and business behaviors. However, community banks must also keep up with and adapt to industry trends, customer needs and new technologies. Community banks are important to economic growth and stability in the communities they serve. They have a vested interest in the success of their communities and customers. Local loans are funded with local deposits, thereby further strengthening the community — truly, a “neighbor helping neighbor” situation. Additionally, a community bank can support customers through financial education initiatives. These initiatives help empower customers to make informed financial decisions, preventing financial crises, fraud, Curt Brumley MIBA President, Community Point Bank scams, etc. They also promote connection within the community, which is furthered by bank employees being involved in local groups and volunteering. By discussing specific financial options with individual customers — including the use of money, appropriate steps to managing finances, awareness of the threat of fraud and options for building financial freedom — the bank is contributing to community growth and the overall stability of the community. Supporting local initiatives, going to schools to discuss banking or using social media can also help inform and empower the public. The communities we serve are vital to the purpose and vision of the bank, just as bank employees are important to the community, as they patronize local businesses, have kids in school, serve various roles in the school and attend church. In short, there is almost a family connection between the community and the bank — they go hand in hand. In the end, the best community banks don’t just serve their community — they’re part of it.
FROM THE TOP Your Work to Support the Future of Community Banking Jack E. Hopkins Chairman, ICBA the same level of tenacity and engagement we have had over the past year, precisely because there’s more to come. My goal as chairman was to leave ICBA in a stronger position than when I came into the role, and on some level, I think we’ve done that, but there are always ways to improve. So, while I might be handing over the baton as chairman, I plan to keep fighting, because it’s up to this community of community bankers to direct legislators and regulators to achieve a level playing field. That mission sits at the heart of ICBA, and as one member of this community, I plan to remain a part of the solution. I hope you’re inspired to do the same. Jack E. Hopkins is president and CEO of CorTrust Bank in Sioux Falls, South Dakota. My Top 3 Experiences as ICBA chairman: 1. Getting to know more bankers around the country 2. Working closely with the dedicated ICBA team 3. Getting to travel and see the impact community banks have nationwide Over the past year, I have been honored to serve as ICBA chairman and have gained so much from the experience. From new advocacy opportunities to the passion I’ve seen from community bankers around the country, it has been an inspiring time to be part of leadership at ICBA. And what a year it’s been! We have successfully achieved some big wins on the advocacy front. For instance, we’ve seen the rollback of oversized regulations, like an exemption from the Consumer Financial Protection Bureau’s 1071 proposed rule for the vast majority of community banks and a complete overturning of the bureau’s overdraft rule. We’ve witnessed new forms of tax relief, including a 25% exclusion under the ACRE Act for agricultural and rural lending. And regulators have put forth proposals to lower the Community Bank Leverage Ratio, revise the supervisory appeals process and rescind the 2023 Community Reinvestment Act rule. We have been able to successfully advocate for these adjustments because of you and your role as community leaders, industry experts and valued constituents. These shifts happen at the local level, and it has taken you, standing up for what you believe and ensuring policymakers understand the community bank difference, to drive the change. Your voice delivers results, and I’ve seen just what we can do when we are all actively engaged. I hope these successes stick with you, and even more, that you stay committed to championing community banks. A Rallying Cry for Community Bank Advocacy in 2026 After all, our work is far from complete. We have continued this work in 2026, recognizing that many issues still need resolution. We need to remain steadfast with The Show-Me Banker Magazine | 5
As financial services continue to shift, community banks are positioned to be the anchors for the industry, supporting our customers and communities with a resiliency that transcends the environment. By continuing to lean into the personal relationships we build, we differentiate ourselves and bring immense value to those we serve. Doubling down on our relationship-based model means we’re supporting our customers by deploying new, efficient technology. We’re speeding up processes, enhancing our customers’ experiences and growing our connections with them, while retaining the attributes that are at the core of who we are and what we do. We simply need to fast-forward the tenets that already exist to address growing demands. Individually, community banks might need to have hard conversations to determine which solutions warrant their time and attention and which might not best serve their customers. The beauty of community banking is that it’s not one-size-fits-all, and each community bank can identify the new technologies and solutions that best support it. FLOURISH Community Banking Strategy for Growth Rebeca Romero Rainey President and CEO, ICBA A Personalized Community Banking Strategy for Customer Growth For instance, as we think about customer retention and acquisition, and by extension, bank marketing, the needs of the individual communities we serve are paramount in today’s environment. Agricultural banks have established different services to support their farm-based communities than banks more attuned to the construction industry. Each of these segments has unique needs, and community banks shine by addressing them. It’s about identifying the personal needs of the collective, which is what we have always done. But now, with the pace of change, community banks must scale their services to maximize potential sooner rather than later. Maybe you are launching a new solution that speaks to a particular niche you serve, or a new process that simplifies customer engagement. Perhaps you are using existing technology more or in new ways. With any new opportunity, it’s about leaning into strengths and taking them to the next level for your customers. So, I encourage you to identify incremental actions you can take to expand your prospects. Look at what your peers are doing for inspiration. Post a question to ICBA Community. Seek out colleagues at ICBA LIVE. Engage with ICBA Preferred Service Providers, corporate members and ThinkTECH Accelerator participants. Whatever direction you choose, take steps to lean into community banking and this community. Without a doubt, we will shape the future of financial services one relationship-based solution at a time. Rebeca Romero Rainey is the Independent Community Bankers of America president and CEO. 6 | The Show-Me Banker Magazine
VISIT MIBA.NET FOR A FULL SUITE OF COMMUNITY BANKING MATERIALS. Community Banking Month April is Community Banking Month — a celebration of the independent spirit and unwavering commitment of community banks to help consumers and small businesses achieve their financial goals to create communities of prosperity. The Show-Me Banker Magazine | 7
AI-Powered M&A LEGAL EAGLE SPOTLIGHT Artificial intelligence has been compared to a brilliant but overconfident junior professional: fast, persuasive and wrong just often enough to cause serious problems if people stop thinking critically. That description fits its current role in mergers and acquisitions, particularly in banking and financial services. AI is already changing which deals are pursued, how quickly transactions progress, and how much value survives after closing. It enables deal teams to analyze more data in less time than ever before. At the same time, it can accelerate bad assumptions, expose weak governance and create new lines of inquiry for regulators. Understanding how to use AI as a disciplined tool — not as an oracle — is now a core competency for banks, credit unions and fintechs active in the deal market. AI as a Force Multiplier — On Both Sides of the Ledger In the M&A context, AI functions as a force multiplier. It does not change a bank’s strategic objectives; it alters the speed and scale at which those objectives are pursued. When underlying governance, data practices and integration discipline are strong, AI enhances those strengths. When they are weak, AI tends to magnify the weaknesses. What Bankers Need to Know Now By Spencer Fane LLP 8 | The Show-Me Banker Magazine
On the positive side, AI-driven tools now influence three key areas of transaction activity. First, they shape target identification by surfacing institutions that fit strategic, geographic or portfolio profiles that might otherwise be overlooked. Second, they accelerate due diligence, allowing teams to process large volumes of contracts, performance data and operational information in compressed timeframes. Third, they inform integration planning by highlighting overlaps, redundancies and risk concentrations across systems, products and customer bases. However, the same capabilities can cause trouble when used uncritically. Sophisticated dashboards and polished AI outputs can create a false sense of certainty. If data quality is poor, incentives are misaligned, or no one is asking hard questions about how the models work, AI will simply help the organization make bad decisions faster and with more confidence. Target Identification: Pattern Recognition With Real Consequences The earliest impact of AI in M&A appears in target identification and strategic planning. Modern AI systems excel at pattern recognition across large, messy data sets. In banking and fintech, that capability is being applied to internal and external data, including historical financial performance, loan and deposit behavior, interest-rate sensitivity, complaint and fraud patterns, branch-level profitability, and even public sentiment and social signals. This allows acquirers to move beyond traditional relationship-driven pipelines and simple ratio screens. AI models can highlight institutions that resemble a bank’s most successful past acquisitions, identify peers whose performance is beginning to diverge from the market, or flag markets where customer and deposit behavior align with a buyer’s strengths. The result is a more dynamic, data-informed view of who might be a good candidate to acquire — or to be acquired by. But this power comes with two conditions. First, decision-makers must understand the data and logic behind the AI’s recommendations. A bare statement that “the model says this is a great target” does not satisfy boards or regulators. They will expect clarity about which data were used, which factors were weighted, what was excluded and the assumptions made. Second, data quality still controls the outcome. Poorly integrated internal data and unreliable third-party data can lead to elegant but misleading conclusions. No amount of AI sophistication can rescue a strategy built on bad inputs. Due Diligence: Faster, Deeper Review — Not a Compliance Replacement Due diligence is the area where AI’s impact is most visible today. Well-configured tools can read and summarize large volumes of contracts, flag key clauses related to change-of-control, regulatory obligations, data-use restrictions and unusual risk-shifting, and categorize recurring themes across policy documents and operational manuals. They can also analyze performance data, portfolio characteristics and operational metrics at a level that would be impractical with manual methods alone. These capabilities are particularly valuable for triage. AI can help deal teams quickly identify which areas deserve in-depth follow-up, which agreements appear standard, and which policies diverge from the acquirer’s norms. For cross-institutional comparisons — across branches, regions, product lines or customer segments — AI is often the only realistic way to see the full picture within a typical deal timetable. However, AI is not a substitute for legal, compliance or risk diligence. One of the greatest dangers is overreliance. Modern AI systems present their conclusions with impressive fluency and confidence, even when they are incomplete or incorrect. They are also poor at signaling what is missing from the record. Without subject-matter expertise to interpret the output, teams may miss critical context, nuance or blind spots. For that reason, the best practice is to treat AI as an advanced first-pass reviewer. It can structure information, identify patterns, and produce draft summaries and issue lists. Human experts must still verify, contextualize, and challenge those outputs before they become the basis for board-level recommendations or regulatory submissions. The organizations that use AI most effectively in diligence are those that combine robust tooling with disciplined human review. There is also an important legal and contractual overlay. Before diligence data is fed into any AI system, acquirers must confirm they have the right to process that data in that manner and that the platform itself has been vetted, as with any other critical vendor. Confidential supervisory information, for example, may be subject to strict handling limits. Many contracts contain data-use restrictions or limitations on onward transfer. AI platforms differ significantly in how they store, secure and retain data, and whether they use customer input for model training. If a bank cannot explain these details to examiners, it is not ready to rely on the tool. Regulators: AI Does Not Shift Accountability Supervisory authorities have made clear in various contexts that AI does not shift accountability away from boards and senior management. When AI is used in M&A — whether for target identification, valuation analysis or transaction structuring — regulators remain focused on the quality and integrity of the overall decision-making process. In practice, this means several things. AI vendors and platforms should be incorporated into standard third-party risk management programs, including security, resilience and compliance assessments. Models used to inform material decisions may fall under existing model risk management frameworks and thus require documentation, validation and ongoing monitoring. Institutions should be prepared to demonstrate that AI outputs were reviewed and validated by qualified personnel and that they did not bypass or weaken existing governance structures. Documentation becomes particularly important. Institutions that use AI in their deal processes should keep clear records of which tools were used, for what purposes and on what data; the assumptions and time periods involved; how AI-generated analyses compared with traditional methods; and The Show-Me Banker Magazine | 9
how the resulting insights were presented to and understood by the board. Regulators increasingly view AI as part of the story of how a decision was made, and that story must be coherent, transparent and defensible under examination. Integration: Where AI Either Pays off or Exposes Weaknesses The real test of any transaction is integration. Announcements are made at signing; value is realized — or lost — in the months and years after closing. Here again, AI has significant potential and significant limitations. On the potential side, AI can rapidly map overlapping systems, products and processes across two organizations. It can identify redundant branches and platforms, highlight operational bottlenecks, and model how different integration scenarios are likely to affect customer behavior, deposit stability and service levels. Once integration begins, AI-driven monitoring can track key performance indicators in near real time, flagging early signs of attrition, fraud, operational incidents or service degradation that may have previously gone unnoticed until quarter-end reports. What AI cannot do is make the strategic and cultural choices that determine whether an integration succeeds. It does not decide which system becomes the system of record, which products are sunset, how risk appetite is harmonized, or how policy and culture conflicts are resolved. It will, however, expose unresolved decisions and weak governance faster and more visibly. Unclear ownership, conflicting procedures and lax access controls all tend to surface quickly when AI systems begin analyzing integrated data. Culture is another area where AI’s limits are evident. No amount of analytics can eliminate the friction that comes from combining institutions with fundamentally different approaches to risk, compliance or customer treatment. At best, AI can help identify where cultural conflicts are manifesting in metrics; it cannot resolve them. Characteristics of Institutions That Use AI Effectively in M&A Experience across banking and financial services suggests that institutions gaining real value from AI in M&A share several characteristics. They have strong fundamentals: relatively clean and well-governed data, clear documentation, and mature integration playbooks. AI enhances these strengths rather than compensating for deficiencies. They treat AI as a professional tool — powerful but fallible. Deal teams receive training not only on how to use the tools, but also on their limitations and failure modes. Senior leaders, including general counsel, CISOs and heads of corporate development, remain actively engaged in decisions about where and how AI is deployed. They embed AI into existing governance frameworks instead of creating parallel, unregulated workflows. Model risk, third-party risk and AI governance structures are incorporated early in planning. AI vendors and data brokers are evaluated with the same rigor as core technology providers. The mindset is one of defensibility: Decisions are made with an eye toward how they would be explained to regulators, shareholders or courts if challenged later. Most importantly, these institutions keep human accountability front and center. Regardless of how sophisticated the tools become, a named individual — or body — still owns the recommendation to proceed with a transaction at a particular price and on particular terms. AI may inform that recommendation, but it does not replace the judgment. AI is now a permanent feature of the M&A landscape in banking and financial services. The key question is not whether it will be used, but how. Institutions that treat AI as a powerful assistant, integrate it into strong governance, and remain candid about their own data and cultural realities are best positioned to use it to kill bad deals earlier, surface risks sooner, and preserve more of the value they promise. Those that treat it as a black-box oracle will eventually be reminded — by regulators, investors or events — that accountability never left human hands. This article was drafted by Spencer Fane attorneys Shelli Clarkston, Mike Patterson, and Shawn Tuma, Chief Information Officer Allen Darrah, and Paul Schaus, the managing partner and founder of CCG Catalyst. Regulators increasingly view AI as part of the story of how a decision was made, and that story must be coherent, transparent and defensible under examination. 10 | The Show-Me Banker Magazine
By Andy Arnold Arnold & Associates MIBA Lobbying Report From March 13-23, spring break for the 2026 Session of the Missouri Legislature provided lawmakers and lobbyists alike with a welcome break amid a busy season. Before the break, the House passed what amounts to the first step toward Governor Kehoe’s individual income tax elimination plan on March 12. House Committee Substitute for House Joint Resolutions 173 & 174 authorizes establishing a mechanism to reduce and eliminate the state individual income tax based on increases in net general revenue collections. If passed by voters, the amendment would allow the General Assembly to establish a procedure to eliminate the income tax by 2032. Other issues matriculating through the system are: • HB 2103, which increases the penalties for the misuse of a notary seal, passed the House and Senate • HB 2423, the Division of Finance revision bill, passed the House and was heard in the Senate • HB 2586, which allows credit unions to have virtual board meetings and reduces membership fees, passed the House and Senate Candidate filing for the House and Senate opened Feb. 24 and closes March 31. At the time of writing, 48 of the 163 House seats up this cycle had incumbents who are either term-limited and can’t seek reelection or had not yet filed. In the Senate, 11 of the 17 seats up this cycle are open. This will be a transformative election for the Missouri Senate, as there are only 34 state senators. If the current House filing trend continues, over 25% of the House will turn over. End-to-End Security, Missouri-Ready Compliance. Get end-to-end security plus hands-on exam support designed for Missouri community banks. Gain access to JMARK's award-winning security platform FORTIFY and clean compatability with core environments. Clients report 11% fewer remediation tasks on average and 19.72% average asset growth over two years.* All managed by JMARK—so you can get back to banking. COMPREHENSIVE IT SOLUTIONS See how MO banks cut remediation with JMARK: JMARK.com/banking 844-44-JMARK JMARK.com *Figures represent client-reported outcomes across JMARK banking clients (2023-2025), on average. Results vary. The Show-Me Banker Magazine | 11
Leadership Division Day Out at the Blues February 26, 2026
Thank You to Our Sponsors! CORPORATE EVENT SPONSOR BEVERAGE SPONSOR FOOD SPONSOR CUSTOM SCARF SPONSOR The Show-Me Banker Magazine | 13
Background On BCC A Conversation with Founders & Principals, Kathy Smith and Kelly Earls, JD, MBA, CPA 14 | The Show-Me Banker Magazine
Tell me about yourself and your background in the banking industry. KATHY: I’ve been in business for 46 years, with more than three decades focused specifically on the banking industry. I started my career in insurance right out of college, and I “stumbled” into banking through estate planning work with community banks. What began as helping bank customers with estate planning evolved into working directly with bank directors and owners. I quickly realized how much I enjoyed working with community bankers. Over time, that work expanded nationally through partnerships with associations like the ICBA, where we conducted seminars across the country. That’s also how I met my business partner, Kelly, and we’ve now been working together for 30 years. KELLY: I started my career in a somewhat unconventional way for banking. I attended Texas Tech, where I earned my accounting degree, followed by a master’s and a law degree. I practiced law for about three years before transitioning into the banking space. My father ran The Bankers’ Bank in Texas for two decades, so I grew up around community banking. That exposure led me to meet two individuals in the field who became my mentors, and it’s also where I met Kathy. From there, I began working closely with community banks, particularly through national seminar programs focused on helping closely held banks navigate ownership and succession challenges. Over time, I honed my focus on helping banks retain and reward key talent, which remains the core of what I do today. What were the circumstances that led to the founding of BCC? KATHY: BCC was founded in 2004, but the story really starts before that. Kelly and I were partners in a firm focused on community banking services, particularly executive benefits and deferred compensation programs. When other partners decided to sell the company to Clark Consulting, we didn’t have the control to stop it. We honored our five-year agreement, but during that time, our clients told us the service wasn’t the same. That was frustrating because client relationships are everything to us. The moment our agreement ended — literally five years and one day — we resigned and started BCC so we could return to serving clients the way we believed in. It was a leap of faith, but we knew it was the right move for our clients and our team. KELLY: Prior to the founding of BCC, much of our work centered on helping family-owned banks transition ownership to the next generation, especially coming out of the turbulent banking environment of the late 1980s and early 1990s. As tax laws and industry needs evolved, we saw a shift. Succession planning was still important, but banks increasingly needed help attracting and retaining top talent. That became a larger and more pressing issue. When we launched BCC, we built it around that need — designing compensation and benefit strategies, often supported by bank-owned life insurance (BOLI), to help community banks stay competitive and stable. How has BCC changed since opening its doors? KATHY: We’ve grown steadily while staying intentionally focused. We’re still a relatively small firm, but we now serve banks in 46 states. Over time, we’ve expanded our team, added consultants across the country and strengthened our role as a third-party administrator. That means we don’t just design programs — we service everything we implement. We provide ongoing accounting support, regulatory guidance and administrative oversight so banks can remain compliant in a highly complex regulatory environment. Missouri, in particular, has become one of our largest markets, which is meaningful to me personally since I grew up in St. Louis. KELLY: When we started, there was more flexibility in areas like deferred compensation. Today, regulations such as Section 409A, Dodd-Frank provisions and Federal Reserve guidance on incentive compensation have added layers of complexity. We’ve had to become very precise and thoughtful in how we design programs to ensure compliance while still meeting client needs. At the same time, our core mission hasn’t changed. We are still focusing on helping banks retain key people and strengthen their long-term franchise value. What has evolved is our approach — we’re more strategic, tailored and focused on sustainability than ever before. What sets BCC apart from competitors? KATHY: First, we handle both sides of the equation: the benefit design and the funding strategy. Many competitors focus only on selling the insurance product and move on. We do the heavy lifting of designing and maintaining the programs because we believe strong benefit plans help banks attract and retain great people. Second, we service everything ourselves. We don’t outsource administration, which allows us to maintain quality and consistency. Third, we offer highly customized services. There’s no “cookie-cutter” approach — every bank is different. Some want simple solutions; others want detailed performance-based programs with scorecards and ongoing management. We meet each bank where they are. Finally, our relationships set us apart. We’re hands-on, responsive and deeply integrated with our clients. In many cases, we feel like an extension of their team. KELLY: We do have competitors, but what differentiates us is our approach. First, we offer highly customized services. We don’t believe in one-size-fits-all solutions — every bank is different, and we take the time upfront to understand what each client truly needs. Second, we focus on being effective and efficient without being too costly. Both Kathy and I have been bank shareholders ourselves, so we understand the importance of balancing benefits with shareholder value. Another key differentiator is our philosophy. We take an educational, needs-based approach rather than a sales-driven one. Our goal is to help clients understand their options and make informed decisions. And importantly, we stay involved. We don’t just implement a The Show-Me Banker Magazine | 15
program and walk away — we continue to service and support our clients over time. That long-term relationship mindset, combined with integrity and regulatory awareness, has helped us build trust and longevity in the industry. What would you like MIBA members to know? KATHY: First and foremost, I want to thank them. Community bankers do incredible work, often behind the scenes, and they don’t always get the recognition they deserve. They navigate complex regulations while still serving their communities in meaningful ways — supporting schools, charities and local initiatives. I also want them to know that we see ourselves as partners, not just vendors. We’re here to support them however we can, even outside our core services. Many clients call us for advice on things unrelated to what we provide, and we’re happy to connect them with the right resources. Our goal is to advocate for, support and help them succeed. KELLY: First and foremost, I’d say it’s a privilege to work with Missouri bankers. They embody strong Midwest values: integrity, work ethic and a commitment to doing the right thing. That makes a difference in how business gets done. More broadly, I’d encourage MIBA members to take pride in their role. Community banks are truly foundational to their local economies. They support small businesses, families and entire communities in ways that larger institutions often can’t replicate. Even as the industry faces change and challenges, that role remains incredibly important. Don’t lose sight of that or take it for granted. Any last thoughts? KATHY: I’d emphasize two things: our people and our future. We have an incredible team that is deeply committed to our clients. Responsiveness and communication are core to who we are — our team often responds to client needs before I even see them. That level of care is what drives our success. We’ve also built a strong succession plan. Kelly’s son, Kaleb, is part of the business, along with other key team members like Rob Barton, who works extensively in Missouri. That ensures continuity for our clients and long-term stability for the firm. And finally, I’m not going anywhere anytime soon. I love what I do, I love working with community bankers, and I plan to continue being part of this industry for years to come. KELLY: If there’s one thing I’ve learned over the years, it’s that reputation matters. Banking is a close-knit industry, and relationships are everything. Our philosophy has always been simple: take care of the client, and everything else will follow. At the end of the day, our role at BCC is just one piece of a larger picture — helping banks put the right people in the right seats and giving them reasons to stay and succeed. If we can do that, we’re contributing in a small but meaningful way to the strength of community banking. Kaleb Earls Rob Barton 16 | The Show-Me Banker Magazine
Learn from industry experts and University of Missouri faculty Grasp concepts through interactive case studies, hands-on exercises and presentations Topics include financial statements, credit analysis, managing risk, emerging issues in agricultural finance, legal considerations and effective communication with farm clients JUNE 1-4, 2026 COLUMBIA, MO SCAN TO REGISTER Questions? Contact Ryan Milhollin at 573-882-0668 or ryan.milhollin@missouri.edu In-depth finance training for early career lenders and those new to ag loan responsibilities - gain insights and knowledge to serve your clientele LENDERS SCHOOL Agricultural Since 2000, more than 650 lenders nationwide have participated in the Agricultural Lenders School Register by May 11
MEET YOUR MISSOURI BANKER Where are your main bank and branches located? What is the market like? We have six branches across three counties in south central Missouri, with our main branch located in Salem. Our markets are rural towns with populations around 5,000 or less and strong agriculture concentrations, specifically cattle and timber. What is something unique about your bank? Our vision. Most people in the industry would expect a small, rurally based, independently owned bank to be more of a legacy-driven system, but that has not been the case in my time at Progressive Ozark Bank. One of the first things my hiring CEO suggested I do was ask “Why?” She said if the answer was “Because we’ve always done it that way,” then something needed to change. That may not have been the approach of every past CEO, but it was so encouraging to me as a new employee without prior banking experience. Cynthia Ramsey Senior Vice President, Marketing & Business Development, Progressive Ozark Bank 18 | The Show-Me Banker Magazine
This visionary environment has remained through the addition of new personnel, new positions, new branches and the transition to a new CEO. Our approach to marketing initiatives, product and service offerings, and banker development isn’t stereotypical of our asset size or business structure. I love visiting with bankers from larger asset banks and hearing them say, “Wait, you have that, and you’re how big?” And it’s a good reminder that what we’re doing here is special. How did you get started in the banking business? I owned an insurance agency for seven years before transitioning to Progressive Ozark as the branch manager for the Houston, Missouri, location. I saw potential changes coming to the insurance industry that weren’t reassuring, so when the retiring branch manager asked if I’d be interested in being her successor, I thought it was worth a conversation. I’d known the retiring manager through a previous position earlier in my career. What prompted you to want to begin a career in banking? When I met with the bank leadership at the time, I quickly learned that the organization’s mission and goals aligned with my own, and I knew it was the right next step. My focus has always been on rural communities. I’m just a small-town girl at my core, but I’ve never been one to settle for small thinking. Progressive Ozark really lives up to its name in being dedicated to our local markets and the unique way of life here, while having a solutions-forward approach to business and banking. What is the most interesting thing you have learned from this transition to the banking industry? Oh, my! This is a bit of a loaded question. My degree is in marketing and, when I came into the banking industry … let’s just say it was a bit of culture shock. Early on, I attended a marketing conference, and they held a session on how to set up a Facebook Business page. I had already spent 10 years in marketing, had set up countless social pages that performed successfully and had managed paid ads accounts for multiple industries. So, I quickly learned that I had a lot of opportunities and work ahead of me. It did cross my mind that I might not stay in banking for very many years! But, as I mentioned earlier, Progressive Ozark strives to be a leader in the industry and isn’t intimidated by asset size. This organization embraced concepts that many larger banks hadn’t at that time, and I am very proud of how our brand is represented in our markets today. We have a robust marketing strategy, solid brand guidelines and a fantastic group of people who embrace our market initiatives across the organization. Tell us about the bank’s community investment efforts. Progressive Ozark makes a lasting impact with our community investment. We have specific line items in our budgeting for community, school and charitable spending, but beyond that, we have a Giving Mission to guide investment decisions. This The Show-Me Banker Magazine | 19
mission covers monetary funding but also boots-on-the-ground initiatives such as financial reality fairs in local high schools, financial literacy programs in middle and elementary schools, senior citizen-focused initiatives, employee volunteer hours and so much more. It’s really too much to list, and we add something nearly every year! What is the bank’s biggest challenge in the area of internet banking/ mobile banking? From a product standpoint, I don’t know that we have notable challenges in online or mobile banking. As a marketer, I’d like our platforms to have a bit more polished look as opposed to the simple formatting we have, but the capabilities and ease of use for customers are leading the competition. No complaints there. I think, from a technology or digital banking standpoint, the biggest challenge is the sector itself. The pace at which technology is expanding in this industry alone is astounding. Just to be aware of what’s available is a challenge, and then you have to assess potential alignment with your brand, customers and bottom line. If technology enhancement isn’t stressing you a little right now, I’m not sure you’re paying attention. That said, I think there are answers on the horizon to meet the questions we have right now at our institution. The one good thing about the rapid expansion of technology today is that the kinks are being worked through more quickly, and that could provide a lot more clarity and opportunity in the near future. What’s your favorite thing about your bank/banking in general? I think my favorite thing about Progressive Ozark is our culture and how protective everyone is of it! It probably sounds like a strange answer, but to get a group of more than 50 people who are all generally good people who want to do a good job and work for a good bank is pretty amazing. From your first day of work here, you’re “in”; if you’re on our team, you’re in the circle of trust, and you’re one of us. Everyone is very welcoming. That said, it can be obvious if someone doesn’t align with the culture, which might tend toward some challenges, but this is a group who really tries to get everyone rowing in the same direction. They want to see you fit and enjoy your role and be successful; I don’t only mean leadership, but just as much with our personal bankers and tellers. Sometimes we joke that we have “first-world drama” instead of the “real” drama in other companies because most of the issues that come up in our organization are less real issues and more accurately would be described as just navigating the best options for a solution. I’m very thankful. If you didn’t have a career in banking, what other career would you choose? In a perfect world, our ranch would be my full-time job. My marketing degree has an agriculture emphasis; I’m a sixth-generation rancher, and our operation is on a property that’s been in my dad’s family for 150 years this year. I love a lot of what’s been happening in agri-tourism and local food sourcing over the last few years, so it would be great to dedicate a full 40-hour week to something along those lines. Other than bank marketing, I can only see myself on the ranch. 20 | The Show-Me Banker Magazine
News From You Branson Bank Promotes Nikki Pursell to Vice President, Loan Operations Officer Branson Bank is pleased to announce the promotion of Nikki Pursell to the position of vice president, loan operations officer. Pursell oversees the day-to-day operations of the loan department, ensuring efficiency, accuracy, and continued excellence in loan processing and support. Pursell began her banking career in 1998 on the retail accounts side of banking. In 2005, she transitioned into lending, first serving as a commercial loan assistant and later assisting the in-house legal team with loan documentation. In 2022, she joined Branson Bank and quickly became an integral part of the organization. Since joining the bank, Nikki has played a key role in building and strengthening the loan operations department, assisting with the implementation of bank loan origination systems and documentation platforms, and was later elevated to a management role. “Nikki’s leadership, expertise, and attention to detail have shaped countless successes over the years,” says Jon Arnold, SVP, credit administration/risk management. “This promotion is a reflection of her strong character and the lasting value she brings to our organization.” A longtime area resident, Pursell graduated from Reeds Spring High School and furthered her education at North Arkansas College. She is a graduate of the Class of 2025 Lakes Area Leadership Academy, hosted by the Branson Chamber of Commerce & CVB, and owns and operates Sir Speedy in Branson alongside her husband, Chuck. The Pursells enjoy boating and spending time outdoors. Branson Bank is a $400 million-asset community bank with three locations in Branson, one in Forsyth and one in Branson West. Pony Express Bank Executive Vice President Tom Page Announces Retirement After an extraordinary 29-year career at Pony Express Bank, most recently serving as executive vice president, Tom Page has announced his retirement, effective March 31, 2026. Throughout his tenure, Tom’s character, leadership and unwavering dedication to employees and customers have been central to Pony Express Bank’s culture and success. The bank is deeply grateful for his many contributions and lasting impact. When Tom joined Pony Express Bank in 1997, the institution held $37 million in assets. Under his steady leadership alongside his brother, Scott Page, the bank grew significantly into the $380 million organization it is today. His influence on the bank’s culture, its people, and its continued success has been profound. While Tom is retiring from his full-time role, he will continue working for the bank holding company in a part-time capacity. He will maintain an office at the bank and remain an active member of the board of directors, ensuring the organization continues to benefit from his experience, insight and steady leadership. Pony Express Bank honors Tom Page and thanks him for his remarkable career and lasting contributions to the bank’s growth, stability and success. His legacy will continue to be felt throughout the organization and the communities it serves for years to come. The Show-Me Banker Magazine | 21
BANCMAC COMMUNITY BANC MORTGAGE CORP. YOUR COMMUNITY BANK MORTGAGE PARTNER bancmac.com mortgages@bancmac.com 888.821.7729 | NMLS# 571147 BancMac provides correspondent and wholesale lending and is your Community Bank Mortgage Partner to help your financial institution originate fixed-rate secondary market loans including: PROGRAMS • Conventional Loans • USDA Rural Development Loans • Rural Living (Hobby Farm) Loans • VA Loans • Jumbo Loans • FHA Loans OUR PARTNERS RECEIVE: • Superior Service & Competitive Pricing • No Minimum Volumes • Significant, Non-Interest Fee Income • Non-Solicit Protections & More Pony Express Bank Promotes Kevin Page and Lynsey Page Waldman to Executive Vice President In anticipation of the retirement of current Executive Vice President Tom Page, Pony Express Bank has announced the promotions of both Kevin Page and Lynsey Page Waldman to the roles of executive vice president, effective Feb. 1, 2026. In their expanded executive roles, Page and Waldman will provide leadership across the Bank’s core functions, reinforcing its long-term focus on operational integrity, leadership continuity and community-focused growth. Kevin Page, previously vice president of finance, will oversee finance and asset/liability management, strategic planning, lending oversight, operations, technology and innovation, risk management and leadership development. During his five-year tenure, the Bank has more than doubled in asset size, strengthened its capital position, and implemented scalable systems designed to support future growth. Lynsey Page Waldman, who has been with Pony Express Bank since 2012, will lead retail banking, operations, digital banking, marketing, brand strategy, human resources and strategic planning. Throughout her tenure, she has been instrumental in strengthening internal controls, standardizing processes across departments, and developing talent at every level of the organization, helping ensure the Bank can scale while preserving its community-focused culture. Both Page and Waldman are fifth-generation community bankers, representing the continuation of a family legacy rooted in relationship-driven banking, local decision-making and dedicated long-term management. “Kevin and Lynsey have demonstrated the judgment, discipline and leadership required to guide this Bank through its next chapter,” said Scott Page, president and CEO of Pony Express Bank. “Their promotions reflect our commitment to thoughtful succession planning and ensuring Pony Express Bank remains well-led, strategically positioned and community-focused for generations to come.” NEWS FROM YOU 22 | The Show-Me Banker Magazine
By Jim Reber, President and CEO, ICBA Securities, MIBA Endorsed Vendor It appears that, if the nominee for the next Federal Reserve chairman is confirmed by the Senate, he will have to roll up his sleeves to achieve some of his monetary policy priorities. Not that Kevin Warsh isn’t up to the task. He served on the Fed’s board of governors for five years, from 2006 to 2011, before returning to academia, and so has firsthand experience with the workings of the board. This is unusual, but not unprecedented; two recent Fed chairmen, Ben Bernanke and Janet Yellen, served as governors, left, and returned to lead the Fed. What makes Warsh’s expected confirmation intriguing are his past words and actions regarding the development and conduct of policy, juxtaposed with the Fed’s current balance sheet position. It could make for some interesting dialogue in upcoming meetings, and subsequent statements and press conferences. Here’s some background. First Lap Governor Warsh was known as an inflation hawk during his years at the Fed, which coincided with the start of, and then proceeding through, the Great Financial Crisis (GFC). He participated in a shift of monetary policy from a restrictive stance to pop the real estate bubble in 2007, hiking fed funds all the way to 5.50% in the process, to a wholly stimulative policy in which the overnight rate dropped to 0.25% in barely over a year. The Fed under Chairman Bernanke initiated novel strategies to prevent financial markets from seizing up. Included were the first large-scale applications of the massive bond-buying scheme known as “quantitative easing” (QE). So, within 24 months of being a Fed governor, Warsh voted on tightening, easing and the purchase of over $1 trillion in government bonds. Along the way, he consented with the chairman’s recommendations 100% of the time, which wasn’t unusual, as most proposals were unanimously approved by the Federal Open Market Committee (FOMC), of which each governor is a member. Toward the end of his tenure, his speeches began to voice at least caution in the continued buildup of the balance sheet, indicating concern about overstimulating an economy that was already borrowing at effectively zero interest rates. While by no means being radical, Warsh was considered by most fed-watchers in the “hawk” category. What’s Transpired Since Fast forward a decade, to 2021. We had navigated past the GFC, only to face the COVID-19 pandemic. The Fed, now under the chairmanship of Jay Powell, once again cut overnight borrowing costs to near zero and, more pertinently, launched another QE phase that made all previous bond-buying escapades look timid. From March 2020 to August 2022, the Fed added more than $4 trillion in bonds to its balance sheet, for the expressed purpose of lowering the cost of borrowing for all of us. As it continued to buy at ever lower yields, the Fed’s escape route once the pandemic played out was always going to be fraught with peril. Since the balance sheet peaked at nearly $9 trillion in August 2022, the Fed has run off over 25% of its holdings. By “run off,” I mean they’ve let short-term Treasury bonds simply mature, without replacing them. The Fed’s bond collection has had a “barbell” structure: lots of short Treasuries and lots of very long Fed’s Balance Sheet Has Some Duration, for Better or Worse 24 | The Show-Me Banker Magazine
www.thenewslinkgroup.orgRkJQdWJsaXNoZXIy MTg3NDExNQ==