From SEO to GEO Empowering Emerging Leaders Through LeadFWD Convention & Trade Show Coverage VACB 48th Annual OFFICIAL PUBLICATION OF THE VIRGINIA ASSOCIATION OF COMMUNITY BANKS 2025 PUB. 14 ISSUE 4
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©2026 Virginia Association of Community Banks (VACB) | The newsLINK Group LLC. All rights reserved. The Community Banker is published four times per year by The newsLINK Group LLC for VACB 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 VACB, 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 Community Banker is a collective work, and as such, some articles are submitted by authors who are independent of VACB. 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. 7 15 CONTENTS 4 PRESIDENT’S COLUMN Charting a Path Forward By Corey Connors, President & CEO, VACB 6 CHAIR’S MESSAGE Charting Our Course for a Thriving Future By Lisa E. Kilgour, EVP and Chief Operating Officer, MainStreet Bank 7 VACB 48th Annual Convention & Trade Show Coverage October 5-7, 2025 10 Exhibit Hall Prize Winners VACB 48th Annual Convention & Trade Show 11 Thank You 2025 Convention Sponsors! 12 Thank You Convention Exhibitors! 13 Empowering Emerging Leaders Through LeadFWD 15 From SEO to GEO Why Community Banks Must Lead in the Age of AI Search By Joe McMann, Co-Founder & CRO, Artificial Intelligence Risk Inc. 18 Your Board’s Cybersecurity Oversight Probably Isn’t Good Enough By Steve Sanders, Chief Risk Officer and Chief Information Security Officer, CSI 20 AI-Driven Elder Fraud Deepfakes: The Newest Threat By Terri Luttrell, CAMS-Audit, CFCS, Compliance and Engagement Director, Abrigo VACB Executive Committee CHAIR Lisa E. Kilgour MainStreet Bank Fairfax VICE CHAIR Dabney T.P. Gilliam Jr. Bank of Charlotte Co. Phenix PAST CHAIR Tara Y. Harrison Virginia National Bank Charlottesville TREASURER LeAnne R. Emert Benchmark Community Bank Kenbridge SECRETARY James E. Hendricks Jr. TowneBank Midlothian ICBA STATE DELEGATE Blake M. Edwards Jr. Skyline National Bank Independence PRESIDENT & CEO Corey J. Connors VACB Richmond VACB Board of Directors Cetric A. Gayles Citizens Bank & Trust Blackstone Aaron Green Pendleton Community Bank Harrisonburg Robert J. Hobbs CornerStone Bank Lexington Paul M. Mylum National Bank Blacksburg Thomas L. Rasey Jr. The Farmers Bank of Appomattox Appomattox Mark N. Reed Pioneer Bank Stanely Matthew H. Steilberg C&F Bank Toano VACB Staff Katharine C. Garner, CMP Vice President Education & Communications Kelli C. Mallinger Member Services Administrator 3 The Community Banker
President’s Column Charting a PATH FORWARD COREY CONNORS President & CEO, VACB As 2025 has come to a close, VACB finds itself on solid ground. Over the past 12 months, our Board, member banks, associate members, and staff have contributed an extraordinary amount of candid feedback and undertaken substantive planning. The result is the VACB Board-adopted 2025-2026 Alignment Plan, a practical roadmap designed to strengthen member value, operational effectiveness, and the voice of Virginia’s community banking sector. What makes this Alignment Plan different from past planning cycles is its purpose. This is a bridge plan. First, it positions the association for a comprehensive strategic planning process in 2026. But the plan also prioritizes foundational improvements that respond directly to what our members told us they need most right now. ADVOCACY AND POLICY: FOCUSED AND FORWARD-LOOKING Advocacy remains at the core of VACB’s mission. In 2025, member feedback could not have been clearer: Virginia’s community banks are increasingly concerned about accelerating credit union expansion, the erosion of competitive balance, and the need for more proactive education of policymakers. The Alignment Plan responds by prioritizing a coordinated public relations and advocacy strategy that builds toward the 2026 General Assembly session. The plan also lays the groundwork for developing a statewide community bank policy primer and a white paper demonstrating the economic impact of community banks across Virginia. This includes rural regions where our members often serve as the last, best source of relationship lending. EDUCATION AND PROGRAMMING: MODERNIZED, DATA DRIVEN, AND MEMBER-CENTRIC Members consistently value VACB’s educational programming, but they also asked for modernization and a closer alignment with functional needs inside the bank. In response, the VACB Alignment Plan launches a comprehensive audit of our educational offerings, reengages our Education Programming Task Group for their feedback, and introduces expanded peer-based collaboration. The development of two new high-value program additions is already underway: • Fraud & Cyber Information-Sharing Group: A new listserv and peer group modeled on successful programs in neighboring states. • Forum Expansion: Introduction of a new Operations Forum, similar to our highly successful Compliance Forum model, to create a network of community bankers that can engage throughout the year to learn from experts and one another in their operations roles. These changes come as a direct reflection of what members told us at our spring member roundtables and throughout 2025: They want more peer access, more specialization, and more practical tools for engagement. MEMBER ENGAGEMENT: LISTENING, MEASURING, AND DEEPENING RELATIONSHIPS We heard strong interest in clearer communication about VACB’s value and a more formal process for gathering and reporting member feedback. To meet that need, the Alignment Plan includes a full membership 4 The Community Banker
As we begin 2026, our message is simple: VACB is aligning, modernizing, and preparing for the future with clarity and intention. and stakeholder survey in 2026, the creation of a redesigned VACB Annual Report, and a systematic relationship audit to ensure we are engaging the right individuals at each member institution. OPERATIONS AND GOVERNANCE: STRENGTHENING THE FOUNDATION Finally, we will continue to focus on the foundation upon which the organization is built. The plan focuses on improving internal systems so VACB can operate more efficiently and deliver value more effectively. These operational upgrades are the supporting beams that will eventually hold up our next full strategic plan. As we begin 2026, our message is simple: VACB is aligning, modernizing, and preparing for the future with clarity and intention. The Alignment Plan is not the finish line. It is the launching point for the most robust strategic planning process our association has undertaken in more than a decade. Most importantly, every step reflects what you have asked us to do. I look forward to continuing to work with you as we build our future together. 5 The Community Banker
Chair’s Message Charting Our Course for a THRIVING FUTURE LISA E. KILGOUR EVP and Chief Operating Officer, MainStreet Bank It is with immense gratitude and enthusiasm that I write to you today in my first official communication as Chair of the VACB. I am deeply honored to serve alongside such a dedicated community of leaders, and I look forward to working collectively to ensure the long-term health and vitality of our institutions and the communities we serve. The board and staff, under Corey’s leadership, are committed to continuing to maximize value to every member as we continue our momentum during 2026. KEY UPDATES AND STRATEGIC INITIATIVES I am pleased to share a few highlights that underscore the forward momentum of the VACB: 1. NEW HOME FOR A NEW ERA In a key step toward improving our operational efficiency and member engagement, I am thrilled to announce that the VACB corporate headquarters has relocated to a new office space in the Richmond area. This move reflects our commitment to modernizing our resources, ensuring we have a collaborative, efficient hub to support the critical work of our committees and staff, and positioning us for the future. 2. LAUNCHING OUR PREFERRED VENDOR PROGRAM To enhance your bank’s operational strength and reduce costs, we are finalizing the details for the new VACB Preferred Vendor Program launching soon. This program will connect you directly with thoroughly vetted, best-in-class industry partners. Look for a detailed launch announcement and vendor directory within the next 60 days. 3. NAVIGATING THE LEGISLATIVE LANDSCAPE The regulatory environment continues to challenge community banking, but our advocacy efforts are stronger than ever. On the Virginia state level, we achieved a significant win with the increase in General District Court jurisdictional limits up to $50,000. This change provides our members with a faster, more cost-effective avenue for handling smaller commercial disputes and debt collection matters. Federally, we remain laser-focused on advocating for comprehensive regulatory relief and strategies to limit credit union expansion. In conjunction with ICBA, we are advocating for the repeal or substantial revision of the CFPB’s destructive Section 1071 small business data collection rule. We are making the case in Washington that this unnecessary burden is costly, complex, and hinders our ability to deliver capital efficiently to local small businesses. As your Chair, I promise to foster an environment where every member’s voice is heard, where we champion smart regulation, and where we continue to be the essential resource for navigating our unique market. I look forward to connecting with you throughout 2026 and working together on behalf of the Commonwealth’s community banking sector. 6 The Community Banker
VACB members gathered at Hotel Roanoke in early October for the 48th Annual Convention & Trade Show. Attendance was strong, and members were excited to reconnect, explore new ideas, and experience VACB’s proven three-prong convention model: timely banking insights, access to leading industry partners, and exceptional networking opportunities. This year’s convention committee introduced several new elements to enhance the program. On Sunday, VACB President Corey Connors unveiled the Association’s new Preferred Vendor Program during a reception for Associate Members. Corey outlined how the program works, what participants can expect, and how this new model will elevate engagement and visibility throughout the year. Sunday evening also brought the debut of themed raffle baskets donated by VACB and the board of directors. With options tailored to golfers, travelers, bourbon fans, and more, the curated baskets were a hit. Ticket sales were brisk during the opening reception, with all proceeds benefiting the VACB Advocacy Fund. Monday’s business session began with a new, high-energy event: the inaugural Vendor Quick Pitch. Twelve Associate Members participated, each hosting a table where bankers rotated every five minutes to learn about new products, services, and capabilities. Both bankers and vendors gave the session glowing reviews, and this popular format is likely to return in 2026. Following a final break in the exhibit hall, attendees heard from Revio on how banks can better leverage their data — how to interpret, apply, and align it with strategic priorities. The morning concluded with keynote speaker Julie Austin, who encouraged bankers to embrace disruption and shared innovative approaches to help institutions differentiate themselves and thrive. On Monday afternoon, attendees had the option to explore Roanoke independently or join the group lunch outing at Six and Sky, a downtown rooftop restaurant known for its excellent food and sweeping views. Those who attended enjoyed both the atmosphere and the camaraderie. The Chairman’s Celebration on Monday evening took attendees to the old ball field for a relaxed, baseball-themed night of food, games, and fun. Source4 provided custom baseball jerseys, and many added their favorite team’s cap to complete the look. A lively new activity — Heads or Tails — kicked off the evening, with paddle-holding participants narrowing down to one final winner: Beth Beale of Benchmark Community Bank. A baseball-themed dinner, raffle basket drawings, games, and dessert rounded out a memorable and highly social night at the ballpark. Tuesday began with breakfast and a State of the Association address from President Corey Connors. Corey reviewed the Association’s recent alignment planning exercise, updates to the bylaws, and the year’s accomplishments. Outgoing Chair VACB 48th Annual Convention & TRADE SHOW COVERAGE October 5-7, 2025 7 The Community Banker
Tara Harrison was recognized for her leadership during a period of significant transition for the Association. The second business session opened with an update from former VACB Chair and ICBA Chair-Elect Alice Frazier, who shared the latest developments in Washington, reviewed ICBA’s priority issues, and encouraged attendees to take full advantage of ICBA’s advocacy, resources, and support. Next, Political Analyst Dr. Bob Holsworth of DecideSmart provided an engaging look at Virginia’s 2025 election cycle, offering context on anticipated trends and outcomes ahead of November’s contests. The final session of the morning addressed one of the industry’s most persistent challenges: check fraud. ICBA’s Scott Anchin and the FDIC’s Lloyd McIntyre outlined current fraud tactics. They presented 13 8 The Community Banker
(L-R) Luke Gore from YHB, Lisa Kilgour from MainStreet Bank, Tara Harrison from Virginia National Bank and the grand prize winner, Hope Brown from The Bank of Charlotte County actionable steps banks can take to detect, reduce, and prevent check fraud — a timely and practical session for attendees. The convention concluded with the YHB Grand Prize Drawing, with the winner choosing one of several prize options to be shipped to their home. Luke Gore of YHB was on hand to pull the winner’s name, and this year’s lucky banker was Hope Brown from The Bank of Charlotte County. In her final act as VACB Chair, Tara Harrison officially adjourned the 48th Annual Convention & Trade Show and encouraged all members to make plans now to join VACB at The Boar’s Head Inn in Charlottesville for the 49th Annual Convention. 9 The Community Banker
Exhibit Hall PRIZE WINNERS ADVANTAGE, POWERED BY JMFA FALL GIFT BASKET Won by: Laurie Hart, Bank of Botetourt BANC CARD YETI COOLER Won by: Gregg Gordon, Benchmark Community Bank BARRETT SCHOOL OF BANKING $200 TUITION CREDIT Won by: Mark Reed, Pioneer Bank BROWN EDWARDS CPAs PORTABLE BLACKSTONE GRIDDLE Won by: Gregg Gordon, Benchmark Community Bank COUNTS, REALTY & AUCTION YETI CAMINO 50 CARRYALL TOTE BAG Won by: Dexter Gilliam, The Bank of Charlotte County EVOLV WILLETT POT STILL RESERVE BOURBON Won by: Ronnie Williams, Benchmark Community Bank ICBA $150 MASTERCARD GIFT CARD Won by: Bob Sanders, National Bank KEN SMITH INC. YETI DAYTRIP LUNCH BOX Won by: LeAnne Emert, Benchmark Community Bank MORGAN-KELLER $200 LOWE’S GIFT CARD Won by: Neil Burke, Benchmark Community Bank RELIABLE PAYMENTS GRAND SLAM PRIZE BASKET Won by: Blake Edwards, Skyline National Bank SHAZAM BLUE TEES GOLF PLAYER + GPS SPEAKER Won by: Gregg Gordon, Benchmark Community Bank SOURCE4 $200 VISA GIFT CARD Won by: Gregg Gordon, Benchmark Community Bank TESLAR SOFTWARE PICKLEBALL PADDLE SET Won by: Beth Moncure, Benchmark Community Bank WORKS 24 CORPORATION GOLF CLUB DRIVER Won by: Michelle Austin, Bank of Botetourt VACB 48th Annual Convention & Trade Show 10 The Community Banker
Thank You 2025 CONVENTION SPONSORS! HALL OF FAME MVP ALL-STAR HOME RUN EXCLUSIVE SPONSORS GRAND SLAM 11 The Community Banker
Thank You CONVENTION EXHIBITORS! easy digital marketing 12 The Community Banker
VACB and ICBA were proud to jointly sponsor two Virginia community bankers to attend ICBA’s LeadFWD program this past September in Minnesota. LeadFWD is widely regarded as the premier event for emerging community bank leaders, offering young professionals the opportunity to strengthen their skills, expand their industry knowledge, and connect with peers from across the country. This year, Jake Allen of Benchmark Community Bank and Lauren Hicks of Pioneer Bank represented Virginia at the program, and we invited them to share their experiences and key takeaways with our membership. JAKE ALLEN — BENCHMARK COMMUNITY BANK Being selected to receive a VACB scholarship to attend ICBA’s LeadFWD Summit was a tremendous honor. Throughout my banking career, I’ve benefited greatly from my involvement with VACB, particularly through the Compliance Forum, which has served as the foundation of my compliance knowledge. This past August marked 10 years with the wonderful team at Benchmark Community Bank (BCB). During my time as BCB’s Compliance Officer, I’ve grown from a one-person compliance department to leading a team of six, responsible for oversight of consumer protection regulations, the Bank Secrecy Act, and fraud risk management. I am deeply grateful to BCB, VACB, and ICBA for investing in my professional development. Held at the Radisson Blu Hotel connected to the Mall of America in Bloomington, Minnesota, the LeadFWD Summit delivered an exceptional lineup of inspirational speakers who provided practical strategies for strengthening relationships and leadership skills. Peer discussions offered valuable insights from bankers nationwide, and both the main-stage and breakout sessions covered timely topics including postal fraud schemes, CAMELS ratings, competitive risks associated with cryptocurrency, and emerging AI solutions. Dr. Miriam Kirmayer opened the conference with a powerful message about the importance of meaningful friendships and personal connections, both at home and in the workplace. She emphasized bridging the “real-ideal divide” by fostering genuine relationships. Later that day, Pat Dwyer brought energy and humor to his session on EMPOWERING EMERGING LEADERS Through LeadFWD 13 The Community Banker
navigating chaos through improvisation, encouraging attendees to stay present and embrace challenges with a “Yes, and …” mindset. Day two featured Dr. Jermaine Davis, who led impactful sessions on courageous conversations, managing conflict, emotional maturity, and embracing change — skills that empower teams and strengthen professional relationships. We also heard from ICBA President and CEO Rebeca Romero Rainey and ICBA Immediate Past Chairman Lucas White, who shared important updates on ICBA initiatives, the vital role of community banking, and ways emerging leaders can get involved at both the state and national levels. I highly recommend the LeadFWD Summit to any emerging leader in community banking. LAUREN HICKS — PIONEER BANK Attending LeadFWD: Mission Excellence was an invaluable experience for which I am incredibly grateful. While I have participated in ICBA certification programs in the past, this was my first opportunity to attend a leadership-focused conference — and I would not have been able to do so without VACB’s support. The event broadened my perspective on the community banking industry and deepened my understanding of both VACB’s and ICBA’s missions. I believe I will look back on this moment as the true beginning of my leadership journey in banking. The conference offered a well-balanced mix of speakers, from ICBA leaders to motivational experts to seasoned industry professionals. It was inspiring to hear from individuals who could speak to a room full of community bankers with varying roles, experiences, and perspectives — yet still offer messages that resonated with all of us. ICBA Immediate Past Chairman Lucas White encouraged emerging leaders not to shy away from involvement at both the state and national levels, even if stepping into those roles feels uncomfortable at first. He reminded us that our “why” is rooted inside our banks, but the “how” often comes from external engagement — and that opportunities often arise when we ask for them. ICBA President and CEO Rebeca Romero Rainey spoke passionately about ICBA’s advocacy efforts and encouraged us to leverage relationships, lean into our strengths, push beyond our comfort zones, and enjoy the journey. I’ll admit I felt far outside my comfort zone at the start of the conference — sitting in a room full of unfamiliar bankers in a state I’d never visited. Yet by the end of our first peer-to-peer session, the apprehension was gone. As the conference progressed, I became eager to meet even more bankers, hear their perspectives, and learn from their successes and challenges. In just a few days back in my office, I’ve already shared new ideas with my department, senior management, and our President/CEO. I even joined the planning committee for our next In-Service Day, which will center around a Campaign of Excellence. I’m excited to bring the enthusiasm and insights I gained at LeadFWD back to my community bank. And this is only a snapshot of what I learned. Each speaker, breakout session, and activity offered something meaningful. I left with new knowledge, new connections, lasting memories — and yes, I did ride the roller coasters at the Mall of America! The experiences shared by Jake and Lauren highlight the impact of investing in the next generation of community bank leaders. Their insights, renewed perspectives, and enthusiasm reflect the very purpose of the LeadFWD program — to empower emerging professionals with the tools, connections, and confidence to lead their institutions and the industry forward. VACB is proud to support rising talent within our membership, and we look forward to seeing how Jake and Lauren continue to grow, lead, and inspire within their banks and the broader community banking family. I highly recommend the LeadFWD Summit to any emerging leader in community banking. 14 The Community Banker
THE HEARTBEAT OF COMMUNITIES Community banks are more than financial institutions. They are neighbors, employers and champions of local progress. They sit at the crossroads of personal relationships and financial trust, ensuring that small businesses thrive, families can buy homes and local economies remain resilient. Unlike megabanks, community banks derive their strength not from sheer scale but from their rootedness in people’s lives. But as the financial landscape changes, the way customers find and trust information about their banks is shifting dramatically. Just as the Yellow Pages gave way to Google two decades ago, today Google is giving way to generative AI search tools like ChatGPT, Claude and Perplexity. This transition — from search engine optimization (SEO) to generative engine optimization (GEO) — is not a passing fad. It represents a profound reshaping of how people get answers about who we are, what we do, and why they should trust us. For community banks, the implications are immense. In a world where artificial intelligence is fast becoming the new “source of truth,” your digital footprint becomes your AI identity. The reputation built over generations of serving communities could be amplified — or undermined — depending on how well banks prepare for this transition. THE SEO TO GEO SHIFT: FASTER THAN THE YELLOW PAGES TO GOOGLE In the early 2000s, people slowly abandoned the Yellow Pages and shifted to online search. Google went from processing 18 million searches daily in 2000 to 14 billion today. The Yellow Pages, once found in 90% of American homes, had virtually disappeared by 2010. The shift we are seeing now, from SEO to GEO, is happening at lightning speed. Deloitte reports that 68% of Gen Z now prefer ChatGPT over Google for quick answers. McKinsey finds that nearly half of enterprise workers use generative AI weekly. Adoption that once took a decade is now occurring in less than three years. What this means for community banks is that if your institution isn’t visible in AI answers, it risks invisibility altogether. A customer asking ChatGPT about the best mortgage lender in their county may never see your name — not because you aren’t the best, but because the AI hasn’t been trained to recognize your value. WHY GEO MATTERS MORE FOR COMMUNITY BANKS Large national banks can spend billions on advertising, buy the top slots in Google search results and dominate through sheer financial muscle. Community banks cannot — and should not — compete on those terms. Their strength lies in trust, local knowledge and authentic relationships. But generative AI changes the playing field. You cannot buy your way to the top of an AI answer. You earn it through clarity, trustworthiness and a well-positioned digital footprint. That’s where GEO comes in. For community banks, GEO is about ensuring that when AI tools search the internet to answer questions like: “What bank supports small businesses in my town?,” “Which local bank has the best track record in community involvement?,” “Who can I trust with my mortgage?” ... The answers reflect your institution’s values, commitments and track record of community service. From SEO to GEO Why Community Banks Must Lead in the Age of AI Search BY JOE McMANN Co-Founder & CRO, Artificial Intelligence Risk Inc. 15 The Community Banker
TRUSTED SOURCES: THE NEW GATEKEEPERS AI models don’t pull from everywhere equally. They rely heavily on a set of trusted sources — official websites, regulatory filings, press releases, respected news outlets and professional profiles like LinkedIn. For community banks, this means: 1. Your website must be crystal clear. Schema markup, structured data and consistent messaging about your services, leadership and community involvement ensure AI can “understand” you. 2. Consistency matters. Information must align across LinkedIn, press releases, NCUA/FDIC filings and local news stories. Inconsistency raises red flags. 3. Third-party credibility is golden. Mentions in state banking associations, local news coverage and customer testimonials are not just good PR — they directly strengthen your GEO presence. In short: AI trusts what the community trusts. Community banks already excel at being trusted in real life. Now they must translate that trust into digital form. BUILDING A GEO STRATEGY FOR COMMUNITY BANKS Here’s how community banks can prepare for and thrive in the GEO era: 1. Enhance Your Website: Ensure clarity, leadership visibility and community engagement. 2. Generate Outcome-Based Content: Share impact stories and achievements. 3. Align Across Platforms: Consistent messaging across LinkedIn, filings and social. 4. Stay Fresh: Update content monthly, issue regular press releases. 5. Leverage Third-Party Validation: local news, testimonials and associations. 6. Monitor Reputation Actively: Respond quickly to misinformation or negative content. PROTECTING WHAT MATTERS MOST Community banks are not just financial intermediaries; they are storytellers of local resilience. Every small business loan, every sponsored Little League team, every investment in a local nonprofit reinforces the story that these banks are woven into the fabric of their communities. But imagine asking an AI tool, “What banks care most about local communities?” and your institution not appearing. Worse, imagine misinformation — perhaps a false claim about discriminatory lending — spreading unchecked because the AI pulled from an untrustworthy source. The stakes are not abstract. GEO is about protecting your story, your reputation and your bond with the community in the digital age. GEO FOR INDIVIDUALS: BANKERS AS COMMUNITY LEADERS GEO is not just about institutions. Individual bankers — CEOs, loan officers, compliance leaders — are also subject to AI search. LinkedIn, personal websites and professional profiles all contribute to how AI represents them. Community banks are the heartbeat of local economies. 16 The Community Banker
For community banks, this is an opportunity to: • Showcase leaders as trusted neighbors and advocates. • Highlight their skills, recommendations, and community service. • Ensure consistency across platforms so AI can distinguish them from others with similar names. When AI tools answer questions like, “Who is the best contact for small business lending in [county]?” you want your people to appear. FIGHTING MISINFORMATION: A COMMUNITY DEFENSE Community banks have long been guardians against fraud and misinformation in finance. Now, AI introduces new risks such as deepfake executives, fake reviews damaging reputations or even spoofed press releases creating false impressions. The lesson from other industries is clear: Misinformation can spiral out of control in hours. GEO strategy isn’t just about visibility — it’s also about defense. Community banks must: • Secure official accounts with two-factor authentication. • Use AI monitoring tools to detect false narratives early. • Have a plan to respond swiftly with clear, trusted communication. In doing so, they not only protect their own reputation but also reinforce their role as stewards of trust in the communities they serve. GEO AS A COMMUNITY IMPERATIVE The transition from SEO to GEO is not optional. Just as ignoring Google 20 years ago meant invisibility, ignoring AI search today risks irrelevance. But for community banks, this is more than a marketing challenge — it is a moral imperative. The heart of community banking has always been trust, service and resilience. GEO is simply the new frontier for ensuring those values shine through in a digital world. By embracing clarity, consistency and credibility, community banks can ensure that when neighbors ask AI for advice, the answers point to the institutions that have always been there for them. Because at the end of the day, GEO is not just about optimization. It’s about preserving the story of how community banks care for their communities and making sure that story is heard in the places where people now turn for truth. Interested in learning more? Read our newest whitepaper on the SEO to GEO transformation now by scanning the QR code. https://www.aicrisk.com/ai-risk-white-paper Joe McMann is a seasoned entrepreneur and corporate strategist who currently serves as co-founder & CRO at Artificial Intelligence Risk Inc. (AIR). In his role at AIR, Joe leads business and corporate development for a global business recognized as the premier platform to integrate high-risk AI safely. As a seven-time founder, Joe specializes in bridging the gap between innovative technology and practical implementation. Under AIR’s tutelage, community banks can gain a tangible pathway to leverage enterprise-grade AI securely and effectively, ensuring accelerated innovation while preserving the relationships and trust that make community banking so valuable. 17 The Community Banker
Most bank boards struggle with cybersecurity oversight because they don’t know what questions to ask, how to interpret the answers or whether their security measures are working. Directors may approve cybersecurity budgets without understanding if those investments actually reduce risk, or they may review incident reports without grasping whether response times meet industry standards. They can describe their cybersecurity framework but often can’t explain what their institution does with the results. The challenge is compounded further when cybersecurity is presented as a jargon-filled IT issue rather than the business-critical risk it represents, creating a dangerous gap between regulatory expectations and board-level understanding that leaves institutions vulnerable — not just to cyber threats, but also to regulatory scrutiny. Whether you’re a director seeking to understand what your institution’s NIST Cybersecurity Framework (CSF) or ISO framework results really mean for your risk profile, or an executive preparing risk dashboards, security briefings and incident reports for your board, the ultimate risk assessment strategy is to provide practical approaches that close the cybersecurity literacy gap. Board cybersecurity literacy doesn’t mean directors must become technical experts. However, it does require structured questioning, transparent reporting that translates technical risks into business impact and honest assessment of organizational maturity. THE UNCOMFORTABLE TRUTH ABOUT BOARD CYBERSECURITY LITERACY Here’s what I’ve observed after years of working with bank boards: Most of them generally don’t meet expectations when it comes to cybersecurity oversight. That’s not an indictment of their dedication or intelligence; it’s simply recognition that cybersecurity has evolved faster than board education. Many directors can tell you which framework their institution uses — whether it’s the NIST CSF, ISO standards or something else. But when you dig deeper and ask what they’re doing with that framework, you often get blank stares. Completing an assessment means nothing if you can’t articulate what you learned from it and what Your Board’s CYBERSECURITY OVERSIGHT Probably Isn’t Good Enough BY STEVE SANDERS Chief Risk Officer and Chief Information Security Officer, CSI you’re doing to improve. The critical question isn’t “Did we complete our assessment?” Instead, it’s “What have we done with the results?” THE FRAMEWORK TRANSITION CHALLENGE The Aug. 31, 2025, sunset of the FFIEC Cybersecurity Assessment Tool (CAT) has forced smaller institutions to adopt more complex frameworks. The leap isn’t incremental — it’s substantial. But the transition is long overdue; many mature organizations should have already moved beyond the CAT’s simplified approach to adopt more comprehensive frameworks. The CAT provided a simple rating system that scored your cybersecurity maturity from one to five across different domains, including cyber risk management, controls and threat intelligence. The NIST CSF requires significantly more work, including comprehensive risk assessments across five core functions, detailed control documentation and ongoing measurement of outcomes rather than simple numerical ratings. That makes it less user-friendly for small banks, but risk assessment should never be contingent on how easy it is to complete. Community banks also face a severe shortage of qualified cybersecurity professionals. This isn’t just an inconvenience; it’s a fundamental challenge that boards must address strategically. Smaller organizations may need to invest in external expertise to complete assessments. That’s not a sign of weakness. It’s recognition that resource constraints make professional oversight frameworks even more critical. Knowledge gaps among bank boards are prominent. A director once told me their institution scored 18 The Community Banker
well on their cybersecurity assessment, but when I asked what specific improvements resulted from those findings, they couldn’t answer. That disconnect between completing an exercise and achieving real security maturity represents exactly what needs to be addressed to develop real cybersecurity preparedness. FIVE ESSENTIAL BOARD RESPONSIBILITIES Directors don’t need to understand the technical details of firewalls or encryption. However, they do need to fulfill five essential oversight responsibilities: 1. UNDERSTAND YOUR SECURITY POSTURE Board members should ask management to explain the cybersecurity framework in plain language, request summaries of their security posture — including both strengths and weaknesses — and understand their top five security improvement priorities for the coming year, along with specific, measurable goals. For executives preparing these briefings, present framework results as a narrative, not a checklist. Translate technical findings into business risks with a clear improvement roadmap. Your directors can’t provide effective oversight if they don’t understand what you’re telling them. 2. ASK THE RIGHT QUESTIONS The questions directors ask matter more than whether they understand every technical answer. Focus on the following questions: How do we compare to peer institutions? What is the business impact associated with our three highest-rated risks? How do we validate that our controls are actually working? That last question is particularly important. Many institutions assume that because they have implemented a control, it must be working. Executives should be prepared with peer benchmarking data. Quantify risk in dollars and customer impact, not technical metrics. Include validation results, not just implementation status. 3. SET CLEAR EXPECTATIONS Directors need to define the institution’s acceptable risk tolerance for different types of threats, as well as establish a reporting cadence and format that enable informed decisions and require explanations in business terms, rather than technical jargon. If you can’t understand what you’re being told, you can’t provide effective oversight. Executives should request that the board define its risk appetite explicitly. Propose a reporting rhythm that strikes a balance between staying informed and not overwhelming directors. Test materials on non-technical colleagues first. 4. EVALUATE RESOURCE ALLOCATION The board should review whether the cybersecurity budget matches the institution’s stated risk appetite. You can’t credibly tell regulators and customers that security is a priority while underinvesting in it. When spending doesn’t match stated priorities, it’s only a matter of time before that gap is exploited. Executives should show budget trends and compare spending to peer institutions and industry benchmarks. Be transparent about skill gaps. If bringing in outside expertise for assessments, explain why that’s a strength. Present how security investment connects the dollars spent to the risks mitigated. 5. ASSESS TRUE SECURITY MATURITY Directors shouldn’t accept “we completed the assessment” as proof of security. Ask what management has done with the framework results to strengthen security. Most importantly, evaluate whether security is treated as a strategic advantage or just a compliance checkbox. For executives, lead with outcomes, not activities. Show how framework findings drove specific improvements. Demonstrate measurable progress year over year. Make the strategic case for security as a competitive differentiator, not just a regulatory obligation. PUTTING IT INTO PRACTICE Consider developing a one-page dashboard that answers the questions boards really need to know: What are our top three risks? What are we doing about them? How do we compare to peers? This kind of clear, focused reporting enables both effective oversight and productive board conversations — without overwhelming directors with technical details or requiring executives to explain the same concepts repeatedly. Steve Sanders serves as CSI‘s chief risk officer and chief information security officer. With more than 15 years of experience focused on cybersecurity, information security and privacy, he employs his strong background in audit, information security and IT security to help board members and senior management gain a command of cyber risk oversight. 19 The Community Banker
Deepfakes: The Newest Threat BY TERRI LUTTRELL, CAMS-AUDIT, CFCS Compliance and Engagement Director, Abrigo As artificial intelligence (AI) continues to advance, fraudsters are leveraging these tools to exploit one of the most vulnerable groups in our communities, older adults. According to the FBI’s Internet Crime Complaint Center (IC3) data, there were $4.88 billion in losses from seniors in 2024. These numbers continue to trend upwards, and the rise of AI-driven elder fraud presents new risks to victims and financial institutions. AI-driven elder fraud involves scams that use artificial intelligence to make attacks against older adults more convincing, harder to detect and easier to carry out on a large scale. The increased threat requires both awareness and proactive mitigation by banks and credit unions to protect clients and maintain trust in their communities. THE EVOLVING TACTICS BEHIND ELDER FINANCIAL EXPLOITATION Historically, seniors have fallen victim to fraud schemes such as phishing, romance scams, and complex investment schemes. Today’s fraudsters are taking scams to a new level by using generative AI tools — such as deepfakes and voice cloning — to impersonate loved ones and create compelling, urgent scenarios. A deepfake is a video, photo or audio recording that seems real but has been manipulated with AI. Perpetrators often extract voices from social media videos or manipulate photos to craft believable messages. These AI-powered deceptions can lead to hurried decisions by victims, resulting in panicked wire transfers, large cash withdrawals or the sharing of sensitive account credentials. In an example of an AI-enhanced grandparent scam, a fraudster might scan public social media profiles to learn a grandchild’s name, see that they are vacationing abroad and note that they call their grandparent “Nana.” Using a voice-cloning tool and this easily accessible personal information, the scammer can generate a frightened phone call from the “grandchild” claiming to be in legal trouble and urgently needing bail money. The voice’s realism and details make it alarmingly easy to convince the victim to send funds immediately, without stopping to verify the story. The nature of AI-driven AI-Driven ELDER FRAUD 20 The Community Banker
elder fraud has made it more difficult to detect using traditional red flags. What once might have seemed suspicious can now appear legitimate, making staff training and innovative detection systems even more essential. WHAT FINANCIAL INSTITUTIONS CAN DO NOW Banks and credit unions are uniquely positioned to safeguard older adults through technology and personalized service. Here are some key actions institutions can take to prevent their clients from becoming victims: • Employ Robust Fraud Detection Software: Enhance fraud monitoring systems to flag unusual activity on accounts held by older adults, typically aged 60 and above. Use tailored parameters to detect anomalies like sudden large wire transfers, frequent ATM withdrawals or new payees that do not align with the client’s typical behavior. These targeted settings improve your institution’s ability to catch early signs of AI-driven elder fraud and take timely action. • Train Employees To Recognize New Scams: Equip front-line staff and fraud teams with practical training to identify signs of AI-driven elder fraud. These signs can include clients who appear anxious, confused or unusually secretive during large transactions, or those referencing family emergencies with limited or inconsistent details. Staff should know how to respond empathetically, ask clarifying questions and escalate concerns when needed. Regular training helps teams stay alert to evolving scam tactics and reinforces a culture of prevention. • Clarify Communication Protocols: Remind clients, especially seniors, that your institution will never request sensitive information like passwords or social security numbers by phone, email or text. Understanding communication methods is critical as AI-driven scams increasingly use cloned voices and urgent messages to pressure victims. Make it clear that legitimate staff will not use threats or demand immediate action. Encourage clients to hang up, verify requests by calling a published number and ask questions. Reinforcing this message during visits, alerts and outreach helps build confidence and reduce the risk of fraud. • Build Trust Through Relationships: Strong relationships with long-time clients are key to spotting and preventing fraud. Encourage staff to visit clients when something feels off, using a conversational tone to avoid alarming or upsetting the client. For example, saying, “That’s a larger transaction than usual. Is everything okay?” can open the door for a helpful discussion. Building trust before issues arise makes it easier to address concerns if signs of elder fraud appear later. UNDERSTANDING REGULATORY EXPECTATIONS Financial institutions are expected to play a central role in identifying and reporting elder financial abuse. With AI-driven elder fraud rising, examiners and enforcement agencies may scrutinize how effectively institutions adapt to emerging typologies. The Financial Crimes Enforcement Network (FinCEN) has named fraud one of its national AML/CFT priorities, emphasizing the importance of proactive detection and reporting. Filing a suspicious activity report (SAR) is just one component; maintaining a culture of vigilance and continuous training is equally critical. Institutions integrating fraud detection with anti-money laundering (AML) processes are better positioned to respond quickly to evolving threats. AI and machine learning can enhance monitoring by identifying unusual behavioral patterns that are common in modern fraud cases. While operational functions may remain separate, collaboration between fraud and AML teams is essential. Working in silos is no longer effective in detecting complex, AI-driven fraudulent activity. COMMUNITY EDUCATION CAN PREVENT LOSSES Technology is essential, but it is not the only solution. Many cases of AI-driven elder fraud can be avoided through targeted education and outreach. Consider hosting in-person fraud awareness sessions at senior centers, places of worship or branch locations, where trusted staff can explain how fraudsters use AI to manipulate voices, images and personal information. Partnering with local organizations or law enforcement can add credibility and help reach broader audiences. Institutions can also distribute printed guides or quick-reference tip sheets that walk through common scam scenarios, what to look out for and how to respond. Posting short educational videos on your website or sharing alerts through account notifications and email campaigns reinforces these lessons and helps keep seniors informed between visits. A consistent focus on community education builds trust and positions your institution as a proactive ally in fraud prevention. 21 The Community Banker
PRACTICAL TIPS TO SHARE WITH CLIENTS Educating seniors with simple, actionable steps can go a long way in preventing AI-driven elder fraud. Consider sharing the following guidance during outreach efforts or in printed materials at branches: • Confirm Unexpected Requests: If someone claims to be a relative in trouble or a representative from the bank, urge clients to hang up and call back using a known, trusted number, never the one provided in the message or call. • Be Cautious with Links and Urgent Messages: Remind clients not to click on links, download attachments or send money based on a single phone call, text or video, even if the message appears to come from a loved one. AI tools can make fake messages seem personal and convincing. • Enable Account Alerts: Encourage seniors to set up text or email alerts for large transactions or unusual activity. These real-time notifications can provide an early warning and allow for quick intervention. • Review Account Activity Regularly: Suggest checking account statements frequently or enrolling a trusted family member to help monitor for suspicious transactions. Sharing these tips in clear, non-technical language can empower clients to act confidently and avoid becoming victims of increasingly sophisticated fraud attempts. PROTECTING SENIORS IN THE AGE OF AI As fraud tactics evolve with AI, so must the strategies used to stop them. Financial institutions have a unique opportunity, and responsibility, to protect older clients through education, collaboration and well-equipped fraud detection programs. By combining personal relationships with innovative technology and ongoing awareness efforts, banks and credit unions can serve as a first line of defense against AI-driven elder fraud. Staying informed and proactive today means safeguarding trust and financial well-being for the seniors who rely on you tomorrow. Terri Luttrell is a seasoned AML professional and former director and AML/OFAC officer with over 20 years in the banking industry, working both in medium and large community and commercial banks ranging from $2 billion to $330 billion in asset size. 22 The Community Banker
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